Why sending staff overseas often fails and how companies can fix it

Strong relationships between overseas staff and local colleagues are central to the success of global assignments according to a new study by the University of Portsmouth and Reutlingen University which aims to advise multinational companies how they can avoid costly failures. 

The research, based on interviews with expats, host-country colleagues, managers and HR professionals in a multinational retail company, argues that the success of international assignments depends far more on workplace relationships than formal policies alone. 

Drawing on 25 in-depth interviews and analysis of company policies, the study identifies the conditions that help or hinder collaboration between expats and host country nationals, a relationship recognised as vital for knowledge transfer and adjustment abroad. 

Professor Liza Howe-Walsh, School of Organisations Systems and People, University of Portsmouth said: “International assignments are often treated as a logistical or administrative exercise. Our findings show they are fundamentally social. When relationships between expats and local colleagues work well, collaboration, learning and knowledge transfer flourish. When they don’t, assignments can quickly become difficult and costly.” 

Millions of employees are sent overseas each year to develop global expertise and strengthen international operations. However, failed assignments can carry significant financial and reputational costs for organisations, with strained workplace relationships often at the heart of the problem. 

The study adopts a 360-degree perspective, capturing the views not only of expatriates but also of local colleagues, local line managers and international HR professionals -groups often overlooked in previous research. 

Dr Roman Faller, Alumni University of Portsmouth, co-author of the paper, said: “Most research focuses on the expat experience alone. By listening to everyone involved, we were able to see how organisational practices, leadership and everyday interactions combine to shape relationship quality.” 

The findings highlight the pivotal role of local line managers in setting the tone for collaboration. Supportive leadership, clear expectations and a positive team climate were repeatedly identified as key to building trust between international and local staff. 

Structured onboarding programmes and high-quality HR support also emerged as essential, alongside transparent communication about pay, roles and expectations. 

The study also points to the importance of a shared workplace language, intercultural training for all staff and creating opportunities for informal social contact - factors often overlooked in formal assignment policies. 

Professor Hazel Gruenewald from Reutlingen University said: “Simple actions can make a significant difference. Encouraging informal interaction, providing intercultural training and ensuring transparency about rewards and responsibilities can prevent misunderstandings before they arise.” 

The research also highlights less-discussed challenges, including feelings of envy among local staff, the importance of off-work interactions and the role of informal communication in building trust. 

Professor Howe-Walsh added: “This study shows organisations need to move beyond an individual-focused approach. Successful international collaboration depends on the wider workplace environment, leadership behaviour and organisational culture.” 

The findings offer practical guidance for companies seeking to improve the success of global assignments, particularly as hybrid and remote international working becomes more common. 

“Global work is becoming more complex,” said Dr Roman Faller. “Understanding the human relationships at the centre of international assignments has never been more important.”