Editors’ Note -
In today’s global economy, a growing international focus is changing the political, economic, employment and labor landscape. Some US multinationals are expanding their workforces around the globe, and facing all of the opportunities and challenges that such expansion brings. Others are engaged in acquisitions, or are restructuring their workforces.
The challenges of operating internationally cannot be underestimated. Do you phase in your operations, and if so where first? How do you structure your overseas operations? Will you - can you? - relocate employees or only hire locally? How should you structure your employment relationships? What are the immigration, tax and social security implications? What are the local employment and labor requirements and restraints? How do those sit with your global strategy? What are the local cultural norms? How can you maximize the potential of your new workforce? And what if things don’t work out - what is your exit plan?
Before establishing a non-US presence, or adding new territories to your company’s portfolio, or making significant employment and labor decisions in relation to existing international workforces, it is vital to consider the employment-related issues. The key to success is to plan ahead and understand not only the legal requirements, but also, and most importantly, the local cultural norms. Only then can real benefits be derived from the international operations.
This Primer is a collection of articles written by attorneys in our Employment, Employee Benefits, Global Equity Services and Global Migration practices over recent months and years to help companies maneuver through some of these issues. The subject matter of the articles reflects the questions that our multinational clients have been asking us. The articles cover the life span of international expansion from set-up to exit, and some of the more complex and significant issues that can arise along the way.
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