how to end global assignment in successfactors

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Global assignment of employees in successfactors employee central.

Reading time: 17 mins

Learn how to configure the Global Assignment functionality in SuccessFactors Employee Central, focusing on how to maintain both home and host assignment records for any employee who is on a global assignment. Also learn how to automate the end of Global Assignment (versus having to do it manually) and how to set up manager permissions...

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SAP SuccessFactors Employee Central Global Implementations: Three Keys for Seamless Employment Tracking

Human Capital Management Created on July 23, 2019 Last updated on December 7th, 2023 at 9:15 am by Rizing Staff

When your organization is looking to implement SAP SuccessFactors Employee Central in multiple countries, there are special considerations and important functionality on top of typical key implementation resources that need to be utilized to ensure seamless employment tracking no matter where they may be working.

Sometimes employees work in multiple countries and sometimes they hold multiple roles. A global Employee Central implementation must ensure that however that employee is being viewed in the system—by certain jobs or locations—the information can tell a story about the employee’s lifecycle with the organization.

There are three things that you can do to ensure that employee data is telling that story. We’ll start with functionalities within Employee Central that help with global scenarios before diving into data migration and employee IDs.

Related: 4 Tips from Sabre’s SAP SuccessFactors Implementation

Identify Cross-Company & Cross-Country Scenarios

With global Employee Central implementations, there are employee movement scenarios that occur which do not normally exist in non-global Employee Central implementations. Employees within organizations that have a global footprint have choices to work temporarily or permanently in other countries outside of their home country.

Within Employee Central, there are features that allow organizations to manage such employee movements:

• Global Assignment
• Rehire with New Employment
• Concurrent Employment

Global Assignment  is normally used when an employee moves on a temporary assignment in another country within their organization with the intention of moving back to their home country with a definitive return date.  Example: Employee located in Europe goes to work on a special project for 6 months at a location in New Zealand.

Rehire with New Employment  is used when an employee moves permanently to another Company or Country within their organization. Example: Employee located in Europe goes to work permanently at a location in New Zealand.

Concurrent Employment  is used when an employee occupies two or more jobs/positions within their organization within the same country. Example: Employee located in Canada working for a school board who is a bus driver and a custodian within a school.

Although these functionalities could be used for non-global organizations, we normally see these scenarios for global Employee Central implementations. Some organizations/countries have policies or legalities that require employees to receive a new employee number when moving legal entities even within the same country. Rehire with New Employment would also be used in these scenarios even for non-global organizations.

It is very important to vet these scenarios, especially during global implementations, so that the appropriate Employee Central functionalities are including as part of the project scope. These capabilities allow organizations to manage these scenarios while keeping a global linkage between multiple employments that exist for the same employee. Organizations should take advantage of these Global Assignment, Rehire with New Employment, and Concurrent Employment functionalities as they will provide a seamless historical view, reporting capability, and integration to downstream systems for global scenarios.

Identify Data Migration Impacts for Global Scenarios and Rollout

Although Global Assignment, Rehire with New Employment and Concurrent Employment functionalities are very useful in Employee Central, there are also some challenges that need to be considered when migrating employee populations to Employee Central.

Currently, there is a limitation in Employee Central where we cannot migrate multiple employments an employee may have using standard import templates unless they are global assignment or concurrent employment scenarios. This also gets a bit trickier when we are dealing with phased deployments by country where some countries already use SuccessFactors for talent processes.

With that being said, there are ways to ensure these linkages are kept by using a manual process and employee number assignment as part of the Rehire with New Employment functionality. It will be important for your data migration team to evaluate the impact that multiple employments will have on the data migration process and testing.

Identify your employee ID strategy

It is very important to identify your employee ID strategy to ensure alignment with the standard Employee Central best practices for ID assignment.

  Employee Central

• User ID  should reference an employee’s personnel number.
• Username  should reference an employee’s username that is used as part of their internal identity management solution which will identify them in SuccessFactors. It is also possible that some customers will log into SuccessFactors directly using this username.
• Person ID External should be a global ID that never changes for an employee and is used to link different employments an employee may have between countries or companies within their organization. These scenarios include global assignments, concurrent employment, and rehire with new employment. This ID is usually set to the first personnel number an employee is assigned when entering an organization.

Relation to SAP HCM or Employee Central Payroll  

• User ID  should reference an employee’s personnel number in SAP HCM or Employee Central Payroll.
• Username  should reference an employee’s username in SAP HCM or Employee Central Payroll which is linked to info type 0105—Subtype 0001.
• Person ID External  should be a global ID that never changes for an employee and is used to link different employments an employee may have between countries or companies within their organization. These scenarios include global assignments, concurrent employment and rehire with new employment. This ID is linked to info type 0709 as the person ID in SAP HCM or Employee Central Payroll which links all employments.

It is very important to map out your employee ID strategy to ensure it will work for Employee Central and integration to other SAP and non-SAP systems.  For some customers, this becomes more of a challenge if they use SuccessFactors for Talent processes prior to Implementing Employee Central and decisions that were already made for SuccessFactors User ID and Username do not align with best practice.  There are mechanisms in place to control this mapping between Employee Central and SAP HCM/Employee Central Payroll, but this will add further complexity for integration points to systems outside of this scope.

By keeping these three topics in mind, customers can ensure a more successful global Employee Central implementation. Ensuring employee data is seamless and linked across countries and across roles will make it easier for reporting and planning on an HR level.

Up Next: 4 Best Practices a Global SAP SuccessFactors Employee Central Implementation

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Working with the Global Settings

After completing this lesson, you will be able to:

• Identify and configure general and advanced form template settings

The General Settings Section

You can define the foundational pieces of the template in the General Settings section. Here, you can edit the name of the template and the description, as well as select the workflow (route map) and rating scale.

Modifications of the General Settings Section in Manage Templates

Select the Start button to learn more about General Settings configuration .

You can configure the following items through General Settings :

Name: The name of the template.

Description: This is an informational field that appears only during the form launch process. It does not display to the end user on in the XML form template.

Route Map: Forms follow steps defined in the route map associated to the template.

Route Map Description: This area automatically populates with the description you assigned to the route map when it was created.

Rating Scale: Associate the rating scale that must be used in the template here.

Hide Numerical Rating Values: If checked, this option makes ratings appear only as their text label.

Unable to Rate: The text entered into this field is used if an employee cannot be rated for some reason.

Text entered in this field shows as a part of the rating scale, but it is not included in the overall rating. It’s the equivalent of Not Applicable.

Allow Managers to Stack Rank Employees on Competency Sections: Enables the stack ranker (also known as team rater) function, if the function has also been turned on in Provisioning.

Advanced Settings: Selecting this link opens a window with more advanced general settings.

You can also access this window through Form Template Settings .

Modification of the General Settings Section in XML

The general settings in the XML are located in the <fm-meta> section of the code. In this section, you may: 

• attach a default rating scale to be used throughout the performance form ( <scale-id> ) 
• enable certain buttons that are visible on the form ( <enable-previous-step- button> and ( <enable-delete-button> ) 
• enable stack ranker ( <my-team-rater> )

If you choose to set up the general settings in the XML: 

• make sure to log in to the instance, navigate to Form Template Settings
• associate a route map to your performance form
• set up attributes of the form including spell check, legal scan, writings, and turn on/off various buttons

The following is an example of a typical performance form meta section: 

Configuration of Rating Scales

The rating scale for the entire form is selected in General Settings . Rating scales can be configured per section in Manage Templates .

Below the selection area, you can also determine whether you want the numbers and rating description to show, or just the descriptions.

Enable a Rating Scale for the Entire Form

If one rating scale is to be used for all ratable sections, it can be specified in the <fm-meta> section, using the code illustrated in the figure Enable Rating Scales in XML.

Form Template Settings – Advanced Settings

Advanced settings are also known as Form Template Settings . These settings allow for management of different elements of a form’s behavior. These settings do not change the forms XML and may or may not affect existing (launched) forms.

Watch this video to learn about the form template settings :

Some of the most common options that you can configure in Form Template Settings are settings that you can turn on and off. The following table includes some of the most utilized options:

Form Template Settings

Configure general and global settings in the performance form template, business example.

You will start to configure the Performance Management form template you added in a previous exercise. Now, you will define general settings for the form template in the instance through Manage Templates and the meta section in the XML data model.

Learn how to configure performance form template general and global settings from Manage Templates and verify changes from the XML .

Task 1: Edit General Settings (Global Settings) in Manage Templates

Log in to your Instance, and edit General Settings from Manage Templates . Make the following changes:

Log into the Instance, and navigate to Manage Templates using Action Search.

Select the Performance Review tab.

Open the template you added from SuccessStore or from the course files in the exercise Create a Performance Form Template .

Select General Settings .

Verify the route map and rating scale are those that you previously created and assigned to this form template.

Verify Allow managers to stack rank employees on competency sections checkbox it selected.

Verify the Globally radio button is selected.

Return to General Settings , and, on the Show advanced options screen, enable the Previous Step and Delete buttons.

Choose the link for Show advanced options ... .

Update the following:

Save the form and navigate away from this page.

On the Advanced Settings screen, make the following changes (some settings might already have the correct values in your Instance):

Select the Advanced Settings link.

This links to Form Template Settings and is unique to editing the form in Manage Templates . You cannot access these settings in the XML file. You can also assess this information by choosing Form Template Settings. using Action Search.

Update the settings as outlined in the table.

Select Update Form Template , and close out of the pop-up window.

Task 2: Verify General Settings (Global Settings) in the XML template

Export the Performance form template from the instance.

Navigate to From Template Settings using Action Search.

Select the form, and then select Download in the upper right-hand corner.

Place the DTD and Performance form XML template in the same folder, and replace row 004 with the exact case and space sensitive spelling of the DTD in the folder.

Example: "sf-form.dtd">

Find the <scale-id> start- and end-tags. Verify the title of the rating scale you associated to the form in Manage Templates is listed here. Case and space sensitive spelling are very important.

Example: <scale-id><![CDATA[Default Scale]]></scale-id>

Find the <enable-previous-step-button> and <enable-delete-button> start- and end-tags. Check that they are both set to true as configured in Form Template Settings in the Instance.

Find the <my-team-rater> tag. Make sure that it is right above the last tag of the Meta section.

Find the <sf-pmreview> tag. Attributes within this tag affect all sections within the Performance form. Verify the following attributes are correct in your XML template:

no-calc=false

overall-rating=true

rate-by-adding-values=false

weight-lockdown=true

show-weight=true

All the information about the attributes in this step and what they control can be found in the Document Type Definition (DTD). The one that we can use to validate PM Forms is the sf-form.dtd

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Global Assignment Best Practice

• Anne Morris
• 3 October 2019

IN THIS SECTION

When planning and preparing for a global assignment, there are numerous factors that have the potential to contribute to its overall success, with benefits both for your business and for the assignee. The following guide looks at best practice for employers when deploying personnel overseas, from the employee experience to the flexibility of different types of global assignment.

The employee experience in global assignments

A good employer will recognise that at the heart of its business are its people. As such, ensuring a positive employee experience for overseas assignees can be crucial the success of a global assignment.

As an employer responsible for sending an employee overseas, you will have a legal duty of care, not to mention a moral responsibility and vested financial interest, to ensure the wellbeing of that individual. In particular, when planning a global assignment, caretaking the health and safety of the overseas assignee should be paramount.

Any assessment of travel risks must be tailored to the nature of the work to be undertaken, the attributes of the employee and any factors specific to the host destination. The importance of researching the country and region in which the assignee will be working, and keeping abreast of any imminent changes, cannot be underestimated here.

Even relatively safe destinations can quickly become high-risk regions due to health, safety, security, political or social reasons, not to mention the possibility of natural disasters, so it is important to stay fully informed of changing risks and to be able to relay such information to assignees working remotely.

It is also important to educate each overseas assignee in advance of their global assignment about the location in which they will be working, not least arranging security briefings and training on hostile environment awareness for those travelling to high-risk destinations, as well as educating all assignees on any legal and cultural differences, even for low-risk destinations.

Preparing assignees for cultural integration can often be key to ensuring not only the safety and security of these individuals, but also their overall wellbeing and happiness, on both a professional and personal basis. This could include, for example, the use of pre-deployment programs such as cross-cultural training and intensive language classes. Any training and classes could also be extended to family members accompanying the employee on their global assignment.

You may also want to consider putting in place a benefit and support program, both prior to departure and throughout the lifecycle of the assignment, from deployment through to repatriation.

As such, by creating a safe and supported working environment from the outset, this can significantly alleviate the risk of failure and help to avoid early repatriation, ensuring the global assignment is a success for everyone involved.

The use of technology in global assignments

When conducting business on an international scale, this can give rise to a number of challenges, not least in sourcing suitable data to make informed decisions, both in advance and during the lifecycle of a global assignment. Here, the use of technology can play a crucial role in guiding your global mobility policies and management decision-making.

In particular, where implemented effectively and used correctly, data and predictive analytics tools can prove to be invaluable in gaining insight into operational costs and overall return on investment, as well as employee placement and key performance indicators.

In particular, analytics tools can be used in the following ways:

• Cost analytics – to establish a cost model for your global assignment
• Workforce analytics – to connect the talent in your recruiting database to the skillset needed for your global assignments
• Assignee identification analytics – to focus on the cost drivers of sending the right assignees to the right location
• Employee retention analytics – to predict which overseas assignees are at risk of early repatriation or attrition and which candidates, and/or global assignments, are at a higher risk of failure
• Exposure analysis – to quantify the various levels of exposure to any penalties associated with non-compliance

In fact, with the benefit of these types of analytics tools, together with other forms of technology, global mobility is becoming far easier to achieve in the digital age, and to do so successfully.

It can significantly lessen many of the legal and administrative pressures when managing a mobile workforce, especially when it comes to tax and immigration compliance in a highly regulated environment. Furthermore, technology can also play an important role in enhancing the individual performance of overseas assignees.

When planning and preparing for a global assignment, although the focus will primarily be on selecting the right assignee for the particular assignment and location in question, including their individual qualifications and capabilities, by offering the employee the right tools to do their job to the best of their ability, technology can help to maximise the prospects of a successful outcome.

Indeed, by investing in technology, an employer can not only maximise the productivity of an overseas assignee, but also monitor their progress and even measure assignee experience.

Further, the use of technology through, for example, mobile devices and secured wireless networks, can be extremely effective in maintaining regular communication with overseas assignees, ensuring that they don’t feel disconnected from the company or work colleagues back home. This can be crucial in avoiding early repatriation and the potential failure of the global assignment overall.

Needless to say, however, it is vital that you keep abreast of technological advancements, from connectivity to up-to-date software, to ensure that your overseas assignees can carry out their work cost effectively and efficiently, and that the use of technology is aligned to your organisational objectives and overall mobility goals.

The importance of return investment in global assignments

For you as the employer, global assignments can equate to profitable expansion into both new and existing markets, significantly boosting the global revenue, as well as the reputation, of your business. Furthermore, by sending existing employees abroad, as opposed to recruiting overseas, this can help to streamline operations and expedite growth.

That said, cost control can play a key role in the commercial viability of a global assignment, not least when factoring in the potentially significant cost of both deployment and repatriation of the overseas assignee.

However, global assignment management is not only about number crunching. It is equally about the potential return on investment in various other ways. In fact, overseas assignments can be an excellent way of developing top talent within your organisation, by offering key individual employees a career pathway to more senior promotion.

In particular, the international experience can help train promising and ambitious individuals for leadership, managerial and executive roles, as well as giving them invaluable insight and new industry knowledge to help develop your business back in the UK.

Further, for the individual employee, on both a professional and personal basis, the benefits of working abroad can be significant, not least in terms of potential career progression, increased salary or compensation, as well as the possibility of an international travel experience for their whole family.

As such, given that the overall success of the global assignment will inevitably include the successful repatriation and retention of your top talent at the end of the assignment, you will need to consider what initiatives to implement to alleviate the risk of losing key employees.

In addition to the promise of career progression and a suitably senior role to come back to, useful initiatives could include the use of competitive relocation and repatriation packages, ensuring that your overseas assignees are happy to repatriate and return home. As previously indicated, this should also include the cost of suitable benefit and support initiatives to ensure the overall wellbeing and happiness of your employees.

Understandably, you may feel cautious about controlling the cost of a global assignment, but this must be balanced against the need to attract and retain talent to ensure the continuity and success of your business in the long-term.

Flexibility in global assignments

When determining the potential success of a global assignment, you will also need to consider the nature and duration of the task to be undertaken and the best way in which this can be achieved, from the use of frequent business travel and short-term assignments to long-term assignments and relocation. There is no one-size-fits-all approach.

Needless to say, each of these different types of global assignment has different benefits and risks, although business travel is likely to prove the most straightforward and cost effective choice in many cases. Here, individual employees can attend conferences and meetings, close a deal, sign new business and network. Indeed, networking can be one of the most lucrative ways to support business growth.

Senior executives and managers can also use extended business trips to undertake various different global assignments, including opening a new office or setting up a new division, without the costs associated with other types of global mobility, and without the same personal and practical challenges of relocating to another country.

In respect of short or long-term assignments, these can be a good way of gaining invaluable insight and industry knowledge to help progress your business back in the UK. The long-term global assignment, in particular, can also be extremely effective in establishing a foothold in strategic and emerging markets. This type of assignment can provide new sales opportunities, new customer bases and significantly increased revenue. It can even enhance your reputation and global influence as a corporate organisation.

However, where you are looking to fill skills gaps or to manage operations overseas, you may want to consider the possibility of permanent relocation, not least because this can often prove to be much more cost effective than the traditional long-term assignment with the associated costs of repatriation. That said, any relocation package will need to include sufficient incentive to attract a suitable candidate to move abroad on a permanent basis.

Key take-aways 

The management of global assignments can be one of the hardest areas for employers and HR experts to master, not least when trying to control costs whilst adapting to the shifting demands of the global business environment. As such, there is a very high failure rate for global assignments.

Further, the consequences of an unsuccessful global assignment can be far-reaching for your business, not only in terms of loss of revenue and wasted expenditure, but the potential loss of key personnel and top global talent from within your organisation.

It is, therefore, imperative that you understand and address the following key global assignment success factors:

• Make a full assessment of any travel risks, tailored to the individual assignee, the specific assignment and the host destination in question, keeping abreast of any changes that may impact on this.
• Educate each overseas assignee in advance of their global assignment about the locations in which they will be working, including but not limited to any safety and security issues, as well as any legal and cultural differences.
• Always ensure the overall wellbeing of your overseas assignees at all times, from deployment through to their return home, as such alleviating the risk of early repatriation. This could be through the provision of cross-cultural training, intensive language classes and/or an ongoing benefit and support program.
• Ensure that you adequately incentivise your overseas assignees so as to avoid losing key employees from within your workforce, for example, through attractive relocation and repatriation packages, as well as a suitably senior role to return home to.
• Utilise data and analytics tools to make informed management decisions in respect of global assignments, from cost control to non-compliance.
• Keep abreast of technological advances that may maximise the productivity of an overseas assignee, or otherwise enhance any profitable business growth.
• Consider the flexibility offered by different types of global assignment, from business trips to permanent relocation, not only with regard to the nature and duration of the task to be undertaken, but also with regard to the personal and professional needs of the prospective candidate who may be undertaking this assignment.

Needless to say, this list is not exhaustive, with a plethora of other factors that may come into play when planning and preparing for a global assignment.

Guidance for HR & employers

For advice and guidance on managing  global assignments,  or any aspect of global mobility programme strategy and implementation, contact us .

About DavidsonMorris

As employer solutions lawyers, DavidsonMorris offers a complete and cost-effective capability to meet employers’ needs across UK immigration and employment law, HR and global mobility .

Led by Anne Morris, one of the UK’s preeminent immigration lawyers, and with rankings in The Legal 500 and Chambers & Partners , we’re a multi-disciplinary team helping organisations to meet their people objectives, while reducing legal risk and nurturing workforce relations.

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Share this Article

Global assignment of employees in successfactors employee central.

Published: 16/January/2015

Reading time: 17 mins

Learn how to configure the Global Assignment functionality in SuccessFactors Employee Central, focusing on how to maintain both home and host assignment records for any employee who is on a global assignment. Also learn how to automate the end of Global Assignment (versus having to do it manually) and how to set up manager permissions...

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SAP SuccessFactors Strategy for Building Future-Ready Workforces

Without a doubt, the world of work has dramatically transformed over the past several years, with generative AI initiating the latest wave of change for organizations around the world. In a more complex and less homogenous business landscape, top-down HR processes of the past no longer meet the rising demands of employees for flexible career paths, intuitive work processes, and two-way communication – not to mention the growing skills gaps and talent shortages that keep leaders up at night. 

Leaders need to embrace generative AI as a way to address these challenges with talent intelligence and advanced analytics. According to Gartner , 26% of CEOs rank the talent shortage as the top damaging factor to business outlook, and 76% of HR leaders agree they will be lagging in organizational success if they don’t adopt and implement generative AI in the next 12 to 24 months. 

 At SAP, we have a proven track record of providing HCM solutions in the cloud for leading organizations around the globe. Our customers trust us to not only manage their sensitive employee data and payroll, but to help them understand their workforces as they prepare for the skills they need in the future. 

The SAP SuccessFactors HCM suite provides truly global HR cloud software with powerful AI capabilities to help organizations meet the challenges of today and innovate for tomorrow. Our more than 10,000 customers – from startups and midmarket companies to large enterprises – use our solutions to help bring out the best in their people by harnessing the power of AI to elevate every experience, guide every people decision, and connect HR across every aspect of the business. We do this with: 

• Core HR and payroll : A single source of truth is key for any organization to enable insight into the entirety of its workforce: employees, contingent workers, and dynamic teams. The SAP SuccessFactors HCM suite can provide localized support for over 100 countries and territories and cloud payroll for 50 countries and territories, plus additional modular solutions for time, benefits, and HR service delivery.
• Talent and learning : Skills gaps and talent shortages have been persistent challenges that continue to exist across all industries. Addressing them starts with an understanding of skills that currently exist, followed by pathways for employees to find new opportunities, learn new skills, and access mentors and feedback. The talent intelligence hub across SAP SuccessFactors solutions uses AI to continuously help organizations and employees understand their skills and match people with personalized career pathways.  
• A modern user experience : Every person has unique needs and preferences – in how they work, how they communicate, and what’s required for their role. Along with a refreshed, modern user experience, we’ve built in generative AI capabilities throughout our solutions to help people work smarter. And with Joule, SAP’s copilot, they can quickly complete HR tasks and get conversational responses to their questions.
• HR connected to ERP, finance, and more : Having access to people data connected across the business is critical to building agility, speed, and resilience within an organization. With the power of the broader SAP portfolio, organizations can improve end-to-end business processes across the entire business. This is also complemented with our partner ecosystem, which includes over 350 apps for HR.

We firmly believe that when organizations invest in their people – in their passions and potential – they return the investment over and over. And with the rapid acceleration of AI, it’s more important than ever to build pathways to employee growth, including new ways to upskill, reskill, and discover opportunities that align with a person’s skills, interests, and aspirations. 

Learn more about the SAP SuccessFactors HCM suite .

Dan Beck is president and chief product officer for SAP SuccessFactors.

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