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To global expatriates hitting the trail to far-off locales by their employers, touching the frontier of liminality can be a euphoric, bewildering and a formidable experience. The commended sojourners’ opportunity to acquire new skills, acquaintance networks and cross-cultural experiences through a foreign delegation, may be offset by the potential failure to assimilate each nation’s body of laws – national or regional - governing immigration, labor, employment, taxation, and local corporate registration requirements, et al. Grappling with legal compliance, performance measurement, data management, risk mitigation and quality assurance, further complicates the matter. Global Mobility, beyond everything, is no bed of roses. Our Cover Story, ‘The Three P’s of Global Mobility,’ archetypes best practices and diagnoses avoidable hiccups in the international movement of continued liberalization of personnel. Until organizations begin weighing up a collective approach to talent management, which incorporates all of HR’s functions such as learning and development, mobility, and talent management, it appears as if the ROI on international assignments will continue to fritter away (p64). Happy reading!

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