Temporary relocations can be more complex than they seem

Everyone goes into a temporary assignment believing exactly what their boss tells them, says Vera Tak, a career coach in San Diego. “But the reality is that the original plan is rarely followed,” she says. “I tell my clients to double the time their company projects for an offshore project. It almost always takes twice as long as planned.”

According to Tak, the biggest reason for extended projects is lack of personnel. “If you’re being sent somewhere for a set project, like opening a new division or implementing a new program, make sure that your employer isn’t relying on you and only you to get the job done,” she says. “It’s a corner-office blindspot. Someone in upper-management wants to

save money and convinces HR that one person is enough to do the work of 10 people.”

But that lack of employee support isn’t always oversight. In fact, Tak says, it’s often intentional. “Why waste the resources until you know the situation

once you have boots on the ground,” she says. “One person is sent to assess the worthiness of the effort. If he or she comes back with glowing reports, the company will dedicate more resources. If it’s doom and gloom, they might pull the plug.”

Sometimes, there’s a lack of understanding about the logistics. Lauren Durand accepted a three-month assignment to Dublin, Ireland, when her company contracted with a small database startup in Ireland. “The idea was to keep everything in place in Dublin and have them work with our clients but the guys in Ireland weren’t ready for that,” says Durand, who lives in Naples,

Florida. “I mean, they were a startup with four guys working whenever and however they wanted.