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The Hidden Cost of Assignment Culture Shock—and How HR Can Turn Risk Into ROI
When companies send employees on international assignments, the obvious costs get budgeted: relocation, housing, visa processing. What’s less obvious—but critical—are the small cultural and “everyday life” misalignments that can slowly erode morale, performance, retention, and, in some cases, company ROI.
What Data Tells Us About Expatriate Failures
An assignment “failure” can have different meaning to different companies or individuals, but it’s often translated as early returns from assignment, ongoing and hidden adjustment issues, or job underperformance impacting ROI. Consider the following data:
• Some studies have noted a roughly 30% higher expatriate failure rate in certain emerging markets compared to assignments in Europe, leading to wasted resources and potential inequities.1
• Cultural awareness isn’t a ‘nice to have’; in many assignments, it is mission critical. A global mobility trends report found 38% of Global Mobility teams identify cultural differences as the key challenge in various locations.2
• Stress, relationships, and adaptation dominate early assignment risk. Over two-thirds of expatriates experience stress over job performance within the first four months and another two-thirds of expatriates report difficulties with their relationship with a new destination location manager. Relational or cultural misfires can precede more serious breakdowns.3
What Some Programs Assume and What They May Be Missing
Even the most well-structured relocation programs can overlook subtle realities that make or break an employee or family’s international experience. Consider the following possible assumptions and gaps/hidden costs:
a) Assumption: Housing and visa support are viewed as sufficient for assignment success.
- Gaps / Hidden Costs: Some employer mobility teams operating under strict budgets may expect employees, especially younger or single/couple employees, to figure things out on their own. It is easy to underestimate how small daily life issues on assignment can make it harder to thrive. For example:
- Buying groceries and required household products: This is especially frustrating where packages are in a foreign language;
- Alarm systems: In some countries, these are truly needed, but not thought about beforehand; and
- Social expectations: How colleagues build trust, share feedback, or navigate hierarchy can vary significantly by country and make routine interactions challenging.
- These are just a small sampling of issues that could lead to frustration and where counseling and professional support will prove invaluable.
b) Assumption: Families/spouses will simply adjust and thrive with more time on the ground.
- Gaps / Hidden Costs: Spousal adjustment is frequently cited as one of the top drivers of failure. Without explicit support, the partner’s dissatisfaction often becomes the tipping point.4
c) Assumption: Micro-cultural knowledge is overrated. Orientation/training should center on top-heavy, country-level culture overviews.
- Gaps / Hidden Costs: Micro-cultural knowledge matters: social norms, etiquette, norms around emergency response; norms around emergency response and expectations related to safety practices such as smoke alarms or fire drills. These can be overlooked, but deeply affect an employee/family’s assimilation on assignment.
By offering cultural adaptation assistance, HR and global mobility leaders can transform hidden risks into stronger engagement and assignment success. Consider the following country differences:
- Workplace practices also reflect cultural nuance:
In Switzerland, punctuality is a non-negotiable, while in Brazil start times may be more flexible. Decision-making can be consensus-driven in the Netherlands, but in the U.S., leaders may make decisions quickly and independently. Feedback styles also shift: German workplace cultures are often described as favoring more direct feedback, whereas in Japan, feedback is often softened to maintain harmony and there may be reluctance to give a direct "no" to a request.
- Social norms outside of work are as important as workplace practices:
In Korea, meals typically start when the eldest at the table begins, while in France it is polite to keep both hands visible on the table. Queuing and waiting in line is taken very seriously in the U.K., but in China, lines may appear more fluid and competitive. Personal space can also vary as people in the Middle East may stand closer when speaking, while in Northern Europe larger distances are the norm.
NEI Case Study: South Korea to Israel Assimilation Challenge
Situation: A South Korean employee with specialized skills accepted a long-term assignment to Israel with his spouse and children. Though strongly encouraged at initiation, they refused pre-departure cultural awareness training offered at no cost by the client. They did not speak Hebrew, and Korean language translation services in the destination were scarce. Balancing job demands, travel, and family needs, it quickly became stressful threatening assignment success and early repatriation.
Solution: NEI advised the client of these unique challenges and, together, strategized effective solutions. Ongoing support was provided through NEI’s local expert DSP, who spoke both English and Hebrew. This was facilitated for the employee, who spoke English and Korean, allowing smoother interactions.
Cultural training that was initially declined was re-proposed by NEI and accepted. The consultant spoke Korean fluently and traveled to Israel for in-person training. After completing the program, the family reported venturing out more and the spouse enrolled in local activities to meet people and network.
Result: Following these interventions, the family reported improved adjustment and the assignment was later extended by an additional year in Israel.
What Proactive Strategic Moves HR/Global Mobility Can Make Today?
Below are insights and strategic actions to help HR and Global Mobility leaders get ahead:
- Consider embedding pre-departure cultural orientation in every assignment package. Cultural orientation isn’t just about a new country’s workplace culture, but about living-in a specific city or neighborhood, interacting with one’s neighbors, and community norms. Give employees/families checklists of possible “everyday surprises” derived from local experience.
- Measure adaptation early and cheaply. Deploy quick surveys around a month into the assignment asking about small life stressors. Track employee concerns and, if hotspots emerge, build them into your standard orientation and cultural programs coverage.
- Turn the spouse/partner into a strategic stakeholder. Offer support specifically for them! Social networks, orientation, perhaps small allowances to help them feel acknowledged and more in control. Their adjustment highly correlates with the expatriate employee’s success and that of your company.2
Why these important steps can pay off:
- Lower risk, since each ‘failed’ assignment can cost hundreds of thousands of dollars, depending on role, location, and assignment scope.5
- Higher retention post-assignment. As one report shows, roughly a quarter of expatriate employees leave their employer within two years of return—often due to dissatisfaction with their reintegration or for better job opportunities elsewhere.3
- Better visibility and reputation for global mobility programs. They don’t just move people, but help them integrate, engage, and perform effectively.
NEI Case Study: Attention to Cultural Details Starts Assignment Off Right
Situation: Sometimes employees or accompanying dependents have special requests due to their culture. NEI’s Account Executive working with a Japanese family moving to the U.S. with an elderly parent knew how important it was that temporary housing included a bathtub as, culturally, it is a standard item in Japan.
Solution: NEI worked with its service partners to accommodate the employee’s cultural needs. The Account Executive secured a residence with a bathtub.
Result: The assignee expressed appreciation for the accommodation, which contributed to a positive start to the assignment. When feasible, NEI supports special requests to help address cultural needs.
When in Rome, Do As the Romans Do
The phrase underscores a practical truth of international assignments: effective integration depends on adapting to local customs and everyday norms.
When HR/Global Mobility can shift from “managing logistics” to “orchestrating belonging” for relocating employees headed to a new country, it can change odds of success dramatically.
If you would like to discuss this or any other issue in greater detail, please reach out to your NEI representative at 800.533.7353.
About NEI Global Relocation
NEI Global Relocation (NEI), a certified Women’s Business Enterprise (WBE), partners with over 200 clients, including Fortune Global 100, Fortune 500, and Fortune 1000 companies—to deliver world-class global mobility and assignment management solutions. Headquartered in Omaha, Nebraska, with offices in Switzerland and Singapore, NEI helps companies transition employees smoothly across the globe.
NEI has consistently earned strong rankings in independent industry surveys, including the Trippel Nationwide Relocating Employee Survey and the Trippel Relocation Managers’ Survey, which highlight performance in both employee experience and client satisfaction. Recently, NEI has also been honored with multiple Gold Stevie® Awards, including recognition for Company of the Year – Business or Professional Services and Customer Satisfaction at the International and American Business Awards. These accolades reflect NEI’s commitment to service excellence and its leadership in the global mobility industry.
Combining consultative expertise, benchmarking, trend analysis, innovative technology, and end-to-end relocation solutions, NEI empowers organizations to make confident global mobility decisions and deliver exceptional relocation experiences.
This material has been prepared for informational purposes only and is not intended to provide, and should not be relied on for tax, legal or accounting advice. Please consult your own tax, legal and accounting advisors before engaging in any transaction.
Sources:
1. “The Expatriate Journey: Challenges and Mitigating Failure,” xpath.global.
2.“Global Mobility Statistics and Trends," Multiplier.
3. “The Expatriate Journey: Challenges and Mitigating Failure,” xpath.global.
4. “Expatriation stressors and the well-being of accompanying partners,” National Center for Biotechnology Information.
5. “The True Cost of a Failed International Assignment,” Relocate Magazine.
The Hidden Cost of Assignment Culture Shock—and How HR Can Turn Risk Into ROI
When companies send employees on international assignments, the obvious costs get budgeted: relocation, housing, visa processing. What’s less obvious—but critical—are the small cultural and “everyday life” misalignments that can slowly erode morale, performance, retention, and, in some cases, company ROI.
What Data Tells Us About Expatriate Failures
An assignment “failure” can have different meaning to different companies or individuals, but it’s often translated as early returns from assignment, ongoing and hidden adjustment issues, or job underperformance impacting ROI. Consider the following data:
• Some studies have noted a roughly 30% higher expatriate failure rate in certain emerging markets compared to assignments in Europe, leading to wasted resources and potential inequities.1
• Cultural awareness isn’t a ‘nice to have’; in many assignments, it is mission critical. A global mobility trends report found 38% of Global Mobility teams identify cultural differences as the key challenge in various locations.2
• Stress, relationships, and adaptation dominate early assignment risk. Over two-thirds of expatriates experience stress over job performance within the first four months and another two-thirds of expatriates report difficulties with their relationship with a new destination location manager. Relational or cultural misfires can precede more serious breakdowns.3
What Some Programs Assume and What They May Be Missing
Even the most well-structured relocation programs can overlook subtle realities that make or break an employee or family’s international experience. Consider the following possible assumptions and gaps/hidden costs:
a) Assumption: Housing and visa support are viewed as sufficient for assignment success.
- Gaps / Hidden Costs: Some employer mobility teams operating under strict budgets may expect employees, especially younger or single/couple employees, to figure things out on their own. It is easy to underestimate how small daily life issues on assignment can make it harder to thrive. For example:
- Buying groceries and required household products: This is especially frustrating where packages are in a foreign language;
- Alarm systems: In some countries, these are truly needed, but not thought about beforehand; and
- Social expectations: How colleagues build trust, share feedback, or navigate hierarchy can vary significantly by country and make routine interactions challenging.
- These are just a small sampling of issues that could lead to frustration and where counseling and professional support will prove invaluable.
b) Assumption: Families/spouses will simply adjust and thrive with more time on the ground.
- Gaps / Hidden Costs: Spousal adjustment is frequently cited as one of the top drivers of failure. Without explicit support, the partner’s dissatisfaction often becomes the tipping point.4
c) Assumption: Micro-cultural knowledge is overrated. Orientation/training should center on top-heavy, country-level culture overviews.
- Gaps / Hidden Costs: Micro-cultural knowledge matters: social norms, etiquette, norms around emergency response; norms around emergency response and expectations related to safety practices such as smoke alarms or fire drills. These can be overlooked, but deeply affect an employee/family’s assimilation on assignment.
By offering cultural adaptation assistance, HR and global mobility leaders can transform hidden risks into stronger engagement and assignment success. Consider the following country differences:
- Workplace practices also reflect cultural nuance:
In Switzerland, punctuality is a non-negotiable, while in Brazil start times may be more flexible. Decision-making can be consensus-driven in the Netherlands, but in the U.S., leaders may make decisions quickly and independently. Feedback styles also shift: German workplace cultures are often described as favoring more direct feedback, whereas in Japan, feedback is often softened to maintain harmony and there may be reluctance to give a direct "no" to a request.
- Social norms outside of work are as important as workplace practices:
In Korea, meals typically start when the eldest at the table begins, while in France it is polite to keep both hands visible on the table. Queuing and waiting in line is taken very seriously in the U.K., but in China, lines may appear more fluid and competitive. Personal space can also vary as people in the Middle East may stand closer when speaking, while in Northern Europe larger distances are the norm.
NEI Case Study: South Korea to Israel Assimilation Challenge
Situation: A South Korean employee with specialized skills accepted a long-term assignment to Israel with his spouse and children. Though strongly encouraged at initiation, they refused pre-departure cultural awareness training offered at no cost by the client. They did not speak Hebrew, and Korean language translation services in the destination were scarce. Balancing job demands, travel, and family needs, it quickly became stressful threatening assignment success and early repatriation.
Solution: NEI advised the client of these unique challenges and, together, strategized effective solutions. Ongoing support was provided through NEI’s local expert DSP, who spoke both English and Hebrew. This was facilitated for the employee, who spoke English and Korean, allowing smoother interactions.
Cultural training that was initially declined was re-proposed by NEI and accepted. The consultant spoke Korean fluently and traveled to Israel for in-person training. After completing the program, the family reported venturing out more and the spouse enrolled in local activities to meet people and network.
Result: Following these interventions, the family reported improved adjustment and the assignment was later extended by an additional year in Israel.
What Proactive Strategic Moves HR/Global Mobility Can Make Today?
Below are insights and strategic actions to help HR and Global Mobility leaders get ahead:
- Consider embedding pre-departure cultural orientation in every assignment package. Cultural orientation isn’t just about a new country’s workplace culture, but about living-in a specific city or neighborhood, interacting with one’s neighbors, and community norms. Give employees/families checklists of possible “everyday surprises” derived from local experience.
- Measure adaptation early and cheaply. Deploy quick surveys around a month into the assignment asking about small life stressors. Track employee concerns and, if hotspots emerge, build them into your standard orientation and cultural programs coverage.
- Turn the spouse/partner into a strategic stakeholder. Offer support specifically for them! Social networks, orientation, perhaps small allowances to help them feel acknowledged and more in control. Their adjustment highly correlates with the expatriate employee’s success and that of your company.2
Why these important steps can pay off:
- Lower risk, since each ‘failed’ assignment can cost hundreds of thousands of dollars, depending on role, location, and assignment scope.5
- Higher retention post-assignment. As one report shows, roughly a quarter of expatriate employees leave their employer within two years of return—often due to dissatisfaction with their reintegration or for better job opportunities elsewhere.3
- Better visibility and reputation for global mobility programs. They don’t just move people, but help them integrate, engage, and perform effectively.
NEI Case Study: Attention to Cultural Details Starts Assignment Off Right
Situation: Sometimes employees or accompanying dependents have special requests due to their culture. NEI’s Account Executive working with a Japanese family moving to the U.S. with an elderly parent knew how important it was that temporary housing included a bathtub as, culturally, it is a standard item in Japan.
Solution: NEI worked with its service partners to accommodate the employee’s cultural needs. The Account Executive secured a residence with a bathtub.
Result: The assignee expressed appreciation for the accommodation, which contributed to a positive start to the assignment. When feasible, NEI supports special requests to help address cultural needs.
When in Rome, Do As the Romans Do
The phrase underscores a practical truth of international assignments: effective integration depends on adapting to local customs and everyday norms.
When HR/Global Mobility can shift from “managing logistics” to “orchestrating belonging” for relocating employees headed to a new country, it can change odds of success dramatically.
If you would like to discuss this or any other issue in greater detail, please reach out to your NEI representative at 800.533.7353.
About NEI Global Relocation
NEI Global Relocation (NEI), a certified Women’s Business Enterprise (WBE), partners with over 200 clients, including Fortune Global 100, Fortune 500, and Fortune 1000 companies—to deliver world-class global mobility and assignment management solutions. Headquartered in Omaha, Nebraska, with offices in Switzerland and Singapore, NEI helps companies transition employees smoothly across the globe.
NEI has consistently earned strong rankings in independent industry surveys, including the Trippel Nationwide Relocating Employee Survey and the Trippel Relocation Managers’ Survey, which highlight performance in both employee experience and client satisfaction. Recently, NEI has also been honored with multiple Gold Stevie® Awards, including recognition for Company of the Year – Business or Professional Services and Customer Satisfaction at the International and American Business Awards. These accolades reflect NEI’s commitment to service excellence and its leadership in the global mobility industry.
Combining consultative expertise, benchmarking, trend analysis, innovative technology, and end-to-end relocation solutions, NEI empowers organizations to make confident global mobility decisions and deliver exceptional relocation experiences.
This material has been prepared for informational purposes only and is not intended to provide, and should not be relied on for tax, legal or accounting advice. Please consult your own tax, legal and accounting advisors before engaging in any transaction.
Sources:
1. “The Expatriate Journey: Challenges and Mitigating Failure,” xpath.global.
2.“Global Mobility Statistics and Trends," Multiplier.
3. “The Expatriate Journey: Challenges and Mitigating Failure,” xpath.global.
4. “Expatriation stressors and the well-being of accompanying partners,” National Center for Biotechnology Information.
5. “The True Cost of a Failed International Assignment,” Relocate Magazine.
The Hidden Cost of Assignment Culture Shock—and How HR Can Turn Risk Into ROI
When companies send employees on international assignments, the obvious costs get budgeted: relocation, housing, visa processing. What’s less obvious—but critical—are the small cultural and “everyday life” misalignments that can slowly erode morale, performance, retention, and, in some cases, company ROI.
What Data Tells Us About Expatriate Failures
An assignment “failure” can have different meaning to different companies or individuals, but it’s often translated as early returns from assignment, ongoing and hidden adjustment issues, or job underperformance impacting ROI. Consider the following data:
• Some studies have noted a roughly 30% higher expatriate failure rate in certain emerging markets compared to assignments in Europe, leading to wasted resources and potential inequities.1
• Cultural awareness isn’t a ‘nice to have’; in many assignments, it is mission critical. A global mobility trends report found 38% of Global Mobility teams identify cultural differences as the key challenge in various locations.2
• Stress, relationships, and adaptation dominate early assignment risk. Over two-thirds of expatriates experience stress over job performance within the first four months and another two-thirds of expatriates report difficulties with their relationship with a new destination location manager. Relational or cultural misfires can precede more serious breakdowns.3
What Some Programs Assume and What They May Be Missing
Even the most well-structured relocation programs can overlook subtle realities that make or break an employee or family’s international experience. Consider the following possible assumptions and gaps/hidden costs:
a) Assumption: Housing and visa support are viewed as sufficient for assignment success.
- Gaps / Hidden Costs: Some employer mobility teams operating under strict budgets may expect employees, especially younger or single/couple employees, to figure things out on their own. It is easy to underestimate how small daily life issues on assignment can make it harder to thrive. For example:
- Buying groceries and required household products: This is especially frustrating where packages are in a foreign language;
- Alarm systems: In some countries, these are truly needed, but not thought about beforehand; and
- Social expectations: How colleagues build trust, share feedback, or navigate hierarchy can vary significantly by country and make routine interactions challenging.
- These are just a small sampling of issues that could lead to frustration and where counseling and professional support will prove invaluable.
b) Assumption: Families/spouses will simply adjust and thrive with more time on the ground.
- Gaps / Hidden Costs: Spousal adjustment is frequently cited as one of the top drivers of failure. Without explicit support, the partner’s dissatisfaction often becomes the tipping point.4
c) Assumption: Micro-cultural knowledge is overrated. Orientation/training should center on top-heavy, country-level culture overviews.
- Gaps / Hidden Costs: Micro-cultural knowledge matters: social norms, etiquette, norms around emergency response; norms around emergency response and expectations related to safety practices such as smoke alarms or fire drills. These can be overlooked, but deeply affect an employee/family’s assimilation on assignment.
By offering cultural adaptation assistance, HR and global mobility leaders can transform hidden risks into stronger engagement and assignment success. Consider the following country differences:
- Workplace practices also reflect cultural nuance:
In Switzerland, punctuality is a non-negotiable, while in Brazil start times may be more flexible. Decision-making can be consensus-driven in the Netherlands, but in the U.S., leaders may make decisions quickly and independently. Feedback styles also shift: German workplace cultures are often described as favoring more direct feedback, whereas in Japan, feedback is often softened to maintain harmony and there may be reluctance to give a direct "no" to a request.
- Social norms outside of work are as important as workplace practices:
In Korea, meals typically start when the eldest at the table begins, while in France it is polite to keep both hands visible on the table. Queuing and waiting in line is taken very seriously in the U.K., but in China, lines may appear more fluid and competitive. Personal space can also vary as people in the Middle East may stand closer when speaking, while in Northern Europe larger distances are the norm.
NEI Case Study: South Korea to Israel Assimilation Challenge
Situation: A South Korean employee with specialized skills accepted a long-term assignment to Israel with his spouse and children. Though strongly encouraged at initiation, they refused pre-departure cultural awareness training offered at no cost by the client. They did not speak Hebrew, and Korean language translation services in the destination were scarce. Balancing job demands, travel, and family needs, it quickly became stressful threatening assignment success and early repatriation.
Solution: NEI advised the client of these unique challenges and, together, strategized effective solutions. Ongoing support was provided through NEI’s local expert DSP, who spoke both English and Hebrew. This was facilitated for the employee, who spoke English and Korean, allowing smoother interactions.
Cultural training that was initially declined was re-proposed by NEI and accepted. The consultant spoke Korean fluently and traveled to Israel for in-person training. After completing the program, the family reported venturing out more and the spouse enrolled in local activities to meet people and network.
Result: Following these interventions, the family reported improved adjustment and the assignment was later extended by an additional year in Israel.
What Proactive Strategic Moves HR/Global Mobility Can Make Today?
Below are insights and strategic actions to help HR and Global Mobility leaders get ahead:
- Consider embedding pre-departure cultural orientation in every assignment package. Cultural orientation isn’t just about a new country’s workplace culture, but about living-in a specific city or neighborhood, interacting with one’s neighbors, and community norms. Give employees/families checklists of possible “everyday surprises” derived from local experience.
- Measure adaptation early and cheaply. Deploy quick surveys around a month into the assignment asking about small life stressors. Track employee concerns and, if hotspots emerge, build them into your standard orientation and cultural programs coverage.
- Turn the spouse/partner into a strategic stakeholder. Offer support specifically for them! Social networks, orientation, perhaps small allowances to help them feel acknowledged and more in control. Their adjustment highly correlates with the expatriate employee’s success and that of your company.2
Why these important steps can pay off:
- Lower risk, since each ‘failed’ assignment can cost hundreds of thousands of dollars, depending on role, location, and assignment scope.5
- Higher retention post-assignment. As one report shows, roughly a quarter of expatriate employees leave their employer within two years of return—often due to dissatisfaction with their reintegration or for better job opportunities elsewhere.3
- Better visibility and reputation for global mobility programs. They don’t just move people, but help them integrate, engage, and perform effectively.
NEI Case Study: Attention to Cultural Details Starts Assignment Off Right
Situation: Sometimes employees or accompanying dependents have special requests due to their culture. NEI’s Account Executive working with a Japanese family moving to the U.S. with an elderly parent knew how important it was that temporary housing included a bathtub as, culturally, it is a standard item in Japan.
Solution: NEI worked with its service partners to accommodate the employee’s cultural needs. The Account Executive secured a residence with a bathtub.
Result: The assignee expressed appreciation for the accommodation, which contributed to a positive start to the assignment. When feasible, NEI supports special requests to help address cultural needs.
When in Rome, Do As the Romans Do
The phrase underscores a practical truth of international assignments: effective integration depends on adapting to local customs and everyday norms.
When HR/Global Mobility can shift from “managing logistics” to “orchestrating belonging” for relocating employees headed to a new country, it can change odds of success dramatically.
If you would like to discuss this or any other issue in greater detail, please reach out to your NEI representative at 800.533.7353.
About NEI Global Relocation
NEI Global Relocation (NEI), a certified Women’s Business Enterprise (WBE), partners with over 200 clients, including Fortune Global 100, Fortune 500, and Fortune 1000 companies—to deliver world-class global mobility and assignment management solutions. Headquartered in Omaha, Nebraska, with offices in Switzerland and Singapore, NEI helps companies transition employees smoothly across the globe.
NEI has consistently earned strong rankings in independent industry surveys, including the Trippel Nationwide Relocating Employee Survey and the Trippel Relocation Managers’ Survey, which highlight performance in both employee experience and client satisfaction. Recently, NEI has also been honored with multiple Gold Stevie® Awards, including recognition for Company of the Year – Business or Professional Services and Customer Satisfaction at the International and American Business Awards. These accolades reflect NEI’s commitment to service excellence and its leadership in the global mobility industry.
Combining consultative expertise, benchmarking, trend analysis, innovative technology, and end-to-end relocation solutions, NEI empowers organizations to make confident global mobility decisions and deliver exceptional relocation experiences.
This material has been prepared for informational purposes only and is not intended to provide, and should not be relied on for tax, legal or accounting advice. Please consult your own tax, legal and accounting advisors before engaging in any transaction.
Sources:
1. “The Expatriate Journey: Challenges and Mitigating Failure,” xpath.global.
2.“Global Mobility Statistics and Trends," Multiplier.
3. “The Expatriate Journey: Challenges and Mitigating Failure,” xpath.global.
4. “Expatriation stressors and the well-being of accompanying partners,” National Center for Biotechnology Information.
5. “The True Cost of a Failed International Assignment,” Relocate Magazine.
