Does a "hardship posting" in an emerging market really pay off?
It is a no-brainer that overseas experience is generally viewed as a positive on your resume.
Many senior executives reached their lofty positions by taking on a challenging job in a growth market such as China or India - and were richly rewarded after proving their mettle.
But before you rush to catch the next flight, run through this checklist recommended by human resources experts to make sure that you have packed the essentials for a successful overseas posting.
Also, ensure that you are not carrying emotional baggage: It is not worth sacrificing your family's welfare for a fast- track promotion.
Have you picked the right market?
Some supposedly "up-and-coming" markets are more "up" - such as China and the Middle East - while others are still "coming". The latter category includes markets with great growth potential but which have been floundering in issues such as political instability and corruption or are relatively closed to foreign investment.
In Asia, these may include Thailand, Cambodia, the Philippines and Pakistan. Vietnam used to be a star attraction, until the recent uncertain economic outlook and soaring inflation made some companies wary of sending more staff there.
Still, being able to navigate such tough markets may give you an added edge - especially if your company is looking to get a headstart there before they become the next hot spots for foreign investors.
"It takes a certain style of person to adapt to a tough market environment, so the company is likely to pay you a premium," noted Mr Tim Nelson, Asia-Pacific president of Futurestep.
Be prepared for the risk of failure if your business is hit by, say, a military coup or anti-foreign investment sentiment, said Mr Mark Ellwood, managing director of Robert Walters.
Do consider first how important the emerging market is in your company's strategy. If the market is far-flung but at the centre of the company's business strategy, you are in the right place.
Do you have emotional baggage?
Mr Nelson said an executive should consider his or her family's ability to adapt to the new place before taking on a posting.
He cited an example of an executive who cut short his posting after six months as his family could not take the emotional strain - his kids had no suitable schooling and his spouse found it very difficult to adjust to the new culture.
But there are some stories with happier endings, such as that of Mr Seah Hong Kiat, 37, who was assigned to the Philippines to work at SingTel's overseas office with his wife in April 2005 - and came back to Singapore three years later with a baby.
"My wife was initially sceptical about the overseas posting, but she chose to sacrifice her own job to come with me," he said.
Some HR policies that helped to ease the transition included sending the couple for a "pre-trip visit" to Manila to get a feel of the place, as well as a "hardship allowance" and paid trips back to Singapore twice a year for the family.
Despite the social unrest with frequent public political demonstrations in Manila, as well as numerous typhoons, the Seahs extended their stay an additional year beyond the initial two-year plan.
"Work and personal life were very fruitful there," said Mr Seah.
The one thing he would have done differently in hindsight was planning the relocation for his wife more carefully: "Finding alternative employment and medical support for my wife would have made the adjustment less tough for her."
Does your organisation have the resources to support your overseas stint?
Mr Ellwood noted that "large MNCs are generally much better at moving people to different locations compared to smaller companies that lack the infrastructure and resources".
Many MNCs like SingTel have specialised departments to help employees relocate smoothly. Find a company that supports overseas job rotations, to expand your job options when you return.
Have you planned your exit strategy back to HQ?
You should be clear from the start how long the company expects you to stay in the new market, and what your responsibilities and targets are.
While these issues are likely to evolve along the way, it is crucial that you keep a "running conversation during your posting about your exit plan", said Mr Tim Hird, HR consultancy Robert Half's Singapore managing director.
Having regular phone conferences with your boss, and visits back to the headquarters every few months will help you to avoid the "out of sight, out of mind" trap, he said.
During your posting, keep track of what new skills you have developed. Highlight this to your boss back at headquarters, so that you can raise your chances of returning to a higher, better position.
This article was first published in The Straits Times on September 8, 2008.
