Singapore, Sydney, or Stockholm. These names may conjure up visions of exotic vacations, but these cities are among the world’s powerhouses for business. Most American companies with a global presence have offices worldwide. But to take advantage of this international status, organizations cannot just have a location; they must also have global experts at the leadership level. Company leaders at these American-based companies must have a strong working knowledge of the business practices, culture, customs, languages, and laws of the cities in which they have offices. Of course, fully grasping the essence of a locale can’t happen on a two-week jaunt overseas. It requires a total immersion, with assignments lasting, at the very least, three years.

Fifty years ago, it wasn’t uncommon for “company men” to take assignments anywhere as a step up the succession ladder, often staying at one post for a few years before moving on to the next assignment. This practice fell out of favor in the 1980s and 1990s as American workers railed against displacing their families for years at time for their job. Today, it is virtually impossible for global companies to stay competitive without their top executives having had at least one international post.

These stints are a necessity. Technology can connect us with the other side of the world instantly, but viewing life through a screen is not a substitute for real-life experience. Typically, these assignments last from three to five years, in part because it isn’t cost-effective for organizations to relocate an employee for less time. Employees then return to the U.S. with invaluable knowledge about the culture and operations of key business sites.

For those employees who may be wary of taking an international position, or who have justifiable worries about relocating—selling the house, finding a place to live, landing a job for a spouse or partner, pulling the kids out of school and locating a new school, learning the language—HR professionals can help with the transition. Here are seven steps to balancing the needs of the company with employees’ needs:

Make growth opportunities public. Information about global positions—where they are, who should take them, and when—should not be shrouded in secrecy. These posts and the offices should be frequent topics of conversation among leadership, HR, and the organization’s rising stars. This can be a valuable recruitment and retention tool. The earlier employees know that oversees posts are a must, the better. It can ease fear and generate excitement. Make posts coveted. Typically, global posts are financially rewarding and can be a career-changing event. Instead of positioning these jobs as something to dread, organizations (and, in turn, employees) can consider them posts of honor. Plan early. As future leaders are identified, the HR team should begin working with them to plan their international contract. Employees can better manage their personal lives when they have an understanding of the timing, location, and length of their assignment. Make it easy. Ensure that the transition from home goes as smoothly as possible by supporting employees during every step of the relocation process. Help them sell their homes, ship their things, find schools, housing, and job leads for spouses (if it is legal for them to work in the new location). Also give them a taste of the culture by providing literature or Websites with information about the location, local food and customs, music, and assistance learning at least the basics of the language. Connect people with others. Connect employees with those who have gone before so they can get an inside look at what life will be like, and can have their infrequently asked questions answered. Share success stories of company leaders who have taken these positions in the past and now are enjoying a stellar career stateside. If there is an expatriate community in the distant city, make sure to make introductions. These groups can serve as an important support network for employees and their families once they make the move. Keep the spouse/partner happy. If the spouse is miserable, everyone is miserable! Make sure to consider the entire family in the move, not just the employee. Supporting the spouse and children is paramount to success. Share information with the spouse, as well (culture, jobs, schools, entertainment), and connect the spouse with other partners of employees in the city. Don’t forget the return trip. Relocation specialists also are needed when employees move back to the U.S. They can experience culture shock if they’ve been out of the country for a while. They may not have a handle on the housing market or changes in the company. Make sure the re-entry process is handled with as much detail and care as the first leg of the trip. Otherwise, employees could take their international expertise elsewhere.

Once employees are back, it is also important to take advantage of their global experience. They shouldn’t be put in a back office until HR or leadership is ready, but put into a position to excel at the organization. Global assignments once again are becoming a necessity for international companies. By making these posts public and attractive at the company, supporting employees throughout the planning and relocation process, and taking advantage of employees global expertise, companies can keep a global competitive edge.

Elaine Varelas is managing partner at Keystone Partners, (www.keystonepartners.com), a career management consulting firm headquartered in Boston, MA. She has more than 20 years’ experience in career consulting and coaching development, and has worked with numerous executive management teams to improve organizational effectiveness.