Executive Relocation: Issues to Address with Candidates Before the Move

As our world becomes more complex, dangerous, and in many cases isolated, the prospects of recruiting and then relocating executives have become more challenging. Hiring managers and placement professionals must assure these candidates that steps will be taken to provide a safe work environment for them and their families.relocation
These security measures must be part of the package when offering an individual a move overseas. And while overseas assignments are still regarded as a promotion, they are, more times than not, viewed with some reluctance. Candidates and their families will always have questions about relocating, but today the stakes are higher due to dangerous and uncertain political situations in foreign countries.
Today more than ever, hiring managers and recruiters must anticipate questions from candidates and urge those in the C-suite to provide the necessary security, education, and safeguards so that families feel comfortable moving overseas.
The following are issues that should be addressed with the candidates. It’s likely that candidates will do their own research, so hiring managers and recruiters should be prepared. Topics such as security, schooling for children, education on local cultures, and cost of living are among those to address.
Security/Protection: Whether it’s relocating to another city or overseas, the potential for terrorism and crime factor into the decision. At the highest levels, candidates and their families must feel safe. Many executives will require bodyguards and drivers. In certain countries where kidnappings occur, armored vehicles are commonplace. In addition, relocating families are urged not to be “showy” in public because it draws attention to their wealth.
Sensitivity to cultures: If the relocation is to a foreign country, it is important for candidates and families to respect new cultures. In many cases, it is helpful to speak the language and just as critical to understand local cultures and traditions.
Cost of living: While many countries report lower cost of living, these numbers can be deceiving. As recruiters, we always discuss the “real” numbers that can include real estate costs, security expenditures, tuition, and even airfares covering visits back to the United States to visit family. In addition, some countries have much higher tax rates than the United States, so that is factored into compensation.
Health insurance: This is certainly an ongoing issue for everyone. Executives considering relocating to another country should study this carefully, as well as the quality of medical facilities. This should also be considered when moving within the United States, since certain cities have better healthcare services than others. Also, many countries have socialized medical care, which is hard to compare when using the United States as a benchmark.
Technology: Technology in the United States and Europe is, for the most part, consistent and reliable. But that’s not always the case in other countries. We urge candidates to become familiar with Skype, Internet phone apps, currency converters, and Global Positioning Systems (GPS), to name a few. By investigating technology, there will be no surprises when it comes to communicating with corporate headquarters, staff, and family/friends.
Additional due diligence: In today’s politically charged environment, candidates are aware of research required before moving. This is true for international and even domestic relocations. For example, how does a move from a “blue” to “red” state impact one’s opinion of an area? How will they mesh with friends of different political views?
In some cases, it is magnified in foreign countries. What is the company’s reputation in that country? How are women treated? Will your status as an American somehow jeopardize potential for success? How are women treated? Will you be ostracized for your political or religious beliefs?
As with all promotions and relocations, a win-win scenario must be the goal, benefiting both the company and the candidate. This cannot be accomplished unless there are realistic expectations based on research and transparency throughout the process.

Mark Young is a Director with the Miami office of Stanton Chase, a global retained executive search firm with more than 70 offices in 45 countries.  He has conducted numerous searches in Haiti, the Caribbean, and other international locations.