consider temporary assignment

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vivamus convallis sem tellus, vitae egestas felis vestibule ut.

Error message details.

Reuse Permissions

Request permission to republish or redistribute SHRM content and materials.

How long can an employee work in a temporary status?

While there is no one answer to this question, a key factor in setting a time limit is benefits eligibility. If a temporary employee is working the same hours as a regular employee, with no set end date in sight, denying him or her benefits simply because of the "temporary" classification can be problematic.

Temporary workers are often ineligible for employer-provided benefits due to the limited duration of their employment. When employees classified as "temporary" are denied benefits and temporary jobs are allowed to continue without clear limits, it can be argued that the employer is denying benefits to otherwise eligible employees, thereby violating the Employee Retirement Income Security Act (ERISA).

While each employer determines what length of time defines temporary employment within the organization, it is recommended that such employees be hired for a fixed period of time or for the duration of a specific project, rather than for an ongoing period without limits. For the greatest protection, an employer may want to impose limits on the length of time a temporary employee can work that would not exceed the defined waiting periods for benefits. At a minimum, an employer should be able to state an end date to the temporary assignment, such as the end of a project, the return of an employee on parental leave or the end of a defined busy season to uphold the "temporary" classification.

To ensure the fair classification of temporary employees, employers should train hiring managers on the appropriate use of temporary workers, establish clear policies on the status of temporary employees and set specific time limits for temporary assignments.

Rising Demand for Workforce AI Skills Leads to Calls for Upskilling

As artificial intelligence technology continues to develop, the demand for workers with the ability to work alongside and manage AI systems will increase. This means that workers who are not able to adapt and learn these new skills will be left behind in the job market.

A vast majority of U.S. professionals think students should be prepared to use AI upon entering the workforce.

Employers Want New Grads with AI Experience, Knowledge

A vast majority of U.S. professionals say students entering the workforce should have experience using AI and be prepared to use it in the workplace, and they expect higher education to play a critical role in that preparation.

Artificial Intelligence in the Workplace

An organization run by AI is not a futuristic concept. Such technology is already a part of many workplaces and will continue to shape the labor market and HR. Here's how employers and employees can successfully manage generative AI and other AI-powered systems.

HR Daily Newsletter

New, trends and analysis, as well as breaking news alerts, to help HR professionals do their jobs better each business day.

Success title

Success caption

10 Tips for Successful Temporary Assignments

Back to Article Library

Organizations use temporary assignments for a variety of reasons. These assignments are usually loosely controlled activities of convenience for the individual, the boss, the organization, the family, or all of the above. Sometimes temporary assignments are for a specific project, such as to serve on a transition or integration team during a merger or acquisition. Many of the most respected organizations use temporary assignments as a way to enhance the skills of an individual or to test the person in different ways prior to a promotion to a higher level. If a person is truly on a fast track and being seasoned by some temporary assignments, it is imperative that he or she be told this information. That will serve as a great source of motivation and fortitude to endure the hassles.

Temporary assignments can be delightful opportunities to pick up new knowledge and to shine in a different way that has more exposure than the status quo. As all businesses become more global, temporary assignments give rising executives a convenient way to become more sensitive to cultural differences. Not all temporary assignments involve relocation; they can be just a transient change in function.

In a merger or acquisition process, there are often numerous temporary assignments because, by definition, conditions are changing dramatically. It is important to have some people pulled out of the daily business decisions to focus on the integration effort. In the steady state, these design and policy-making positions will no longer exist, so during the transition there will be numerous people in temporary slots.

Note: I am not referring to “temporary” or “contract” jobs, which are often used by organizations to reduce costs due to lower benefit costs. I am focusing on permanently employed professionals who have a defined position but are given different duties for some short period of time, usually less than 2 years.

The science of making temporary assignments work well is rather eclectic, and the track record of success is spotty. This paper deals with some of the problems that can occur and several ideas that can help improve the probability of success.

Poorly defined position – This often occurs when the reason for the temporary assignment is done for convenience. The person needs to be moved in order to eliminate some issue or to provide a slot for another individual. The assignment is drawn up hastily, often without much documentation of what this person will actually do. The focus is on getting the person moved quickly. The cure is to take the time to consider at least a partial list of duties that will be transferred with the individual. Make the assignment one that includes a real challenge, along with the authority to make professional decisions that help the organization.
Inadequate facilities – Many temporary assignments require people to perform in ad hoc or formal project teams. Finding a central location with the proper facilities in which to do the work is a typical challenge. For some period of time, individuals will have to work out of hotel rooms or sparsely-equipped community gathering places. One obvious alternative is to rent fully equipped and furnished office space from a real estate vendor whose business is providing flexible and convenient housing for professionals on the move. Another potential source of facilities is the real estate listings. Often there are buildings that are being underutilized due to bankruptcies or other discontinuities. The owner may be happy to make some low cost office space available rather than have a location atrophy while waiting for a buyer.
Inconvenient location – In most cases, people chose their domicile location to allow a reasonable balance of work function and lost time due to the daily commute. If a temporary assignment changes the pattern significantly, it can present a real hardship. Since, by definition, a temporary assignment has an end point, it is not likely the individual will go through a change of residence, and instead will choose to endure the hassle of a much longer commute. Often the need requires an individual to live in a different city and fly home on weekends for months on end. Sometimes it is possible to arrange temporary housing for the person in a convenient location to the job that allows the entire family to move in yet still maintain the original residence for the return path. This is a typical scenario for expatriates. The downside is that the vacant home needs to be made secure while unused, which can get expensive.
Lack of Authority – Since the roles of a temporary assignment are transitory by definition, individuals often feel a lack of authority at a time when they are forced to assume greater responsibility. They can see all the work and the confusion of carving out a niche of credibility, but they have little formal purchasing power to make their decisions stick. If individuals do not like or are threatened by the changes represented by the person in a temporary assignment (which is often the case), then it is possible to make the assigned person miserable through any number of ploys. Some people will get cynical and drag their feet, others will take a passive aggressive attitude, still others will undermine the individual through rumor or other hostile means. All of these methods can be like a Chinese water torture for an executive who is already under immense pressure. The antidote here is to give decision rights to the individual on the assignment and back up this person’s decisions and actions publicly.
Bad Personal Chemistry – An individual doing a temporary assignment is often entering a society with little knowledge of the people, customs, and culture. The reason for this person coming in may not have been well explained, and the individual is forced to establish new relationships from a position of distrust. That may get things off to a rocky start and require extra effort to achieve a good social balance. The antidote here is simple. The person arranging for a temporary assignment owes the person being moved a good introduction to the new group that includes an adequate rationale and an expectation of fair play.
Sense of futility – A person in a temporary assignment can become depressed simply due to a lack of foundation. The work being performed is difficult and seemingly unappreciated. Not having daily interface with former peers at the central office gives one a lonely feeling of isolation. If the assignment is working on a merger transition team, there is the constant pressure of who will be the survivors on the ultimate team. Not being in close physical proximity to the top decision makers on a daily basis can lead to additional anxiety that the person might be overlooked. In this situation, top managers need to assure the individual that it is precisely due to this person’s worth to the organization that he or she was picked to help design the integration process. There will be a good job at the end of the ordeal. Actually, people on the integration team have a natural advantage because they help invent the structure and rules for the merged entity. It is the people left behind to run the ongoing business who have the greater jeopardy once the musical chairs game comes to an end.
Burn out – When temporary assignments are for the purpose of designing details of a merger or acquisition, the technical detail and amount of work can be overwhelming. Transition teams are usually kept lean because, during the integration, both of the former businesses need to keep operating at top efficiency as well. There are just not enough resources to cover everything, so both the ongoing business resources and the integration team are forced to stretch to the limit. It is easier for the ongoing business to stretch because some people from lower levels can step up to temporary management positions to cover. For the transition team, life is more difficult. There are literally thousands of details to consider, and many mutual processes that need to be invented. The work is endless, critical, urgent, and highly emotional in nature. That, coupled with the individual living or working out of temporary housing, causes many people in these assignments to burn out, have health problems, or get fed up and leave. For this reason, senior managers need to provide some modicum of work-life balance or “R&R breaks.” One observation is that people on the edge of total burn out often do not realize their peril. One must consider the ongoing health and welfare of each person serving on a transition team.
Guilt or sense of punishment – Some individuals will over-analyze the nature of a temporary move. They may feel a sense of failure; after all, other people were not moved out. They wonder if this is a signal from top management that there is a serious issue or some chemistry problem with the senior people. The individual may feel he or she is being punished for being too aggressive, outspoken, or some other interpersonal skill shortage. If there is a suspicion of this flavor in the body language, it will seriously undermine the motivation of the moved individual to do a good job. To prevent unwarranted worry, top managers need to be transparent and share the true reason for a temporary assignment. If there are issues, then the individual is due an explanation and a chance to mitigate the damage to his or her reputation before being moved out.
Squishy Return Arrangements – It is common for a person on a temporary assignment to have no visibility to his or her return path. Will there be a good job at the end of the assignment? When will the assignment end? Was this little adventure good or bad for the person’s ultimate career? It can be a lonely and scary situation for a good performer to find him or herself in a remote site with little connection to the home office and no concrete way back home. A simple fix is to have frequent communications with the remote individual to assure him or her that the temporary service is appreciated and a return path is not going to be forgotten. It is easy for managers to get embroiled in the urgent matters of daily decisions and neglect individuals in remote areas who may be feeling insecure about their future.
The pasture – Unfortunately, some groups use a series of temporary assignments to encourage an under-performing individual to leave the organization. The jobs have marginal value, yet keeping the person on organizational life support seems kinder than pulling the plug. People who are being led out to pasture are usually well aware of the intent. Many upper managers hope it will cause the person to quit and leave, unfortunately in a lot of cases it causes the person to quit and stay. Here again, the antidote is candor and transparency. Let the individual know the truth so he or she can make appropriate choices rather than guess.

These are just 10 of the common issues with temporary assignments and how upper management can reduce the stress and pain having to do with them. Properly managed, temporary assignments can be invigorating and helpful to both the individual and the organization. If done poorly or without care for the individual, they can be a real problem.

Click for PDF of Article:

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is author of: Trust in Transition: Navigating Organizational Change , The Trust Factor: Advanced Leadership for Professionals , Understanding E-Body Language: Building Trust Online , and Leading with Trust is Like Sailing Downwind . Bob had many years of experience as a senior executive with a Fortune 500 Company and with non-profit organizations.

Bob Whipple is currently CEO of Leadergrow, Inc., an organization dedicated to growing leaders. For more information or to bring Bob in to speak at your next event, contact him by email, phone 585-392-7763, fill in the contact form on the Leadergrow Website, or BLOG.

Subscribe for Event Notifications

Robert Whipple

Follow Leadergrow »

Acceptable Use | Privacy Policy | Terms of Use

Short-Term Assignments: Key Considerations and Essential Information

By Tracy Langlois, CRP, GMS

Short-term work assignments have been steadily increasing over the years and certain factors like the pandemic have shined a light on vulnerabilities within numerous industries. For instance, the demand for travel nurses has never been higher, as certain staffing agencies need to fill voids and provide additional support at hospitals all over the US. Other companies are asking employees to train new hires at different locations or attend workshop programs and conferences out of state. Those working in media may need to spend days, weeks, or months in different locations covering news stories. HR representatives are focusing on talent mobility, which may require employees to take on short-term work assignments for specialized training and upward growth within a company.

No matter the industry or reason, employers are recognizing the value of short-term assignments, as well as the logistical steps required to smoothly transition their employees from point A to B. With that in mind, CapRelo put together an overview of short-term assignments, so your company knows what is needed to assist your employee during the hectic transition of a short-term assignment.

What is a Short-Term Assignment?

A temporary assignment is defined as a work stint lasting for one year or less. A short-term assignment can be a series of shorter rotational assignments or an assignment that requires an employee to stay in one place for the entire duration. Similar to temporary duty assignments in the military, short-term assignments are not permanent and are meant to carry out a specific purpose. Companies may send one employee or a whole team out on temporary assignments, depending on the industry and work goal.

What is the Purpose of a Short-Term Assignment?

There are plenty of different reasons why companies would send their staff out on short-term assignments. For instance, an employee may need to assist a branch that’s struggling to perform and help them to increase their sales numbers. It’s also not uncommon for staff to oversee different departments during a company merger, requiring temporary assignments to ensure company policies are being carried out consistently across the board. Perhaps limited resources have prevented staff at different locations from being properly cross-trained, necessitating the need for temporary work trips.

Whether three weeks or three months long, short-term assignments typically require companies to cover lodging, food, transportation, and other travel-related expenses with stipends.

Benefits and Challenges of Short-Term Assignments

While short-term assignments sound like a breeze, they can pose some serious challenges for both the employee and the company itself. International short-term assignments can pose tax and immigration issues if companies don’t comply with the laws and regulations in each country. Secondly, some countries have turbulent landscapes, which could potentially put staff at risk. Employees may also get stranded in the assignment country due to canceled flights or COVID-related concerns, further implicating the company when temporary assignments do not go according to plan.

On the flip side, a company can create a robust talent mobility strategy with initiatives that reward current and new hires willing to take on short-term assignments. For instance, paying employees during travel time can lead to higher retention rates. Companies can also train staff across locations to improve their skills, eliminating any consistency errors. A change of scenery might help employees to improve productivity as well, especially in locations that offer plenty of sunshine and warm weather for post-work relaxation.

Short-Term Assignment FAQs

Are Short-Term Assignments International? Short-term assignments can be either domestic (within a country) or international (across country borders). Certain companies like Amazon, FedEx, and Apple are known for leading the way with the most corporate travel, requiring employees to rack up airline miles to fulfill their job duties.
How Does the IRS Define Short-Term Assignments? The IRS defines short-term assignments as work in one location that can be reasonably completed in one year or less (and is). Employees typically file taxes with their home state. If a work assignment lasts for longer than a year then it is considered an indefinite assignment, prompting an employee’s tax home to change.
What is Relocation Tax Assistance? Before 2018, any moving-related payments or reimbursements to employees were not included in their annual reportable wages. These expenses did not require withholding taxes and would have been paid by the employee and later deducted. The Tax Cuts and Job Act of 2017 changed the way payroll handled relocation expenses. Nowadays, employers can offer relocation tax assistance or tax gross-ups. A tax gross-up simply means that a company provides a larger payment sum to the employee to compensate for the taxes that will be withheld from their payment if that employee is relocating somewhere new.
Do Family Members Join Employees on Short-Term Assignments? When it comes to temporary assignments, most companies do not assist families to join the employee in the new location if the assignment is expected to have a duration of six months or less. Assignments greater than six months may include company support for family accompaniment. Some companies will offer to pay for visits home after a certain amount of time has passed for employees who are not accompanied. This could be anywhere from 8 to 12 weeks after the start of the assignment but depends on the company’s unique policies.

How Can Companies Assist Employees?

Companies should have well-defined relocation policies in place before sending employees out on temporary assignments. The policy should include details on the relocation services and benefits which will be provided to employees and who will be assisting them with these services. It is important to note for international cases that proper immigration documentation is required before the start of the assignment. Letters of assignment (LOA)s should also be created for employee and company signature and should include specifics on the location and duration of the assignment and specific benefits. Companies should have a dedicated budget in place to assist with short-term assignment relocation expenditures; a comprehensive cost estimate including tax costs can be prepared in advance to ensure appropriate approvals can be obtained. A survey of HR professionals conducted in partnership with CapRelo found that 33% of participants stated their relocation policies have been updated to accommodate employees’ mental health and well-being, which is another factor that should be taken into consideration to help employees cope better with their new surroundings.

Do You Need a Relocation Program?

So, you’re ready to send your employees out on short-term assignments, but don’t know where to start? Whether you need help transferring one employee intra-country, or flying a whole team across the globe for specialized training, we can help.

At CapRelo , we provide relocation solutions for companies that need them, covering a host of services including cost estimate preparation, corporate housing, auto shipment, property management, travel services, immigration coordination, and much more.

Our team specializes in seamless transfer operations and sorts out all of the logistical steps before your employee’s short-term assignment so you can have peace of mind knowing that they are in the best of hands. Allow us to take one more thing off your plate and contact our highly qualified team at CapRelo today to get started.

Share on Facebook
Share on Twitter
Share on LinkedIn
Share with Email

Insights + Resources

Finding cost savings in your workforce mobility program, caprelo insider march 2024, caprelo insider february 2024, navigating troubled waters: the ripple effect of recent incidents on global shipping through suez and panama canals.

Learn more about our full talent services

Recruitment solutions
Executive search
Talent solutions

Learn more about us

Our purpose
Our commitments
Our group capabilities

Find your dream job

Search all jobs
Browse by disciplines
Contracting Jobs
Meet our consultants
Send your cv
Online Timesheets

Browse the latest topics, trends and insights

Browse by topic
Browse by type
Job Description Templates
Salary guide 2024
Recruitment Solutions Overview
Permanent recruitment
Contract recruitment
Life Sciences & Engineering
Projects & Change
Business Support
Accounting & Finance
Banking & Financial Services
Legal, Risk & Compliance
Sales & Marketing
Supply Chain & Procurement
Career Advice
Diversity & Inclusion
Employee Engagement
Future of Work
Hiring Process
Salary Advice
Thought Leadership
E-books & Guides
Infographic
Webinars & Events
Technology Jobs
Life Sciences & Engineering Jobs
Projects & Change Jobs
Business Support Jobs
Accounting & Finance Jobs
Banking & Financial Services Jobs
Legal, Risk & Compliance Jobs
Sales & Marketing Jobs
Supply Chain & Procurement Jobs
Resources Hub

Temporary assignments vs Fixed-term contracts when hiring Business Support staff

Permanent roles are straightforward to understand, but when it comes to temporary and contract recruitment , many find it difficult to distinguish the difference.

Temporary assignments.

A temporary assignment gives both employees and employers flexibility.

For instance, if an employer requires reception cover because their receptionist is out ill and they’re unsure as to how long they will be on leave for, a temp would be the best option.

Nobody is bound into a formal contract and both parties are aware of this, therefore the employer has the flexibility to keep the temp on for as long as needs be depending on their availability. This will be discussed ahead of the assignment.

Find out how we can help with your Business Support recruitment .

Why do professionals choose to temp over seeking permanent positions?

There are a number of reasons for this and we would be happy to talk through this with you ahead of confirming a candidate.

The main benefit of a temporary assignment is that there is no notice period for both the employer and employee up to 13 weeks of employment. One week's notice will be required by both parties thereafter

Fixed-term contracts (FTC).

Another great option with many benefits is a fixed-term contract (FTC) .

FTCs give both the employer and employee more security. The reason for this is that they sign a contract and the employee feels like they are part of the company and team in comparison to just filling the gap for somebody who is off.

While some candidates love the idea of temping, as they have the ability to work around their schedule, others want a greater level of security.

No candidate's situation is the same, so it’s important for us as recruitment consultants to find out exactly what each candidate is looking for and what their motivation is.

FTCs provide employers with commitment from the employee, due to the contract, so if you are looking for a strong candidate to stay in a role for the required time I would highly recommend going with the option of offering a fixed-term contract.

Working with Morgan McKinley will make both options extremely easy for the following reasons:

We meet and screen all of our candidates.

This includes talking through and reviewing their resume or CV , covering all aspects. For example; any lengthy career gaps, why they left previous employment, education, their current situation, why they are looking to temp, their personality and whether or not they would be a good fit for your company.

For us to be able to fully gauge this, I would suggest organising a meeting with your recruitment consultant . This will allow us to get an idea of your company culture and would give you a chance to find out all you need to know about the process.

We would be more than happy to call out to your office at a time that is convenient to you to discuss possible roles, inform you of any stand-out market trends, talk in more depth about what positions we recruit for across the board and how we can help and provide the best service possible.

We complete reference checks and all of the compliance required.

A majority of our temps and contractors have completed a number of assignments through Morgan McKinley, which means that we receive regular feedback from clients. This feedback allows us to confirm a candidate with confidence.

Our temporary and contract roles vary in length from a day to 11 months, which means that we can get a temp into your company at short notice.
If your colleague is out unexpectedly and you require cover or you need an extra bit of help, all you need to do is pick up the phone and we can confirm somebody with you.

When you hire Business Support contractors or temps through us , you benefit from our innovative Contractor Experience team. This takes a lot of work away from your teams , reduces your time to hire , and ultimately makes your life easier .

Internal compliance
Handling of pay
Pre-employment screening
Issue resolution
Post-placement care

So whether you require a temp, are recruiting for a maternity leave contract, or just want to organise a meeting with a recruitment consultant so you can discuss future needs within your organisation, please feel free to get in touch with us today .

Looking to hire new staff?

Free Consultation - Talk to the Recruitment Experts

Hiring Process Articles

How to write inclusive job ads?

4_ways_overcome_unconscious_bias_in_hiring

4 Ways You Can Overcome Unconscious Bias In

AI’s role, opportunities and challenges in

2024 salary guide.

Compare salaries for specific roles across different industries and areas of expertise.

4 Ways You Can Overcome Unconscious Bias In Your Hiring

You always want to hire the best candidate for the job. You base your hiring decision on the…

Embracing equality, diversity and inclusion in the…

Embracing equality, diversity, and inclusion in the workplace is a positive move for society as a…

Thank you for registering your attendance to Temporary assignments vs Fixed-term contracts when hiring Business Support staff . Further details of this event have been sent to your previously entered email address.

Something went wrong. Please try again later.

An official website of the United States government

Here's how you know

Official websites use .gov A .gov website belongs to an official government organization in the United States.

Secure .gov websites use HTTPS A lock ( Lock A locked padlock ) or https:// means you’ve safely connected to the .gov website. Share sensitive information only on official, secure websites.

A–Z Index
Operating Status

Resources For

New / Prospective Employees
Federal Employees
HR Professionals

Intergovernment Personnel Act

The Intergovernmental Personnel Act Mobility Program provides for the temporary assignment of personnel between the Federal Government and state and local governments, colleges and universities, Indian tribal governments, federally funded research and development centers, and other eligible organizations.

Recruitment and Hiring Policy "Myth Busters."

The Office of Personnel Management (OPM) encourages agencies to re-think the following myths and mis-perceptions:

Myth: IPAs are a popular and a widely used flexibility.

Truth: Agencies do not take full advantage of the IPA program which, if used strategically, can help agencies meet their needs for "hard-to-fill" positions such as Information Technology and Nurses.

Myth: IPAs are cumbersome to use and require OPM approval.

Truth: Agencies do not need OPM approval to make assignments under the IPA authority. Federal agencies interested in using the authority simply enter into a written agreement.

Myth: IPAs are expensive to use.

Truth: Agencies may enter into IPA assignments on a reimbursable or non-reimbursable basis. This means they may be cost-neutral to Federal agencies. Whether an IPA assignment is reimbursable is determined by the agency and non-Federal entity involved in the assignment.

Myth: An agency may only enter into an IPA agreement with a State Government entity.

Truth: An agency may enter into an IPA agreement with State and local governments, institutions of higher education, and Indian tribal governments.

Myth: Agencies receive no recruitment benefit from sending employees on IPA assignments.

Truth: Federal employees serving in IPA assignments can serve as both recruiters and ambassadors for positions in your agency. For example, Federal nurses sent to colleges and universities as teachers/instructors can inspire students about Federal employment and encourage them to consider employment with your agency via the Pathways Program. This results in a win-win for the academic institution as well as your agency.

Myth: An agency may document IPA assignments for full-time employment only.

Truth: An agency may document IPA assignments for intermittent, part-time, and full-time employment.

Contact Information

IPA Mobility Program U.S. Office of Personnel Management Room 7463 1900 E St., N.W. Washington, DC 20415

Email: [email protected]

Related Information

Report to Congress on Nursing Faculty and the Intergovernmental Personnel Act Mobility Program: The Forum, Findings, and Recommendations

Revised Intergovernmental Personnel Act

Revised Intergovernmental Personnel Act (IPA) mobility program regulations (5 CFR part 334), effective May 29, 1997, allow federal agencies to operate in a more efficient and productive manner. These new regulations contain two major changes.

Agencies are now responsible for certifying the eligibility of "other organizations" for participation in the mobility program. Previously, this certification was done by the Office of Personnel Management.

Agencies need no longer submit assignment agreements to the Office of Personnel Management. The information in this publication will assist agencies in their day-to-day management of the mobility program. questions or comments about these procedures.

Purpose of Program

Assignments to or from state and local governments, institutions of higher education, Indian tribal governments and other eligible organizations are intended to facilitate cooperation between the Federal Government and the non-Federal entity through the temporary assignment of skilled personnel. These assignments allow civilian employees of Federal agencies to serve with eligible non-Federal organizations for a limited period without loss of employee rights and benefits. Employees of State and local governments, Indian tribal governments, institutions of higher education and other eligible organizations may serve in Federal agencies for similar periods. The legal authority for assignments under the Intergovernmental Personnel Act is 5 USC sections 3371 through 3375. The regulations can be found in Code of Federal Regulations (CFR), part 5, chapter 334.

Each assignment should be made for purposes which the Federal agency head, or his or her designee, determines are of mutual concern and benefit to the Federal agency and to the non-Federal organization. Each proposed assignment should be carefully examined to ensure that it is for sound public purposes and furthers the goals and objectives of the participating organizations. Assignments arranged to meet the personal interests of employees, to circumvent personnel ceilings, or to avoid unpleasant personnel decisions are contrary to the spirit and intent of the mobility assignment program.

The goal of the Intergovernmental Personnel Act mobility program is to facilitate the movement of employees, for short periods of time, when this movement serves a sound public purpose. Mobility assignments may be used to achieve objectives such as:

strengthening the management capabilities of Federal agencies, State, local and Indian tribal governments, and other eligible organizations;
assisting the transfer and use of new technologies and approaches to solving governmental problems;
facilitating an effective means of involving state and local officials in developing and implementing Federal policies and programs; and,
providing program and developmental experience which will enhance the assignee's performance in his or her regular job.
Federal, State or local government employees serving under time-limited, temporary or term appointment, non-career or limited SES appointments, or Schedule C appointments;
Elected Federal, State or local government officials;
Members of the uniformed military services and the Commissioned Corps of the Public Health Service and the National Oceanic and Atmospheric Administration; and
Students employed in research, graduate, or teaching assistant and similar temporary positions.

Certification of "Other Organizations"

The Intergovernmental Personnel Act regulations specify that "other organizations" are eligible to participate and define what an "other organization" is. They also require that entities interested in participating in the mobility program as an "other organization" have eligibility certified by the Federal agency with which they are entering into an agreement. If an organization has already been certified by an agency, this certification is permanent and may apply throughout the Federal Government. Another agency can accept this certification or require an organization to submit the appropriate paperwork for review. Requests for certification should include a copy of:

the organization's articles of incorporation;
Internal Revenue Service (IRS) letter of nonprofit status; and
any other information describing the organization's activities as they relate to the public management concerns of governments or universities.

List of organizations with IPA agreements with Federal agencies includes information submitted by agencies in the FY 2010 data call.

The U.S. Office of Personnel Management does not certify organizations for participation in an IPA agreement. Each Federal Government agency certifies an organization for an IPA agreement.

Length of Assignment

Assignment agreements can be made for up to two years, and may be intermittent, part-time, or full-time. The agency head, or his or her designee, may extend an assignment for an additional two years when the extension will be to the benefit of both organizations.

5 CFR part 334 states that an employee who has served for four continuous years on a single assignment may not be sent on another assignment without at least a 12-month return to duty with his or her regular employer. Successive assignments without a break of at least 60 calendar days will be regarded as continuous service under the mobility authority.

The regulations prohibit a Federal agency from sending on assignment an employee who has served on mobility assignments for more than a total of six years. The Office of Personnel Management may waive this provision upon the written request of the agency head.

In the case of assignments made to Indian tribes or tribal organizations, the agency head (or designee), may extend the period of assignment to any length of time where it is determined that the assignment will continue to benefit both the Federal agency and the Indian tribe or tribal organization.

Reimbursement for Assignment

Cost-sharing arrangements for mobility assignments are negotiated between the participating organizations. The Federal agency may agree to pay all, some, or none of the costs associated with an assignment. Costs may include basic pay, supplemental pay, fringe benefits, and travel and relocation expenses.

Agencies may consider the income from certain private consulting work as part of the academic pay of university employees. Specifically, when the regular tour of duty for a university employee includes an allotment of time for consulting, or when the employee is performing any job-related consulting that cannot be continued during the assignment, the income received from the consulting may be regarded as part of the employee's academic pay.

Cost-sharing arrangements should be based on the extent to which the participating organizations benefit from the assignment. The larger share of the costs should be absorbed by the organization which benefits most from the assignment. Exceptions might occur when an organization's resources do not permit costs to be shared on a relative benefit basis.

Travel, Relocation, and Per Diem

A Federal agency may pay the travel expenses authorized under the Federal Travel Regulation (FTR) (41 CFR chapters 301-304) chapter 301 of a Federal employee or non-Federal employee on an Intergovernmental Personnel Act assignment. An agency may pay a per diem allowance at the assignment location in accordance with FTR part 301-7, or the following limited relocation expenses:

travel and transportation expenses of the employee to and from the assignment location under FTR part 302-2;
travel and transportation expenses of the employee's immediate family to and from the assignment location under FTR part 302-2;
transportation and temporary storage expenses of the employee's household goods and personal effects under FTR part 302-8;
temporary quarters subsistence expenses under FTR part 302-5 at the time the assignment commences and at the time the assignment is completed;
a miscellaneous expense allowance under FTR part 302-3; and
the expenses of non-temporary storage of the employee's household goods and personal effects under FTR part 302-9, when the employee is assigned to an isolated location.

An agency may select between payment of a per diem allowance at the assignment location or the limited relocation expenses, but may not pay both. However, an agency may pay per diem for travel away from the assignment location, even if it pays the limited relocation allowances, so long as the employee does not travel to his/her official station. An agency should consider the cost to the Federal Government to be a major factor when determining whether to pay a per diem allowance at the assignment location or limited relocation allowances. An agency should also consider the duration of the assignment. A per diem allowance is meant for shorter assignments. The payment of per diem for an indeterminate period or a period of more than one year is taxable to an employee, so an agency should not pay a per diem allowance for an assignment expected to last more than one year, or for an indefinite period.

If an agency pays a per diem allowance at the assignment location, the per diem allowance may be paid only for the individual on the mobility assignment. If an agency pays relocation, the agency may pay transportation expenses for the immediate family of the employee. An agency, however, cannot pay the expenses of selling or purchasing a residence, nor the expenses of property management services while the employee is on the assignment. An agency may not authorize a temporary change of station under subparts C and D of FTR part 302-1 to transfer an employee to the assignment location.

The employee must sign a service agreement for one year or the length of the assignment, whichever is shorter, to be eligible for payment of per diem at the assignment location or limited relocation expenses. The employee will be responsible for repaying any expenses if he or she fails to complete the service agreement, unless the reasons for failing to complete the agreement are beyond his or her control. In addition, Federal agency officials may waive the requirement to pay back expenses if they feel the waiver is justified. The service agreement does not cover travel expenses paid when the employee travels away from the assignment location.

Standards of Conduct and Conflict-of-interest Provisions

A non-Federal employee on assignment to a Federal agency, whether by appointment or on detail, is subject to a number of provisions of law governing the ethical and other conduct of Federal employees. Title 18, United States Code, prohibits certain kinds of activity:

receiving compensation from outside sources for matters affecting the Government (section 203),
acting as agent or attorney for anyone in matters affecting the Government (section 205),
acting or participating in any matter in which he or she, the immediate family, partner; or, the organization with which he or she is connected has a financial interest (section 208),
receiving salaries or contributions from other than Government sources for his or her Government services (section 209),
soliciting political contributions (sections 602 and 603),
intimidating to secure political contributions (section 606),
failing to account for public money (section 643),
converting property of another (section 654),
disclosing confidential information (section 1905); and,
lobbying with appropriated funds (section 1913).

Non-Federal employees are also subject to the Ethics in Government Act of 1978; 5 CFR part 735 which regulates employee responsibilities and conduct; as well as agency standards of conduct regulations. The Intergovernmental Personnel Act does not exempt a Federal employee, whether on detail or on leave without pay, from Federal conflict-of-interest statutes when assigned to a non-Federal organization. The Federal employee may not act as an agent or attorney on behalf of the non-Federal entity before a Federal agency or a court in connection with any proceeding, application, or other matter in which the Federal Government is a party or has a direct and substantial interest. The Federal agency should be particularly alert to any possible conflict-of-interest, or the appearance thereof, which may be inherent in the assignment of one of its employees. Conflict-of-interest rules should be reviewed with the employee to assure that potential conflict-of-interest situations do not inadvertently arise during an assignment.

Under the terms of the Indian Self-Determination and Educational Assistance Act , Federal employees on assignment to an Indian tribal government are exempt from conflict-of-interest provisions concerning representational activities, provided the employee meets notification requirements. Federal employees may act as agents or attorneys for, or appear on behalf of, such tribes in connection with any matter pending before any department, agency, court, or commission, including any matter in which the United States is a party or has a direct and substantial interest. The Federal assignee must advise, in writing, the head of the department, agency, court, or commission with which he or she is dealing or appearing on behalf of the tribal government, of any personal and substantial involvement he or she may have had as an officer or employee of the United States in connection with the matter involved.

Non-Federal employees on assignment to the Federal Government are subject to the provisions of 5 USC chapter 73, United States Code (Suitability, Security, and Conduct, including restrictions on political activity), and any applicable non-Federal prohibitions.

Arranging an Assignment

Assignments under the Intergovernmental Personnel Act are management-initiated. Development of the proposed assignment should be controlled by management. The benefits to the Federal agency and the non-Federal organization are the primary considerations in initiating assignments; not the desires or personal needs of an individual employee. The assignment is voluntary and must be agreed to by the employee. Regulations require that an assignment must be implemented by a written agreement.

When developing an assignment which involves the movement of a non-Federal employee to a Federal agency, the agreement should specify that the employee can return to the non-Federal position occupied prior to the assignment or to one of comparable pay, duties and seniority and that the employee's rights and benefits will be fully protected.

Federal agencies should use their own form for recording the agreement. The specific content of the agreement may vary according to the assignment. Agency forms should provide, at a minimum, the following information:

name, social security number, current job title, salary, classification, and address of the employee,
parties to the agreement (both Federal and non-Federal organizations),
position information, including organizational location of both the original position and the position entered into under the agreement,
type of assignment (e.g., detail or leave without pay; non-Federal to Federal; Federal to non-Federal), and period covered by the assignment agreement,
goals of the assignment and a brief statement of how the goals are to be achieved,
relative benefits accruing to each organization and the cost-sharing arrangement based on these benefits,
how increased knowledge, skills and abilities gained by the employee during the assignment will be utilized at the completion of the assignment,
applicability of Federal conflict-of interest laws,
decisions of the Federal agency and the non-Federal organization concerning the employee's salary, supervision, payment of travel and transportation expenses, supplemental pay, entitlement to leave and holidays, provisions for reimbursement and the method of reimbursement,
arrangements for maintaining leave records,
employee benefits that will be retained; and,
Privacy Act Statement.

The agreement should also make clear that if an employee is paid allowable travel, relocation, and per diem expenses, he or she must complete the entire period of the assignment or one year, whichever is shorter, or reimburse the Government for those expenses.

For Federal employees the agreement should assure that the assignee knows of his or her obligation to return to the Federal service for a time equal to the length of the assignment, or be liable for all expenses (exclusive of salary and benefits) associated with the assignment.

The cost-sharing arrangements involved in a mobility assignment are worked out between the participating organizations. The Federal agency may agree to pay all, some, or none of the costs of an assignment. Such costs may include employee pay, fringe benefits, relocation costs, and travel and per diem expenses.

Termination of an Assignment

An assignment may be terminated at any time at the option of the Federal or non-Federal organization. Where possible, the party terminating the agreement before the original completion date should give a 30-day notice to all parties involved. This notification should be in writing and should include the reasons for the termination. The Office of Personnel Management may terminate an assignment or take other corrective actions when an assignment is found to violate the Intergovernmental Personnel Act regulations. A mobility assignment must be terminated immediately whenever the assignee is no longer employed by his or her original employer, regardless of whether the assignment is a detail or an appointment.

Changes to the Assignment Agreement

Any significant changes in an employee's duties, responsibilities, salary, work assignment location or supervisory relationships should be duly recorded as a modification to the original agreement. The assignment agreement for each employee must always be accurate, complete, and current. Minor changes such as salary increases due to annual pay adjustments, changes in benefits due to revised coverage, and very short-term changes in duties do not require a modification to the original agreement.

The Office of Personnel Management will maintain oversight over agencies' use of the Intergovernmental Personnel Act program. It is imperative that agencies maintain accurate records of all Intergovernmental Personnel Act assignments (see Arranging an Assignment) as well as eligibility certifications of "other organizations." In addition, the Office of Personnel Management's Office of Merit Systems Oversight and Effectiveness may conduct, as appropriate, reviews of agencies' administration of the Intergovernmental Personnel Act program.

An employee of a non-Federal organization must be employed by that organization for at least 90 days in a career position before entering into an Intergovernmental Personnel Act agreement. This individual may be given a temporary appointment or be assigned by detail to a Federal agency. It is the Federal agency's responsibility to inform the employee of the applicable Federal employee laws. Federal conflict-of-interest laws and the Federal tort claims statutes also apply.

A non-Federal employee who is assigned to a Federal position, either by detail or appointment, may serve as a project lead and perform project management leadership activities such as assigning work, establishing project milestones, completion dates, etc. A non-Federal employee who is assigned to a Federal position, either by detail or appointment, cannot perform other aspects of the Federal supervisory function, such as conducting an employee’s annual performance rating, engaging in performance based or adverse action procedures, rewarding employees, etc.

Agencies should not offer permanent appointments to non-Federal employees assigned to them. The Intergovernmental Personnel Act mobility program is not to be used as a mechanism to facilitate career changes.

Non-Federal employees on assignment to a Federal agency by appointment are Federal employees for the duration of that appointment and have all the rights, benefits, and privileges associated with that appointment. This includes eligibility for awards given under the authority of 5 USC chapter 45.

Non-Federal employees on assignment to a Federal agency by detail can receive recognition through letters of appreciation or commendation but are not eligible for awards granted under the incentive awards programs governed by 5 USC chapter 45. A Quality Step Increase (QSI) cannot be approved for non-Federal employees.

Status of a Non-federal Employee on Detail

Non-Federal employees on detail to Federal agencies remain employees of their permanent organizations for most purposes. Detailees are not eligible to enroll in Federal health benefits programs, group life insurance, or the Civil Service Retirement System (CSRS). An employee assigned by detail to a Federal agency may be assigned to an established, classified position in the Federal agency, or may be given a set of ad hoc, unclassified duties, relevant only to the specific assignment project.

An employee assigned by detail to a classified position in a Federal agency is entitled to earn the basic rate of pay, including any locality payment, which the duties of the assignment position would warrant under the applicable classification and pay provisions of the Federal agency. If the assignee's non-Federal salary is less than the minimum rate of pay for the Federal position, the agency must supplement the salary to make up the difference. Supplemental pay may vary because of changes in the rate of pay of the Federal position. It cannot be paid in advance or in a lump sum and is not conditional on the completion of the full period of the assignment. Supplemental pay may be paid directly to the employee or reimbursed to the non-Federal organization.

If the assignee is detailed to a set of unclassified duties, the assignee continues to be paid directly by the non-Federal organization at a rate of pay based on the assignee's non-Federal job. The Federal agency may agree to reimburse the non-Federal organization for all, some, or none of the costs of the assignment.

Detailees will usually have the same workweek and hours of duty as Federal employees in the agency to which they are assigned. However, if the workweek of the permanent employer is, by law or local ordinance, shorter than the Federal workweek, the employee's workweek should be adjusted as needed. Detailees are eligible to participate in alternative work schedule arrangements of the Federal agency to which they are assigned.

Detailees are covered under their permanent employer's leave system. The assignment agreement will specify how the permanent employer will be notified of leave taken and how the use of leave will be approved. The agreement will also spell out what holidays will be observed by the assignee.

Status of a Non-federal Employee Receiving a Federal Appointment

By statute, a non-Federal employee may be given an excepted appointment for two years without regard to the provisions governing appointment in the competitive service. This appointment may be extended for not more than an additional two years. Agencies should establish qualification requirements for assignment positions in accordance with 5 CFR part 302, which governs employment in the excepted service.

The Intergovernmental Personnel Act noncompetitive appointment authority provisions of 5 USC section 3372 apply only to positions in the competitive service. In order to appoint a non-Federal Intergovernmental Personnel Act assignee to an SES position, an agency must first obtain an SES limited term appointment authority from the Office of Personnel Management. However, only SES General positions may be filled by limited appointment, i.e., a non-Federal employee cannot be given a limited term appointment to an SES Career Reserved position. Requests for allocation of an SES limited term appointment authority for non-Federal Intergovernmental Personnel Act assignees should be directed to the Deputy Associate Director, Employee Relations and Executive Development, Room 7412, 1900 E Street NW, Washington, DC 20415-0001.

Normally, a non-Federal employee is appointed at the minimum rate of the grade. However, if an agency wants to pay an advanced step rate for a position at GS-11 through GS-15 based upon superior qualifications of the applicant, it may do so.

Intergovernmental Personnel Act assignees appointed for more than one year are eligible for within-grade increases. They are entitled to cost-of-living allowances and other pay differentials, and are allowed to accumulate and use leave to the same extent as other Federal employees. However, employees appointed to successive temporary appointments of one year or less may not earn a within-grade increase, even if the time under the successive temporary appointments exceeds one year.

A non-Federal employee is not eligible to enroll in the Federal Employees Health Benefits program unless his or her Federal appointment results in the loss of coverage under the non-Federal health benefits system. In such a case, the appointee may enroll in the Federal Employees Health Benefits Program.

Non-Federal employees given appointments are not covered by any retirement system for Federal employees or by the Federal Employees Group Life Insurance Program

Questions or comments regarding this program may be submitted to: [email protected]

Data, AI, & Machine Learning
Managing Technology
Social Responsibility
Workplace, Teams, & Culture
AI & Machine Learning
Diversity & Inclusion
Big ideas Research Projects
Artificial Intelligence and Business Strategy
Responsible AI
Future of the Workforce
Future of Leadership
All Research Projects
AI in Action
Most Popular
The Truth Behind the Nursing Crisis
Work/23: The Big Shift
Coaching for the Future-Forward Leader
Measuring Culture

The spring 2024 issue’s special report looks at how to take advantage of market opportunities in the digital space, and provides advice on building culture and friendships at work; maximizing the benefits of LLMs, corporate venture capital initiatives, and innovation contests; and scaling automation and digital health platform.

Past Issues
Upcoming Events
Video Archive
Me, Myself, and AI
Three Big Points

How Temporary Assignments Boost Innovation

When front-line manufacturing employees are exchanged between company sites, they contribute more valuable ideas.

Workplace, Teams, & Culture
Innovation Strategy
Skills & Learning

Image courtesy of Joyce Hesselberth/theispot.com

Just as digitalization and automation are transforming the shop floor, they are changing the role of front-line manufacturing employees. Workers increasingly create value not only by performing their core duties but by contributing to broader organizational objectives such as competitiveness and innovation as well. Those with creativity and aptitude for problem-solving have proved particularly valuable: Their front-line perspectives often generate promising process improvements and business opportunities that would not have been apparent to managers. As a result, front-line innovation has become one of the largest sources of sustained competitive advantage in manufacturing industries. At leading companies, up to 75% of annual productivity gains can be traced back to bottom-up ideas from non-R&D employees. 1

While front-line innovation is common, the ways in which managers can most effectively support it are not well understood. In our research, we have shown for the first time how strategic front-line mobility — the short, focused, and purposeful exchange of staff members between different company sites — can substantially boost these employees’ contributions to innovation and organizational learning in manufacturing companies.

Get Updates on Transformative Leadership

Evidence-based resources that can help you lead your team more effectively, delivered to your inbox monthly.

Please enter a valid email address

Thank you for signing up

We engaged in a large-scale study of a multinational, multibillion-euro car parts manufacturer. We collected data on front-line ideas and their economic impact over four years and examined their relationship with individual worker mobility. To arrive at robust managerial insights on the causal effects of worker mobility, we analyzed more than 21,000 ideas submitted by almost 2,500 workers, using advanced econometric methods. 2 Key to our analytical approach was matching mobile front-line employees to similar colleagues who did not travel to other plants, which allowed us to precisely estimate the contributions originating from mobility.

Knowledge Transfer and Employee Learning

Our analyses reveal two distinct pathways through which front-line mobility fosters manufacturing innovation.

First, front-line mobility promotes knowledge sharing between factories. By virtue of their experience, shop floor employees frequently possess a wealth of tacit production knowledge at a level of detail that far exceeds what is covered in manuals or is known to engineers. For instance, it is usually the workers on the ground who learn firsthand how to iron out well-intentioned but occasionally impractical processes and product designs. When employees are strategically deployed to different sites, they carry this knowledge with them and help circulate it within the company.

One factory, for instance, may have built up extensive experience with a specific production method, and by temporarily assigning some of its employees to other factories, managers can see to it that this knowledge is shared. Likewise, upon their return, employees can bring home improvements spotted at or inspired by the processes at the plants they visited. The impact of such knowledge transfer is significant: In our research, the average move created manufacturing improvements worth more than 100,000 euros (roughly $121,000) within one month. While some researchers and managers still doubt the value of front-line employees’ tacit production knowledge, our findings indicate that this attitude can starve a company of one of its most valuable resources for innovation.

Second, front-line mobility makes workers themselves better innovators because it stimulates their learning. When they visit other factories, they are exposed to different, but often related, manufacturing setups — for instance, a plant that produces the same product as their home factory but for a different market and with slightly different machinery. As workers observe how different setups of similar manufacturing processes are linked to various performance outcomes, they acquire a more fundamental understanding of how these processes work. This gives rise to what we call know-why (as opposed to know-how ), which is an understanding of why things work rather than how .

To illustrate, consider injection molding (a key operation at the company we studied). The minimum heating time of thermoplastic material for a specific mold — for example, five minutes — is know-how. However, understanding why that time threshold has to change when the mold design becomes more complex or delicate is know-why. Once acquired, this type of knowledge significantly improves employees’ ability to come up with innovations, because they better understand how the different pieces of the manufacturing process fit together and therefore how they can be enhanced. Thus, rather than creating immediate cost savings like knowledge transfer does, know-why makes workers themselves better innovators. In our study, employees’ ideas increased in value by 20,000 euros ($24,000) per month after a move, and this increase lasted for several years. Beyond the issue of front-line mobility, the result adds a new dimension to human resource management: Not only can front-line employees learn to become better at their (primary) jobs, but they can also learn to become better innovators.

How to Implement Front-Line Mobility

How can businesses implement strategic front-line mobility? Three key considerations emerged from our research.

First and foremost, for front-line mobility to promote innovation, it needs to be purposeful and problem-driven. That means employees should not be sent to other plants to passively observe operations or receive training, or as a reward. Instead, moves should be tied to a specific and operationally relevant task. In our study, employees were regularly sent to other factories to support local problem-solving, such as when the production process was facing quality issues. These visits were short (up to two weeks), but they intensely engaged visiting employees in the local factory’s operations. In doing so, employees became deeply embedded in the context of the visited plant and interacted repeatedly with its staff, processes, and machinery. This hands-on approach to front-line mobility is instrumental to knowledge transfer and learning. Only when visitors work jointly with colleagues and truly immerse themselves in the visited plant does it create the right environment for the serendipitous sharing of ideas and best practices that drives innovation.

Second, front-line mobility works best between plants that share similar processes and machinery and make similar products. If processes, machinery, and products differ too much between two plants, the gap between their existing knowledge stocks becomes too large for any meaningful knowledge transfer and learning to take place. At some point, if two plants are too different, knowledge from one plant may simply not apply to the other.

Many companies’ practices fall into exactly this kind of trap. One particularly common scenario involves sending employees from peripheral plants (such as foreign or geographically distant plants) to central plants (frequently colocated with corporate headquarters) to learn how things are done “the right way.” This does not help promote bottom-up innovation: Because central plants often lead the way with new processes and technologies, knowledge gained by visiting peripheral employees often cannot be readily applied back at their home plants, where those novelties have not yet been adopted. Likewise, employees from more advanced central plants may find little to learn from the particular circumstances and constraints under which peripheral plants operate. Thus, for front-line innovation, turning to related units in similar contexts is better than visiting technologically advanced but unrelated ones.

Third, while the benefits of front-line mobility are substantial, it is best to limit how many employees participate. At the car parts manufacturer we studied, about 3% of the workforce visited another plant each year. Involving more employees than that in exchanges may increase costs, such as those incurred from covering staff members’ absences at their home factories. In addition, while there was no limit to employee learning, knowledge transfer abated after about 10 exchanges per factory pair and year.

A Case for Strategic Front-Line Mobility

About the Authors

Philipp B. Cornelius is assistant professor of technology and operations management at Rotterdam School of Management, Erasmus University. Bilal Gokpinar is professor of operations, technology, and innovation at the UCL School of Management at University College London. Fabian J. Sting ( @fast1005 ) is the chair of the Department of Supply Chain Management — Strategy and Innovation at the University of Cologne, as well as chaired professor of digital supply chain innovation at Rotterdam School of Management, Erasmus University.

1. F.J. Sting and C.H. Loch, “ Implementing Operations Strategy: How Vertical and Horizontal Coordination Interact ,” Production and Operations Management 25, no. 7 (December 2015): 1177-1193.

2. P.B. Cornelius, B. Gokpinar, and F.J. Sting, “ Sparking Manufacturing Innovation: How Temporary Interplant Assignments Increase Employee Idea Values ,” Management Science, published online, Aug. 20, 2020, https://doi.org/10.1287/mnsc.2020.3673.

More Like This

Add a comment cancel reply.

You must sign in to post a comment. First time here? Sign up for a free account : Comment on articles and get access to many more articles.

Finding the Right Compensation for Temporary Assignments

ANNOUNCEMENT - Thank you for your interest in WorldatWork. We are currently experiencing a temporary issue with e-commerce. Our team is working to resolve. For immediate order placement, please contact our Customer Support Team - email at [email protected] or Call U.S & Canada 1-877-951- 9191 , Outside U.S & Canada 1-480-951-9191. We apologize for the inconvenience.

Determine the criticalness of the assignment. There are various instances where an organization will need to temporarily fill a role, and how they go about compensating the employee assigned to the temporary role should be preset and determined on how critical it is to the business.
Filling in for an employee on leave. In a scenario in which an employee goes on leave and a person is asked to take over their job responsibilities for a defined time, a compensation bump should be added as a premium in the form of a line item of pay with their typical paycheck.
Put a formal process in place. Having an established process makes good business sense because when an employee takes on a new role for a period of time, exercising the same responsibilities as the employee on leave, they should have the same pay opportunity.
Quick-fix scenarios. Some work scenarios are more difficult to formalize a compensation structure for temporary assignments, such as an employee in a call center not showing up for work for an extended period without notice. Employees who fill in when needed should receive other reward items such as free lunches or gift cards that say “thank you” for picking up the additional workload.

Temporary assignments, or the assignment of duties to an employee outside their regular scope on a short-term basis, often come with an increase in direct compensation.

But how should that amount be determined?

It all depends on whether the assignment is for a new project or simply a fill-in for a missing employee, said Julian Pawlowski, senior principal at Mercer.

“[Temporary assignments] are common practice in the context of a major project and typically involve an additional scope of responsibility,” he said.

On the other hand, with constant organizational changes, such as a promotion or other employee transitions such as maternity/medical leave, organizations may need to assign an employee to a temporary role to both support that transition and any gaps in the workflow that a change creates.

Webinar: 2023 In Review: Trends, Insights & Predictions to Inform Your H2 Strategy

“Some roles have less influence on results and pay should be commensurate with that,” he said.

Therefore, leaders must first determine the criticalness of the assignment to the business, Pawlowski said.

“What will be the impact if someone’s not in place?” he said. “There really has to be a discussion about the risk if the project isn’t completed on time. What’s the risk if no one is covering that person’s responsibilities? Risk must be determined up front.”

With core strategic projects, for example, there typically are very defined project plans with dependencies and outcomes so that organizations understand the scope of work that’s occurring and the employee understands the part of the workflow and outcome they are responsible for.

From an administrative perspective, this should include an assignment letter, a plan document explaining the terms and conditions of the program, the award amount, timing and any actions that occur if a person leaves.

“All that should be in place before the project begins so they are clear about what they are eligible for, how they earn it and when they earn it.”

But the extra compensation — paid out at the completion of preset milestones — should not just be based on an individual’s performance, Pawlowski said.

“There’s the participant’s support and input that should be measured individually, but also the team’s outcome,” he said. “So a composite score should determine that temporary assignment’s compensation range.”

In a scenario in which an employee goes on leave and a person is asked to take over their job responsibilities for a defined time, however, the compensation bump should be added as a premium — a line item of pay with their typical paycheck.

“That way the person is recognized immediately for the time and work done, and reinforces the idea that the person is getting the opportunity and extra money immediately,” Pawlowski said. “It really helps with both employee motivation and retention.”

Formalizing the Process

For McKesson Canada and its 4,500 employees, temporary assignments that last a minimum of three months occur often enough that the company has a formal process in place.

Isabelle Brissette, a McKesson Canada compensation consultant, noted the company had 29 temporary assignments for the past fiscal year. “Some of our maternity/parental leaves can last up to 18 months,” she said.

Having a formal process in place makes good business sense, Brisette said, because when an employee takes on a new temporary role, exercising the same responsibilities as the employee on leave, they should have the same pay opportunity.

McKesson Canada employees on temporary assignments receive a compensation package that al teast matches the new career grade’s minimum salary range, Brisette said.

For roles in which the employee will take on new responsibilities for three months or more — sometimes up to 18 months to cover maternity/parental leaves — the employee will be placed in the new job code, with the new grade level and get the new bonus target associated with that role.

Base pay, however, will not be increased.

“We will put in a temporary bi-weekly premium as a percentage of base,” she said. “This bi-weekly premium usually ranges from 5% to 15%.”

However, in light of new pay transparency standards , as well as because the employee will have access to the new salary range, McKesson ensures that the bi-weekly premium added to the base pay comes to at least the minimum of the new range.

Member-Only Webinar: Pay Rate Disclosures in Job Postings: New Laws, Best Practices & Tips

Once the assignment is over, the employee goes back into their regular position and grade level, and the bi-weekly premium stops.

McKesson has another process for a temporary assignment for extra responsibilities, Brisette said.

“This is where an employee would remain in their current role but take on responsibilities from a colleague or a superior who is on leave for an unknown period of time (short-term leave, jury duty, etc.).”

In these cases, she said, compensation is simply made by a lump-sum payment.

Other Scenarios

Some work scenarios, however, are more difficult to formalize a compensation structure for temporary assignments, Mercer’s Pawlowski noted.

“Maybe there’s an employee in a call center who doesn’t show up or leaves unexpectedly and the remaining team picks up the workload,” he said. “That’s fairly common and there needs to be consideration in other areas beside direct compensation.”

Employees who fill in when needed should receive other reward items such as free lunches or gift cards that say “thank you” for picking up the additional workload.

“That’s a really important detail,” Pawlowski said. “There are many cases where it’s not formalized and there are gaps in the work and workers still need to pick up the slack.”

Editor’s Note: Additional Content

For more information and resources related to this article see the pages below, which offer quick access to all WorldatWork content on these topics:

Employee Compensation
Organizational Performance

Please try a different combination of filters or categories.

Stay current on hot topics, research, upcoming events and more. Unsubscribe at any time; view our privacy policy .

Please share your feedback!

Best Practices to Kickstart Your Temporary Assignment

Before you start, on the first day, related posts, top hr influencers to follow in 2020.

Click here for additional resources for employers. There is no shortage of information online to stay on top of HR and talent management trends. Whether it’s through magazine articles, podcasts

Incoming Managers: 3 Tips for Managing an Existing Team

Starting a new job isn't always an easy transition. That’s especially true for leaders who join a company and take on existing teams. Our Vice President of Recruiting, Jody Kasza, did this two years

Seasons Change: 5 Signs It’s Time to Change Jobs

The air is becoming crisper, the leaves are changing color, and days are growing shorter. Autumn is a season of transitions, which means it may be time to consider a professional transition as well.

Debunking the Myths of Domestic Temporary Assignments 10.8.2014 | Jennifer Connell

Domestic Assignments
Short Term Assignment
Workforce Mobility

As companies strive for greater flexibility to respond to the increasing speed of business and broader range of opportunities, temporary domestic assignments have grown in popularity.

In fact, according to the results of our 2014 Workforce Mobility Survey , more than half of companies now offer such assignments.

As their usage becomes more widespread, so have some myths concerning temporary domestic assignments. In this article, I’ll address and debunk them.

Myth: Temporary assignments only help us complete project work.

While the majority of organizations use domestic temporary assignments for project work-based needs, our survey revealed that a growing number of companies in the U.S. and Canada use them to develop future leaders and high potentials. In fact, high growth companies (companies with revenue growth of more than 5% over the past year) tend to use fewer short term assignments for “project work” and instead rely on these programs for career development purposes.

Myth: It’s less expensive to send my employee on a temporary assignment than a permanent move.

This is a common misconception. For short-term assignments, the vast majority of costs are typically covered by the company, including housing. While there is a favorable tax impact, companies are experiencing an increase among assignments that extend beyond one year. Not only does this increase the costs, it may affect the taxability of the provisions.

Prolonged family separation and other personal issues that arise over time could lead to more return trips home, dependent visits or time away from the project or assignment to tend to family issues. The costs involved in a permanent move may be comparable to the costs of a long-term assignment (greater than 12 months) when tax consequences are taken into account.

Myth: Temporary assignments are easier to administer than permanent moves because we only have to worry about the employee on the assignment.

Separation from family was cited as one of the top obstacles in using temporary assignments and can have a negative impact on productivity as the employee attempts to manage their home from the assignment location and connect with family. This can ultimately lead to higher turnover and retention issues and subsequently increasing recruiting and staffing costs.

Many companies structure temporary assignments based on the duration of the assignment and the family status (accompanied or unaccompanied). These aspects are closely aligned because not many families are willing to be separated for long-term assignments (more than 12 months). In addition, the longer the anticipated assignment length, it’s more common to develop a long-term policy that addresses accompanying family costs or the costs of property management.

Myth: Assignments that extend beyond a year are still not taxable.

Our survey indicates that more companies are extending the length of temporary assignments or transitioning them into permanent moves. This is not without tax consequences.

Therefore, when planning a temporary move, certain things need to be considered:

Time limit. In the United States, under federal tax law, certain reimbursed expenses incurred while on a short-term assignment (or “temporary assignment” in tax parlance) of up to 12 months could potentially be considered non-taxable to the employee.
Types of expenses. Expenses that may be considered non-taxable include travel between the home and the assignment location, accommodations at the assignment location, and meals or per diems while at the assignment location.
Intended length of the assignment. Consider the timeframe anticipated for the assignment and when the decision was made to extend the assignment past 12 months, if applicable.

For example, if your company has an employee nine months into a 12 month assignment and a decision is made to extend that assignment beyond the 12 month limit, any reimbursements made after that nine month point are considered taxable income to the employee. Likewise, if an assignment has not surpassed the one-year limitation, yet the assignment was expected to last one year or more, the IRS considers this a taxable event. At the point that an assignment is believed to be greater than one year, the taxability of the reimbursed expenses begins.

Myth: A lump sum should cover all of the living costs incurred on the temporary assignment.

Lump sums can be difficult for employees to manage for a temporary assignment, particularly if their attention is divided among their family/home residence and the demands of their position in the new location. If the funds are not managed closely, this can negatively impact the employee’s productivity and can lead to subsequent requests for additional funds. If using a lump sum, the simple (but costly) solution is to consider all lump sum allowances as income and tax protect those payments.

Continue Reading

Infographic: internships and workforce mobility 04.06.2016 | jennifer connell, cookie statement.

In order to deliver an optimized user experience, this site uses cookies. To learn more, please see our cookie policy .

Subscribe to our Newsletter

Subscribe to our newsletter. It's an easy way to stay connected to the latest workforce mobility trends and best practices.

Compensation + Classification

Temporary assignments/stipends.

Policies and Procedures

Use the index below to navigate throughout this page

Temporary Job Changes

Incumbents may be eligible for additional compensation when higher level duties or significantly different duties are temporarily assigned. Typically the higher level duties must account for a substantial amount of the incumbent’s workload for a period of more than 30 working days and less than one year (different collective bargaining agreements may vary on this definition). Extensions beyond one year require approval by the compensation analyst. For instructions on how to submit a request for temporary stipend see Procedures for a Temporary Stipend. Updates to temporary stipends or requests for extensions must be submitted in Job Builder using the “Extend, Inactivate or Update Temporary Reclass/Stipend” action.

Temporary Stipend (for Policy-Covered Staff)

A temporary administrative stipend may be paid to an employee who is temporarily assigned significant responsibilities of a higher level position or significantly different duties (25%+) not normally a part of the employee’s regular position ( see PPSM 30.III.B.9 ). Assignment of temporary responsibilities at a lower level does not warrant a stipend. Temporary Stipends are typically effective the date an employee begins performing the higher level duties at a significant portion of time (approx 25-30% or greater). They end when the higher level duties are no longer assigned. Stipends for employees are appropriate when increased responsibility lasts for at least 30 working days or longer. Temporary stipends may be approved by HR for up to one year. Stipends beyond one year require approval of Human Resources via an on-line request in Job Builder, but in no case may a temporary stipend extend beyond two years.

In recommending the stipend amount, managers should consider various criteria including the length of the assignment, position of employee in the salary range, complexity and scope of temporary duties, and comparisons with the salaries of others in the department. The sum of the stipend and the base salary shall not exceed the maximum salary of the range into which the combination of permanent and temporary duties would be classified.

Temporary Stipend (for Represented Employees)

An employee in a bargaining unit may be eligible to receive a temporary stipend when they are assigned substantially all of the duties of a higher classification for a significant portion of their time (usually 50% or greater), commonly referred to as an "out-of-classification assignment" . Temporary stipends are typically effective the date an employee begins performing the higher level duties at a significant portion of time and they typically end when the higher level duties are no longer assigned by management. These appointments must be for a minimum of 2 weeks (longer for some bargaining units) up to a maximum of one year. Stipends beyond one year require approval of Human Resources via an online request in Job Builder, but in no case may a temporary stipend extend beyond two years. Please refer to the appropriate collective bargaining unit agreement for the policy on temporary out-of-classification assignments.

Procedures for a Temporary Stipend

To initiate a temporary stipend, the Department Head or Business Manager submits an online request by going into Job Builder, completing a "Temporary assignment (stipend)" action, and submitting it to Compensation for review. The online request must include all of the required pieces of information (see below) or it will be returned to the department with a request for additional information. Requests should be submitted as close to the begin date of the temporary assignment as is reasonably possible.

Process for an Online Submission:

Review the eligibility criteria for the employee. (For non-represented employees refer to PPSM. For represented employees refer to the applicable collective bargaining unit contract.)
Obtain needed departmental and / or Control Point approvals (as set by each department and division).
In Job Builder, select the employee's current job description, and begin a "Revise Job Description" action. Once you have begun the workflow, choose the "Temp Assignment (Stipend)" action type..
Complete the "Temp Assignment (Stipend)", Comp Information, and Action Justification tabs. No changes are made to the content of the job description apart from completing any required fields that are new to the job description since the transition to Job Builder.
On the Action Justification tab, attach an Organizational Chart and complete the Department Head and/or Control Point Approvals.
Submit the action to your Compensation Analyst for review and approval.

Top Benefits of Temporary Work

There are a number of great benefits for professionals to take on a short-term assignment.

There are a number of great benefits for professionals to take on a short-term assignment. Temporary job opportunities are a great way to fill gaps in your resume, build your network of connections, explore new professional opportunities, and put money in your pocket! You might also find your next full-time position with this strategic move.

Here are some of the top benefits of taking on a temporary assignment:

1. TEMPORARY WORK ALLOWS YOU TO EXPERIENCE A NEW POSITION OR INDUSTRY.

Are you thinking of making a career change? A temporary assignment offers you the unique opportunity to test out a career move before fully investing yourself and your time into a permanent position. If you’re committed to moving into a new industry or role, completing a temporary job assignment in a related field can help get your foot in the door. Companies look to hire candidates with similar industry experience because you can quickly make an impact once you join the team.

2. TEMPORARY WORK FILLS THE GAPS IN YOUR RESUME.

It often takes more than a month to find a permanent job opportunity. Temp work can help keep income coming in and fill in gaps on your resume as you search – providing additional experience in the process. It keeps you going, growing, and looking good to potential future employers. It’s also an opportunity to build valuable references for future positions.

If you’re early in your professional career, landing your dream role without a long CV can make it challenging to get your foot in the door. Taking on a temporary role not only provides networking and upskilling opportunities, but also helps build your professional portfolio and adds professional experiences to your resume.

3. TEMPORARY WORK HAS FLEXIBILITY AND BETTER WORK/LIFE BALANCE.

Temporary positions often allow you to manage your work-life balance better than permanent ones. In between assignments, you’re able to spend time on your “side-hustle”, whether that’s your family, your Etsy business, Uber, or anything else. Depending on the type of position, there also may be limits on overtime so your work hours don’t encroach your personal time, and you’d be eligible for overtime pay that you wouldn’t otherwise have in a salaried position.

4. TEMPORARY WORK ALLOWS YOU TO EXPAND YOUR SKILLSET.

Not every temp job will be perfectly aligned with your skillset, and actually, that’s what makes temp work such a great opportunity for you. Not only can you continue to sharpen some of your current skills, but you can also pick up skills that may be brand new to you and learn new platforms you wouldn’t otherwise have exposure to. Research shows that every 4-5 years your skills become half as valuable. And for technology, it’s even less. By learning new skills and keeping your existing expertise up-to-date, you become the top candidate for future roles and an expert industry best practices.

5. TEMPORARY WORK ALLOWS YOU TO BUILD YOUR NETWORK.

You never know who you will meet while working on a contract job, who they know, and where they can potentially make introductions. Working a contract position only helps to expand your professional network. An estimated 85% of jobs are filled through networking . In addition to meeting valuable contacts, you have an opportunity to gain recommendations on LinkedIn to help build your portfolio of skills.

6. TEMPORARY WORK COMES WITH A BUILT-IN SUPPORT SYSTEM.

Staffing companies, like our team at LHH, are here to help guide you through each assignment you take. Our recruiters are trained to work with you to ensure that you’re working on the right assignment, with the right company, for the right compensation. You’ll receive benefits and a steady income, in addition to professional career guidance from your recruiter, all at no expense to you.

If you’re ready to explore short-term opportunities, we’d love to talk! Take a look at our open temp roles or reach out to discuss your goals with one of our talent recruiters.

Why You Should Consider a Temporary Assignment in Behavioral Health

Published on December 18th, 2019 in Job Seekers

You’re ready to find a new behavioral health opportunity, but right now, you’re only searching for permanent positions. The thing is, the traditional route isn’t always the best one.

No doubt, you’ve heard about temporary employment, but you’ve never seriously considered it. You might not realize it, but taking on a short-term role could open doors you never imagined.

Find Your Ideal Work Environment

Behavioral health jobs come in a variety of settings — i.e., clinics, hospitals, private practices — and each one is very different. If you don’t have experience working in a range of facilities, you don’t really know your preference. Temporary assignments can help you determine your best fit, because you’re able to test drive as many settings as you want, with no long-term obligation to stay put.

Learn New Skills

Every behavioral health job is a learning experience. By accepting temporary assignments, you’ll have the opportunity to gain a variety of skills in a short period of time. This can seriously bulk up your resume, making you more marketable to future employers. If you’re new to the behavioral health field or trying to make a comeback after some time away, this can be monumentally helpful.

Expand Your Network

Working as a behavioral health temp means you’ll have a new set of co-workers on every assignment. Who you know can make all the difference in your career — and you’ll certainly know a lot of people in the field after completing even a few assignments. If you make a good impression, they’ll want to stay in touch and help you in any way they can. All it takes is one person with the right connection to help you land your dream job.

Enjoy Flexibility

Life doesn’t always fit a traditional work schedule. If you need a behavioral health position that fits into a hectic personal life, temporary employment could be the answer. Take control of your life by setting your own schedule. Simply tell your recruiter when you can work, and they’ll help you find an assignment that meets your needs.

Take Your Time Finding Your Fit

Choosing the right behavioral health job is a very big deal. However, if you’re currently unemployed or in a job that’s making you miserable, you probably feel inclined to accept the first opportunity that comes along. In the short-term, this might seem like a great opportunity, but decisions made in haste don’t always end well. Taking on a temporary assignment allows you to pay the bills and avoid a resume gap, while actively seeking new opportunities. It’s even possible one of your assignments will turn out to be your dream job, and if you make a great impression, you might receive a job offer when your contract ends.

Giving temporary work a try might be the best thing you’ve ever done for your career. If you would like to learn more about how we can help you find your next  behavioral health position , contact us today at  (513) 651-9500  or by email at [email protected] .

Tagged: Behavioral Health Employment , Employment in Behavioral Health , Temporary Assignment in Behavioral Health , Temporary Work in Behavioral Health

Recent Blog Posts

Millions of americans gain expanded healthcare access in 2024, how can you prioritize your mental health in 2024, tips to support your mental health around the holidays, tips to provide mental health support to patients during the holiday season, how understanding epigenetics and generational trauma can inform therapy.

See All Posts

The Federal Register

The daily journal of the united states government, request access.

Due to aggressive automated scraping of FederalRegister.gov and eCFR.gov, programmatic access to these sites is limited to access to our extensive developer APIs.

If you are human user receiving this message, we can add your IP address to a set of IPs that can access FederalRegister.gov & eCFR.gov; complete the CAPTCHA (bot test) below and click "Request Access". This process will be necessary for each IP address you wish to access the site from, requests are valid for approximately one quarter (three months) after which the process may need to be repeated.

An official website of the United States government.

If you want to request a wider IP range, first request access for your current IP, and then use the "Site Feedback" button found in the lower left-hand side to make the request.

U.S. Locations
UMGC Europe
Learn Online
Find Answers
855-655-8682
Current Students

Policy VII-9.50-GC

Umgc policy on temporary assignments and acting appointments, explore more of umgc.

Human Resources Policies and Procedures

(Approved by USM BOR on April 21, 2017; UMGC President on July 1, 2017)

Purpose and Applicability

This policy establishes the authority of the University of Maryland Global Campus (UMGC) President or designee to temporarily assign duties to existing positions and/or to temporarily reassign Staff employees to those positions. This policy applies to Nonexempt, Exempt and Overseas Staff employees on Regular Status. Nonexempt Staff employees who are included in the representation of the collective bargaining unit are subject to the Memorandum of Understanding (MOU) and applicable UMGC HR Policies; where there is a conflict between the two, the MOU will prevail.

Definitions

Temporary Assignment: The action of adding or replacing job duties to an employee's existing position on a temporary basis.

Acting Appointment: The action of appointing an employee to a different position on a temporary basis, where there is a vacancy and/or operational need that is anticipated to exceed 30 consecutive calendar days.

Temporary Assignments and Acting Appointments

Based upon operational need or organizational necessity and consistent with the knowledge, skills, and abilities of the employee, the Chief Human Resources Officer (CHRO) or designee may authorize a Temporary Assignment or an Acting Appointment of an employee who meets the position's minimum qualifications. The CHRO or designee may make exceptions to the position's minimum qualifications.

Temporary Assignments

With the CHRO or designee's approval, an employee's supervisor may make Temporary Assignments to an employee's current position.

Temporary Assignments may not result in a change in title or compensation.

Acting Appointments

The CHRO or designee may appoint an employee to an Acting Appointment.

An employee in a Nonexempt position may only be given an Acting Appointment in another Nonexempt position.

Employees appointed to an Acting Appointment for more than 30 days shall receive a temporary title change and a compensation adjustment consistent with the policy on promotional reclassification.

If and when practical, the employee shall be provided with written notice of the Temporary Assignment or Acting Appointment at least five (5) working days prior to the effective date of such change.

Duration of Temporary Assignments and Acting Appointments

Temporary Assignments and Acting Appointments should normally not exceed 12 months. Additional extensions may be considered based on operational need of UMGC and exceptions may be granted only by the CHRO or designee.

Position Classification Reviews may be conducted for Temporary Assignments and Acting Appointments that last or are expected to last more than 30 consecutive calendar days.

At the end of a Temporary Assignment or Acting Appointment, an employee shall be returned to the employee's former position with the same salary and status as he/she would have had if he/she had not been temporarily reassigned with the addition of any intervening salary adjustments, which may have occurred, including any increase that would have been made to the employee's regular salary during the Temporary Assignment or Acting Appointment period.

Determination of Salary for Acting Appointments Determination of salary for Acting Appointments shall be made in accordance with VII-9.11-GC – UMGC Policy on the Pay Program and Administration for Exempt and Overseas Staff Positions and VII-9.20-GC – UMGC Policy on Pay Administration for Nonexempt Staff Employees .

Benefits During a Temporary Assignment or Acting Appointment

Benefits shall not be adjusted during Temporary Assignments or Acting Appointments.

Layoff During A Temporary Assignment Or Acting Appointment

An employee on a Temporary Assignment or Acting Appointment shall not be subject to layoff based on the employee's Temporary Assignment or Acting Appointment status.

Implementation Procedures

The UMGC President has designated the Chief Human Resources Officer (CHRO) to administer this policy; to develop procedures as necessary to implement this policy; to communicate this policy to the UMGC community; and to post the policy and any applicable procedures on the UMGC website.

Replacement for:

USM BOR VII-9.50: Policy on Temporary Assignments and Acting/Interim Appointments for Regular Status Nonexempt and Exempt Staff Employees

UMGC OS 33.00: Policy on Temporary Assignments and Acting Appointments

See all Human Resources Policies and Procedures

By using our website you agree to our use of cookies. Learn more about how we use cookies by reading our Privacy Policy .

General Military Questions

Military TDY: Temporary Duty Assignment Explained

The U.S. Armed Forces issue different types of military travel orders to personnel.

Your military travel orders pertain to changes in your duty location and the duration, and may also impact your military pay.

Military TDY (Temporary Duty) is one common type of military travel order .

Get all your questions answered about Temporary Duty (TDY) status and what you can expect to experience with this type of order.

Related Article – Military Child Care: 8 Great Options

Table of Contents

What is TDY?

The U.S. Military has three primary types of military travel orders:

Permanent Change of Station (PCS)
Temporary Duty (TDY)
Deployments Orders

It is important to keep in mind that the three types of military assignment orders are not the same and each has its own characteristics.

Your military orders may affect how long you serve at the post, the specific location, and special duty pay.

Temporary Duty (TDY) is defined by the Department of Defense as:

Duty at one or more locations, away from the permanent duty station (PDS), under an order, providing for further assignment or pending further assignment, to return to the old PDS or to proceed to a new PDS.

Military branches under the U.S. Armed Forces have different references for Military TDY, like TAD (temporary additional duty) or TCS (temporary change of station).

However, they all mean basically the same thing that your military orders are temporary.

The primary difference between Military TDY and other orders is that it grants authorization for a service member to perform work away from the permanent duty station.

The Department of Defense requires the label Military TDY (or one of its variants) to approve travel pay, per diem, and coverage of other expenses to assist the soldier.

Since the assignment is temporary, the service member can expect a shorter stay than a permanent station assignment, however, the length of the orders may vary.

The individual details of TDY orders are fleshed out with each commitment.

The specifics of your Military TDY outline expected duration, amount of travel pay, coverage of expenses, housing and food support, transportation, and other forms of assistance.

How long is a TDY?

Military TDY is temporary for military orders, so the length is generally not longer than 180 days.

Temporary duty orders may range anywhere from a few days to a half year.

Long-term TDY is any orders which specify longer than 30 days.

TDY per diem rates depend on the location you have orders for. It will also include reimbursement for lodging, meals, and incidentals.

Use this calculator to determine how much you can expect to receive.

Military TDY is a stark contrast from Permanent Duty Assignments and Deployments, which have commitments of several months or years.

The Department of Defense authorizes TDY through Joint Travel Regulations.

Related Article – 10 Benefits Of Being A Military Wife (and 5 not-so good things)

Is TDY considered a deployment?

Technically there is a difference between a temporary duty assignment (TDY) and Deployment, even though they are both military orders.

Deployments are similar to military TDY, except that the service member is assigned to a specific operation.

Therefore, deployments usually reference combat operations that take place overseas.

When most civilians think of military orders, they commonly associate everything with being deployed, though that’s not always the case based on the actual military definition.

Deployment refers to assigning military personnel from a home station to somewhere outside the continental United States.

Mobilizations are also classified as deployments under the Department of Defense guidelines.

How does a TDY differ from a deployment?

The biggest difference between deployments and temporary duty assignments is the length of the orders.

Military TDY is short-term, with even longer stints requiring less than a half year of commitment.

On the other hand, deployments are typically longer and involve assignments outside the United States.

Additionally, deployments involve assignments to specific operations and usually in combat situations.

However, both types of military orders have similarities.

For example, military personnel must leave their home station for a different location under each type of order.

Military TDY is not always as serious as deployments.

For instance, a temporary duty assignment could mean nothing more than attending school, conferences, or a military-sponsored event.

Or it could pertain to a regular part of military duty where frequent travel is mandatory and the service member hopes to receive some form of compensation for their travel exs.

There are cases where military personnel earn TDY status even when working in the same geographic area as the home base to justify lodging and meal expenses associated with the duty.

Soldiers also rely on military TDY for house hunting and other searches when considering a new permanent change of station or out-processing from military service.

Can I go with my husband/wife on a TDY?

One of the many perks of temporary duty assignments is that you can occasionally bring along the family.

The same is not true of deployments where it would put your spouse or other family members in danger.

If given the chance to bring along a spouse for your temporary duty assignment, you should welcome the opportunity, but keep in mind that pier diem rates are only calculated for the service member.

Military personnel often spend months away from family and friends, so having a unique opportunity like this to spend with a loved one is rare and special.

MilitaryShoppers.com put together a great resource on the topic.

It explains the pros and cons of tagging along with a significant other while he or she is on TDY.

The most important thing to keep in mind is that while you can live with your spouse while on temporary duty assignment, his or her time is still limited and it might drain your budget quickly.

Other than that, it’s an enticing opportunity to catch up after potentially months of separation.

Related Article – Military Star Card Review: Worth Signing Up For?

Will I get paid extra during a TDY?

Despite having to leave your home station, there is nothing more rewarding than a little extra pay in freedom.

It is exactly what temporary duty assignments provide to service members.

In fact, the reason that military personnel may request or seek TDY is the opportunity to put more in their wallet.

Military TDY usually grants per diem pay, which helps cover lodging, meals, and incidental expenses.

You get a set per diem pay regardless of what you actually spend each day on daily expenses.

As a result, if you budget accordingly, you can earn extra cash by pocketing whatever per diem you don’t spend on daily living expenses.

What kind of accommodations can I expect during a TDY?

The accommodations of temporary duty assignments are nothing to brag about yet offer incentives that most military personnel don’t get to enjoy.

For example, the potential opportunity to take your significant other along with you when TDY is a major advantage for some.

Military personnel may get the opportunity to stay at furnished apartments or long-term stay hotels.

Long-term stays help save you money on your per diem since you can cook your own meals as opposed to dining out all of the time.

Furnished apartments may also include laundry and other housing services to save even more money.

Service members on TDY may also request a cash advance of 60-80% of the total value.

It helps cover move-in costs as opposed to spending out of their own pocket.

Some military organizations deem anything over 30 consecutive calendar days.

For this reason, it allows partial reimbursement of living expenses prior to concluding the assignment.

Military TDY, or temporary duty assignments, refer to relatively short-term military travel orders away from a home station.

Temporary duty assignments range from a couple of days to under six months.

Military TDY is a good thing for soldiers despite the travel arrangements, as it helps cover lodging, food, and transportation regarding the orders.

Recent Posts

Pure Rawz Review: Legit Peptides & SARMS Or Fraud? - November 26, 2023
American Flag With Circle Of Stars (Betsy Ross) Explained - November 23, 2023
20 Best Military War Movies Of All-Time - November 22, 2023

TDY Military

4.8 out of 5 (88 ratings), related articles you might be interested in:, leave a reply cancel reply.

Your email address will not be published. Required fields are marked *

Notify me of follow-up comments by email.

Notify me of new posts by email.

Tax and accounting regions

Asia Pacific
Europe, Middle East, and Africa
Latin America
North America
News & media
Risk management
thomsonreuters.com
More Thomson Reuters sites

Join our community

Webcast and events

Browse all our upcoming and on-demand webcasts and virtual events hosted by leading tax, audit, and accounting experts.

When Do COVID-19-Related Extended HIPAA Special Enrollment Periods End?

ACA Preventive Health Services Mandate to Remain in Effect During Braidwood Appeal

CMS Issues Guidance on Elimination of MHPAEA Opt-Out Elections by Self-Insured Non-Federal Governmental Health Plans

Fiduciary tax 101

Ways to prevent financial reporting errors

Head of Product at HRMS Company says AI is the copilot and not the replacement in the payroll industry

Classroom Q&A

With larry ferlazzo.

In this EdWeek blog, an experiment in knowledge-gathering, Ferlazzo will address readers’ questions on classroom management, ELL instruction, lesson planning, and other issues facing teachers. Send your questions to [email protected]. Read more from this blog.

Late Assignments: Tips From Educators on Managing Them

Today’s post finishes up a two-part series on how different teachers handle late student work.

‘Taking Late Work Can Be Challenging’

Ann Stiltner is a high school special education and reading teacher in Connecticut with more than 20 years of experience in education. She shares her passion and love for working in the classroom at her blog from Room A212 (www.annstiltner.com/blog). Follow her on Twitter @fromrooma212:

Being a special education teacher means most of my students have the IEP modification of extra time, which generally translates to time and a half. For a test a teacher gives a class one hour to do, my student would have 1½ hours. For a project the class had one week to complete, my student would have 11 days. However, even with this extra time, some of my spec. ed. students are not able to complete the work. With diagnoses such as ADHD, LD (Learning Disabilities), or anxiety, they find maintaining focus and accessing one-on-one support difficult to fit into these time constraints. Their motivation is unpredictable based on their mood, family challenges, or social drama.

Due to these factors, I have adopted a policy where I accept work from both regular and special education students at any time for full credit or I take points off for each day late depending on the circumstances and if that will motivate a student to finish.

I realize that taking late work can be challenging for teachers of 100-plus students. It means constantly updating your grade book and keeping track of papers. Some teachers don’t accept late work because they think a firm cutoff teaches students the importance of meeting deadlines. Even though I agree this is an important skill, I fear that some students won’t learn that lesson from a policy of not accepting work late. These students prefer to give up and forget about the assignment in order to feel a sense of control and protect themselves from failure. Getting a zero on an assignment does not make them rethink their decision to not do the work, since a zero to them doesn’t mean the same as it does to us teachers. To them, a zero is the grade they think they deserve based on their past experiences.

I have found a time limit gives students a reason to give up and not try. This is learned helplessness in action. My working definition of learned helplessness is a person’s lack of effort due to previous experiences which have taught them that making even the smallest effort won’t make a difference.

For many students, trying involves a large investment of cognitive effort and a huge risk to put themselves out there. They are not ready to set themselves up for what, they are sure, will make them feel like a failure and especially not in a setting where they might be bullied, yelled at, or insulted. If they do not feel safe and supported, they will not risk being teased by their classmates. This is the thinking behind my policy to accept late work at any time. I do not want my conditions and requirements to be used as an excuse for why they do not engage in my lesson and do the work.

This same philosophy explains why I provide supplies like writing utensils or computer chargers. I consciously decide not to create barriers for a student to complete work. I do not want to rob them of a chance to engage with the material, learn something new, experience deep thinking and feed their curiosity by dictating conditions that they can blame for not engaging in the work. Accepting an assignment late gives them time to get motivated or set up one-to-one support so they can focus on the work when they are ready. I do not want to distract students with rules concerning time limits, pen vs. pencil, or on paper vs. on computer.

Don’t get me wrong: I do have classroom rules and expectations. I want the focus in my class to be on what is most essential—learning. This approach means the student—and their parents—will have a hard time holding me responsible for their grade. The responsibility falls on the student and their choices. This open policy allows me to create rapport when I explain my belief in their ability to do the work and my dedication to provide them the support and necessary modifications to be successful. If and when a student is ready to engage in the work, make an effort and take a risk, I am ready.

‘A Balanced Approach’

Ruth Okoye, Ed.D., is a 30-year veteran educator. She has taught in private and public school settings and is passionate about literacy, educational technology, and ed-tech coaching. She currently serves as the K-12 director at a nonprofit organization:

As an ed-tech coach working with fellow educators in their journey of professional growth, handling assignment submissions beyond the designated due date is a nuanced process that reflects both practicality and a deep understanding of individual circumstances. The approach I adopt recognizes the unique challenges that my learners who are teachers face in their daily lives, and it aims to create an inclusive learning environment that supports their development while acknowledging the diverse contexts in which they operate.

My policy on due dates is rooted in the realization that a one-size-fits-all approach fails to account for the myriad of responsibilities and situations that learners encounter. Rather than rigidly adhering to stringent deadlines, I advocate a balanced approach that considers the academic integrity of assignments and the need for flexibility.

To strike this balance, I establish a preferred due date for assignments, considering the majority of learners and allowing them ample time to complete their work. This desired deadline also has a more concrete counterpart—a hard deadline—that offers a reasonable time frame for those genuinely committed to finishing their tasks. This dual-deadline structure allows proactive learners to demonstrate their dedication while acknowledging the potential challenges others may face.

For example, in a book study, there would be weekly assignments. The posted due dates would give the learners three weeks to get each assignment done. I would establish a hard deadline for all assignments two weeks after the study is completed. I’ve found that for a six- to eight-week book study, that allows ample time for a learner to deal with an external complication and then get back on track.

Of course, the purpose of the assignment plays a significant role in determining the flexibility of the due date. For instance, tasks geared toward in-class reflection, like exit tickets, maintain their original deadline as they serve an immediate and time-sensitive purpose. On the other hand, assignments designed to assess learners’ application of covered material need a more lenient approach, allowing participants the time to digest the content and apply it effectively.

I also believe in allowing learners ample time to attempt tasks and even granting multiple opportunities for submission. This practice is grounded in the understanding that the learning process is not linear, and different individuals require varying duration to internalize and implement new concepts. By granting extensions and multiple tries, I encourage a growth mindset and empower learners to engage more deeply with the subject.

One of the cornerstones of my policy is the recognition that external factors beyond the learning experience can impact a learner’s ability to meet deadlines. Illness, family emergencies, or resource constraints can hinder progress, and rigid due dates should not serve as barriers to measuring their ability to apply course concepts. Instead of penalizing them for circumstances beyond their control, I aim to evaluate their understanding of the material and capacity to use it effectively, irrespective of external hindrances.

So you can see, my approach to handling late submissions from learners revolves around flexibility, empathy, and practicality. By acknowledging the diverse challenges teachers face and tailoring due dates to the purpose of assignments, I create an environment that fosters deep learning, personal growth, and a commitment to the subject matter. This policy recognizes the unique circumstances of each learner. It underscores the overarching goal of professional learning—to nurture and support the development of capable and resilient professionals in education.

What Is the Goal?

Jessica Fernandez is a full-time high school teacher and instructional coach near Chicago who specializes in teaching multilingual English learners and in supporting colleagues to make small language shifts that will benefit all learners:

Fortunately, my high school freshman English PLC has decided to have two categories: formative (anything at all that is practice), which is weighted 10 percent, and summative, which is weighted 90 percent. Since the purpose of formative tasks is to practice a skill they will later demonstrate, late work is accepted until we complete the summative demonstration for that skill. Afterward, there’s not so much of a point, plus it would drive us crazy and make work-life balance tough.

The goal, after all, is to give frequent and prompt feedback so kids can improve before their final summative demonstration. Late points are more of what we used to call “habits of work”; important soft skills, yes, but for our purposes, if the kid practiced for their summative skill demonstration, I’m happy, and I’m not scoring them on timeliness. Who knows what they had going on? I’ve gotten grace, and 10 percent won’t make or break their grade anyway.

Thanks to Ann, Ruth, and Jessica for contributing their thoughts!

Today’s post responded to this question:

How do you handle students turning in work after the due date, and why do you apply that policy?

In Part One , Chandra Shaw, Stephen Katzel, and Kelly Owens contributed their ideas.

Consider contributing a question to be answered in a future post. You can send one to me at [email protected] . When you send it in, let me know if I can use your real name if it’s selected or if you’d prefer remaining anonymous and have a pseudonym in mind.

You can also contact me on Twitter at @Larryferlazzo .

Just a reminder; you can subscribe and receive updates from this blog via email . And if you missed any of the highlights from the first 12 years of this blog, you can see a categorized list here .

The opinions expressed in Classroom Q&A With Larry Ferlazzo are strictly those of the author(s) and do not reflect the opinions or endorsement of Editorial Projects in Education, or any of its publications.

Sign Up for EdWeek Update

Edweek top school jobs.

Images shows a stylized artistic landscape with soothing colors.

Sign Up & Sign In

IMAGES

PPT
Madagascar Antananarivo: Temporary Assignment
FREE 10+ Temporary Assignment Contract Samples in PDF
Your Temporary Job Assignment Ends, Now What {INFOGRAPHIC}
What To Consider Before Submitting An Assignment
How To Choose Good Assignment Writing Services?

VIDEO

Pega Class 28 Flow4, Temporary Cases,Finish Assignment

COMMENTS

How long can an employee work in a temporary status?
At a minimum, an employer should be able to state an end date to the temporary assignment, such as the end of a project, the return of an employee on parental leave or the end of a defined busy ...
eCFR :: 5 CFR Part 334 -- Temporary Assignments Under the
The purpose of this part is to implement title IV of the Intergovernmental Personnel Act (IPA) of 1970 and title VI of the Civil Service Reform Act. These statutes authorize the temporary assignment of employees between the Federal Government and State, local, and Indian tribal governments, institutions of higher education and other eligible ...
10 Tips for Successful Temporary Assignments
Organizations use temporary assignments for a variety of reasons. These assignments are usually loosely controlled activities of convenience for the individual, the boss, the organization, the family, or all of the above. ... The cure is to take the time to consider at least a partial list of duties that will be transferred with the individual ...
Unlocking Short-Term Assignments: Insights and Guidance
A temporary assignment is defined as a work stint lasting for one year or less. A short-term assignment can be a series of shorter rotational assignments or an assignment that requires an employee to stay in one place for the entire duration. Similar to temporary duty assignments in the military, short-term assignments are not permanent and are ...
Temporary assignments vs Fixed-term contracts when hiring Business
The main benefit of a temporary assignment is that there is no notice period for both the employer and employee up to 13 weeks of employment. One week's notice will be required by both parties thereafter. Fixed-term contracts (FTC). Another great option with many benefits is a fixed-term contract (FTC).
Intergovernment Personnel Act
The legal authority for assignments under the Intergovernmental Personnel Act is 5 USC sections 3371 through 3375. The regulations can be found in Code of Federal Regulations (CFR), part 5, chapter 334. Each assignment should be made for purposes which the Federal agency head, or his or her designee, determines are of mutual concern and benefit ...
How Temporary Assignments Boost Innovation
As a result, front-line innovation has become one of the largest sources of sustained competitive advantage in manufacturing industries. At leading companies, up to 75% of annual productivity gains can be traced back to bottom-up ideas from non-R&D employees. 1. While front-line innovation is common, the ways in which managers can most ...
Finding the Right Compensation for Temporary Assignments
Isabelle Brissette, a McKesson Canada compensation consultant, noted the company had 29 temporary assignments for the past fiscal year. "Some of our maternity/parental leaves can last up to 18 months," she said. Having a formal process in place makes good business sense, Brisette said, because when an employee takes on a new temporary role ...
Best Practices to Kickstart Your Temporary Assignment
First impressions matter. From the second an interaction begins, judgements are being made. When starting a new temporary assignment, those first few minutes, hours and days set the tone for the duration of the employment period. Follow these tips from our recruiters to prepare for an assignment, nail the first impression and keep the momentum
Temporary Assignment Definition: 167 Samples
Temporary Assignment means the assignment of an employee by the permanent head to a classification outside his regular classification on an interim basis: Sample 1 Sample 2 Sample 3. Based on 15 documents. Remove Advertising. Temporary Assignment means the explicit assignment of an employee by the Employer to fill a position temporarily.
Debunking the Myths of Domestic Temporary Assignments
Therefore, when planning a temporary move, certain things need to be considered: Time limit. In the United States, under federal tax law, certain reimbursed expenses incurred while on a short-term assignment (or "temporary assignment" in tax parlance) of up to 12 months could potentially be considered non-taxable to the employee.
Understanding the Distinctions: Temporary Assignment vs ...
Temporary assignments involve the relocation of employees to a foreign country for a limited duration. These assignments are usually project-based and range from a few weeks to a couple of years.
Temporary Assignments/Stipends
Temporary stipends may be approved by HR for up to one year. Stipends beyond one year require approval of Human Resources via an on-line request in Job Builder, but in no case may a temporary stipend extend beyond two years. In recommending the stipend amount, managers should consider various criteria including the length of the assignment ...
Top Benefits of Temporary Work
2. TEMPORARY WORK FILLS THE GAPS IN YOUR RESUME. It often takes more than a month to find a permanent job opportunity. Temp work can help keep income coming in and fill in gaps on your resume as you search - providing additional experience in the process. It keeps you going, growing, and looking good to potential future employers.
Why You Should Consider a Temporary Assignment in Behavioral Health
By accepting temporary assignments, you'll have the opportunity to gain a variety of skills in a short period of time. This can seriously bulk up your resume, making you more marketable to future employers. If you're new to the behavioral health field or trying to make a comeback after some time away, this can be monumentally helpful.
The length of a temporary assignment has no legal boundaries provided
While there are no legal reasons why the length of a tempoary assignment should be limited, there are other considerations that suggest assignment limits might be helpful. 425-637-3312. ... many lower wage temporary workers consider themselves negatively impacted when asked to remain as temporary employees for long periods of time without being ...
eCFR :: 5 CFR Part 316 -- Temporary and Term Employment
Extension of the employee's temporary appointment beyond that date will be subject to the provisions of § 316.402. ( d) An employee who was serving under an excepted appointment with a definite time limit longer than 1 year may be retained under a term appointment. The term appointment is subject to all conditions and time limits applicable to ...
Temporary Assignment
Temporary assignment may be at level, or to a higher or lower classification of work or band. For roles at level, temporary assignment (rule 11) should be used instead of assignment (GSE s38 and 46) when two conditions are met: ... Therefore it is important to consider the possible length of a temporary assignment before an employee is ...
Temporary Assignments and Acting Appointments Policy
Definitions. Temporary Assignment: The action of adding or replacing job duties to an employee's existing position on a temporary basis. Acting Appointment: The action of appointing an employee to a different position on a temporary basis, where there is a vacancy and/or operational need that is anticipated to exceed 30 consecutive calendar ...
Military TDY: Temporary Duty Assignment Explained
Temporary Duty (TDY) is defined by the Department of Defense as: Duty at one or more locations, away from the permanent duty station (PDS), under an order, providing for further assignment or pending further assignment, to return to the old PDS or to proceed to a new PDS. Military branches under the U.S. Armed Forces have different references ...
Temporary Assignments
Temporary assignments are not the same as temporary positions. A temporary assignment has a definite time limit. However, there is no time limit on how long an employee works in a temporary position. ... To monitor temporary assignments, consider viewing the Temporary Assignments Approaching/Over 6 Months Within a 12-Month Period Report ...
IRS Letter Explains How One-Year Rule Affects Exclusion of Travel
The IRS has released an information letter explaining the statutory one-year rule that determines when a work assignment ceases to be temporary for purposes of travel deductions and the income exclusion for travel expense reimbursements. Generally, travel reimbursements are excludable if they would be deductible as ordinary and necessary ...
Late Assignments: Tips From Educators on Managing Them
Accepting an assignment late gives them time to get motivated or set up one-to-one support so they can focus on the work when they are ready. I do not want to distract students with rules ...