How does a company present itself to the outside world and how is it perceived by its customers and the outside world? How do the employees of a company live and experience their day-to-day work and what is the interaction between the company and its employees like? These and many other aspects combine to form a system of values known as corporate culture. In its versatility and uniqueness, comparable to the human character, it forms the soul of a company. Without a functioning and harmonious corporate culture, a company cannot function efficiently.
Products, markets and services are becoming increasingly international, and with them, so are the areas of activity of companies. Production facilities abroad, customers who are active worldwide or knowledge transfer from other countries and cultures – the necessities for the deployment of employees abroad are manifold and will not completely disappear even in times of increasing digitalization. What is changing, however, is how and under what conditions employees will work abroad in the future.
In short – the secondment program should not be inferior to the “normal” working conditions.
However, this can only be achieved if companies design their secondment programs with all parameters in such a way that they are based on the values and corporate objectives that are also decisive for working in Germany. However, there is no ready-made scheme for this, as every company is unique. It therefore requires an individual design of the individual secondment components. Only in this way can employees be employed at the same level during a foreign assignment as they were previously in their home company.
Today, many companies offer their employees attractive compensation programs that come with all kinds of benefits in addition to the “regular” salary. In order to maintain this attractiveness during an assignment abroad, the secondment remuneration should be based on this. One way of doing this is to offer secondment allowances specially tailored to the foreign country, which are paid in addition to the “normal” salary. Furthermore, the assumption of assignment-related costs for the employee can also be a welcome bonus that creates incentives for working abroad.
Contracts and guidelines form the basis of every foreign assignment. They create security for the employee and the sending company because they clearly regulate the conditions under which the foreign assignment takes place. And this is precisely the starting point for ensuring that the company’s own corporate culture continues to live on during the assignment abroad. All aspects that make a corporate culture what it is can be recorded and implemented here.
Employees always identify fully with their employer and its corporate culture if they also trust it. If they are then sent abroad, this trust is usually based on the fact that their employer will ensure that they do not suffer any disadvantages as a result of the assignment abroad. Therefore, a carefully prepared tax compensation program is of immense importance for a successful assignment. At the same time, its individual design options offer versatile potential for maintaining the company’s values and thus also the employees’ trust in the event of an assignment.
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