The person is prepared to move beyond familiar situations to develop professionally.

The person intends to pursue a career involving frequent international travel.

The person is likely to perform better than candidates with domestic experience.

The person is primarily interested in working for a multinational company.

They allow candidates to bypass normal recruitment procedures.

They make it easier to return to the same country for another assignment.

They provide employers with independent evidence of a candidate’s abilities.

They may lead to information about possibilities the person would not otherwise encounter.

It makes them more willing to change careers.

It can make people more self-reliant.

It encourages them to seek management positions.

It helps them separate their professional and private lives.

Discuss it formally with the person responsible for the team.

Determine which person’s interpretation of the situation was correct.

Regard it as something that can improve future interactions.

Avoid drawing attention to it unless it causes a serious problem.

Members’ working conditions and circumstances may differ considerably.

Managers may find it more difficult to evaluate individual performance.

Some members may be unfamiliar with digital communication technology.

Online meetings generally take longer to organise than physical ones.

They prevent cultural differences from affecting personal relationships.

They give managers greater control over international employees.

They encourage employees to adopt the working habits of the majority.

They reduce uncertainty about how people are expected to work together.

They combine a broader variety of abilities and experience.

They require less supervision from senior managers.

They experience fewer disagreements about how work should be organised.

They are generally more productive than other teams.