Ex-Patriot Series: Episode 2: Carolyn Dixon – A Global Mobility Advisor
In a world that is becoming increasingly connected, navigating international assignments can be a complex and challenging endeavor for both businesses and employees. Behind the scenes, there are professionals who work tirelessly to ensure that these transitions are smooth and beneficial for both the company and the individuals taking on these international roles.?
Carolyn Dixon is one such professional.?
With a career spanning over 15 years in global mobility, Carolyn has managed the movement of employees across continents, preparing and helping them adapt to new cultures while meeting business objectives.
Even with 20 years of experience as an international assignee across three continents, when I started working with Carolyn, I quickly realized how invaluable her advice and support were. At times, I had as many as 20 executives involved in my outbound logistics, return logistics, and compensation and career decisions at both ends of the move. Carolyn was truly the glue and the brains that held everything together.
No assignee can successfully move countries or continents alone. Carolyn provided the sanity, structure, and discipline I needed. She became my personal "Google" for all matters related to international assignments—my rock as I navigated complex waters. Carolyn was both the compass and the rudder, keeping me on course through every step of the process.
While her role as my primary support on the outbound trip was expected, what surprised me was how much I needed her guidance during the return. There were so many unexpected considerations on the way back, and once again, Carolyn had all the answers. I’ll discuss the homeward-bound journey in a future article.
Even though I had a level of confidence as an "Old Salt" with international assignments, Carolyn reminded me that no two companies' assignment programs, policies, or procedures are alike. Every employer's approach may follow a general theme, but the details vary widely across sectors. Carolyn frequently emphasized the importance of knowing your own company’s program. This knowledge fosters flexibility, agility, and patience which helps manage your expectations, those of your family, and your executive sponsors, both at home and abroad. I’ll expand on this in the next article.
When everyone’s expectations are set correctly, it paves the way for happiness and success, both for the assignee and their organization.?
Carolyn’s strategic and tactical knowledge across countries and industries makes her truly unique. I’m proud to call her not just an advisor, but a friend. Her depth of expertise isn’t just relevant for the present—it’s valuable for the future as well. I imagine it must be incredibly rewarding for Carolyn to help executives move around the globe and then stay in touch as she watches them thrive, both in their careers and personal lives.
Carolyn’s understated value proposition is extraordinary. It’s a shame there’s no retainer she can draw from all the professionals whose careers and lives she’s influenced during critical stages.
I often wonder how to quantify the lasting benefits Carolyn brings to franchises and families, even a decade after an assignment. Her influence extends beyond the executives themselves to the next generation—those children who were on assignments with their families. Carolyn has deepened their global awareness, provided them with differentiators in college, and enriched their future business prospects. What an incredible gift to the next generation.
In this episode of the Ex-Patriot Series, we dive into Carolyn’s journey from HR to global mobility, her experiences managing international assignments, and the strategies she developed for her company?? looking to leverage talent in different markets.
How did you fall into the career of global mobility?
Carolyn Dixon: I started my career in Recruiting and HR and eventually transitioned into this specialized HR field of global mobility when I was offered a role strategically managing international assignments.?
It wasn’t just about sending people abroad; it was about managing talent in a way that would benefit both the individual and the business.?
Although I lost count years ago, I would estimate overseeing well over 1000? assignee moves, both deployment and return, over the years. Some of these assignees went on to become top leaders noting their expat experiences contributed to that success.??
What was your role in managing talent mobility?
Carolyn Dixon: I worked with various business leaders to create a mobility strategy that aligned with the company's goals. We focused on how to leverage mobility for business growth, set relevant budgets, and assess the value proposition—not only in terms of the business but also for people development.
?It was essential to evaluate how an international assignment could enhance the skills of employees and what the benefits would be once they returned to the home country.
You were involved in a significant project expanding US business growth with Asia. Could you tell us about that?
Carolyn Dixon: I had the opportunity to focus on several priority mobility initiatives that included a collaboration with Asia, another with the Middle East and also with Africa in addition to my regular population.? In each of these, there were nuances requiring the creation of a consistent experience for both the business leaders and expats, not to mention multiple other challenges around immigration, culture, epidemics (long before COVID!)????
The Asia initiative referenced was a go-to-market, financial and operational collaboration between PwC USA and PwC China, where we worked to create a consistent experience for both business leaders and expats deployed across different divisions. The focus was on tapping into market growth in Asia around 2008. I worked closely with leading partners on the US-China mobility EXCO to ensure that the assignment strategies were aligned with both the business and the needs of the individuals.
Who made the decisions on who would go abroad?
Carolyn Dixon: The business ultimately selects the employees to support international assignments.?
For the Asia initiative,the goal was to bring specific skill sets to local markets, particularly in Asia during that time. We had to ensure that the selected individuals were positioned/supported so they could meet their set objectives to drive growth and development, not only for the host country but also for the company upon their return.
How many countries have you helped assign employees to during your career?
Carolyn Dixon: I’ve lost count! But I’ve assigned people across various continents—places like the UK, Germany, Middle East, Africa, many Asian countries and Latin America, particularly Mexico and Argentina.?
Each country came with its own set of challenges and required varying levels of knowledge, care and attention. Many of the countries I deployed staff to, we had not had experience with before.? I was so fortunate to work with really talented and locally knowledgeable colleagues who taught me so much about their country and nuances, but also provided the smoothest transition for our people.???
What was your experience with assignees?
Carolyn Dixon: It varied. When employees expressed interest in mobility, it was for different reasons. Some were personally motivated, wanted to “see the world” or perhaps return to where they or their family was from. Others were focused on a combination of business relevancy and career growth.?
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Another group were those employees being asked by the business to take their more unique skills and expertise to another country ultimately benefiting both career and business objectives.?
We often found the latter, more strategic moves, came with unique challenges.? Having a structured program to support these different assignment drivers provided a great foundation to allow for fair and equitable treatment of the assignees as well as how they were accepted in the local countries.?
A consistent approach to addressing obstacles for individuals was imperative. I spent a good portion of my time on the front end of assignments.
What was the hardest part about introducing global mobility to an employee? placing individuals??
Carolyn Dixon: Managing expectations.?
I mentioned the different reasons employees pursue a mobility assignment. Sometimes there would just be a misalignment to the business value of an assignment and subsequent “package” that might align with that.??
A sense of entitlement and unrealistic expectations was tough to manage when an employee’s perception of what is strategic to the business didn’t align.?
Some? employees were unable to accept differing compensation in local countries, or? expected extra financial benefits, like housing subsidies or additional compensation, especially in challenging locations. Balancing those expectations with the company’s established program and goals was a constant challenge.
My favorite part was to reconnect with former assignees and hear about their memories and subsequent experiences since back home especially when they are supporting future assignees in the program!??
How involved were you in the care of employees during and after their assignments?
Carolyn Dixon: Once on assignment, other than periodic check-ins, there wasn’t much interaction needed unless an issue came up!?
More of the care and attention came when it was time to repatriate.?
Planning would begin about six months before the expected assignment completion date. This step was just as important as the initial planning for the assignment when the original investment decisions were made, and supporting business case was approved.??
Repatriation decisions ideally bring to realization the initial business case and anticipated outcomes. This includes confirmation of the location (sometimes different than origination), the role returning to, and expectations of that role.???
Ultimately, the objective is for the business to see the return on their investment of time away and knowledge and experience gained and leveraged upon return. The assignee’s experience is acknowledged, appreciated and utilized and they themselves become advocates of the mobility program in the future.?
Did assignees have any say in where they were deployed?
Carolyn Dixon: Some companies allowed employees to express their interest in certain regions through self-identifier forms. Reasons could be personal, such as having family in a particular country, or client-driven, like wanting to serve a client’s global headquarters. The key was balancing the needs of the business with the aspirations of the individual. Ultimately though, the business decides the extent of their support for the move and investment, if any.
Was it harder to manage families versus individuals?
Carolyn Dixon: Family status didn’t play a role in choosing who was sent abroad. Assignment packages (note above based on business drivers), adjusted with family size (relocation allowances for example).??
However, for the assignees, managing families could be more challenging, and very much a part of their decision making when deciding when the right time in their career to pursue an international assignment. The business drivers ultimately indicate the support beyond the basics that the assignee might receive which would influence their acceptance for taking the assignment. We had many families who deployed over the years and had wonderful experiences.?
What was the average length of an international assignment?
Carolyn Dixon: Long term assignments typically lasted between 12 months and three years, although 18-24 months were most common.?
Beyond 3 years was discouraged as it exceeded the original business drivers agreed to for the initial investment and repat plan and quite honestly, the more difficult it becomes to avoid being “out of sight, out of mind.” Maintaining visibility and relevancy in the home office? was crucial for career growth after returning from an assignment.
Any last pieces of advice for those wanting to go abroad?
Be FLEXIBLE, AGILE and PATIENT:??
Carolyn Dixon’s career has been a testament to the power of strategic global mobility. She has successfully navigated the complexities of international assignments, ensuring that both businesses and individuals thrive in their new environments. Her insights offer valuable lessons for companies looking to expand globally and for employees eager to take on new challenges abroad. As I continue my series you’ll see sprinkled pieces of advice from her that could change the way you think about Life As An Expat.?
In my next two articles I’ll be discussing family experiences and the future effect it has on children who lived on assignments.??
To connect with either me or Carolyn more on this topic feel free to reach out on our LinkedIn’s.?
Carolyn Dixon: https://www.dhirubhai.net/in/carolyn-dixon-aa3525121/?