Mr. Wildes

Hospitality Law

L-1 Visa: Transferring Employees From Overseas for Work in the U.S.

By Michael Wildes, Partner , Wildes & Weinberg

Few industries can boast the worldliness of the hospitality industry. As hotels and lodges seek out tourist hubs and travel spots worldwide, the industry has largely trended toward international expansion. Today Americans can travel to any corner of the globe and find a hotel brand that they know and trust. Just as the industry’s patrons are traveling now more than ever, employees, too, are increasingly being transferred from one overseas location to another. When certain requirements are met, employees from the international office of one company can be transferred to a domestic office with relative ease courtesy of the L-1 intra-company transfer visa.

In particular, we are aware of one major, international hotel chain that has a smart, established practice of bringing interested employees to the United States as J-1 visa trainees. The trainees spend a year becoming familiar with the company’s signature practices, then return to an office abroad in a management capacity to implement the skills they have learned. If the company wishes for them to return to the United States, the employees are well positioned to become L-1 visa intracompany transfers, for reasons that will be outlined below. Such programs attract motivated job candidates, offer upwardly-mobile career paths and build a well-trained job corps for the hotel. For other hotels large enough to do so, taking advantage of the L-1 visa program is a winning move. Who is eligible?

In order for an intracompany employee transfer to qualify for an L-1 visa, a qualifying relationship must first be established between the U.S. and the overseas entity. According to the United States Citizenship and Immigration Service (USCIS), the overseas office must be a parent company, branch, affiliate, subsidiary or joint venture of the American entity. Given the nature of the hospitality industry, satisfying this requirement should pose little difficulty, with the exception of boutique hotels and some lodges.

Only certain employees are eligible for L-1 visa classification. They must be either managers, executives or “specialized knowledge” employees. Managers and executives apply for L-1A visas and professionals possessing “specialized knowledge” apply for L-1B visas. USCIS considers specialized knowledge to consist of proprietary skills, knowledge and/or experience of a company’s procedures, systems or services. Specialized knowledge might include a hotel’s unique guest offerings, or experience working with a proprietary software system.

In order to transfer a foreign employee to a U.S. office, the employee must have worked in the capacity of executive, manager, or employee with specialized knowledge for the foreign entity at least one year during the three years preceding the filing. Unlike the H-1B specialty worker visa, there is no annual limit—or “cap”—on the number of L-1 visas granted per fiscal year.

L-1 Validity Periods

The L-1 visa is a non-immigrant visa, meaning that it is temporary in nature and for those who do not intend to reside permanently in the United States. Generally L-1 visa status is issued for an initial period of three years, although L-1A visas are extendable in two year increments for a maximum of seven years and the L-1B visa may be extended for a total of five years.

The L-1 visa may legally be used as a stepping stone to a green card under the doctrine of dual intent, and spouses and unmarried children under the age of 21 are allowed to join the principal worker under L-2 status. L-2 dependant spouses are permitted to work in the U.S.

In past articles, we have written about the J-1 and H-3 trainee visa categories. While these visa classifications present many advantages for the hospitality industry, they also have a fixed end-date. For employers who are frustrated with training talented associates only to have them be required to return home at the end of their visa validity period, the L-1 visa may provide an excellent solution.

L-1 Blanket Petitions

In certain instances, it may be advantageous for a company to file for an L-1 blanket petition. An L-1 blanket petition acts as a general pre-approval for large companies that frequently transfer employees to the U.S. Rather than submitting new petitions every time an employee is moved from overseas to an American office, a company with an approved blanket petition has already demonstrated its eligibility for the classification. Its transferees won’t have to wait for individual USCIS approval before they arrive at a U.S. consulate to receive their visa.

To qualify, the U.S. company must:

  • Be engaged in commercial trade or services;
  • Have a U.S. office that has been doing business for one year or more;
  • Have three or more branches, subsidiaries or affiliates; AND
  • Fulfill one or more of the following:
    a) Obtained at least 10 L-1 visas for its employees within the last 12 months;
    b) Have U.S. subsidiaries or affiliates with combined annual sales of US$25 million or more; OR
    c) Have a United States workforce of at least 1,000 employees

Challenges Facing L-1 Visa Classification

Over the last several years, it has become increasingly difficult to get L-1 petitions approved. With the hopes that the U.S. will emerge stronger and more financially secure at the end of the current recession, the government seems to be adopting a very limited stance on admitting foreign-born workers. This means that individuals being transferred to an American office must posses unique or proprietary knowledge not otherwise found in American employees. A visa classification that was once vulnerable to fraud, the L-1 visa is being closely scrutinized. As such, unless the employee is truly qualified and clearly fulfills the regulatory criteria, the petition may not be favorably adjudicated.

Is the L-1 Visa Right For Your Hotel?

The L-1 visa classification provides an excellent option for hotels with an international presence that regularly hire foreign-born employees. When the H-1B specialty worker visa reaches its 65,000 visa cap, employment-based visa options can sometimes be scarce. If a hotel qualifies for L-1 visa transfers, they need not worry about coordinating start dates to accommodate the “cap” as they would for H-1B workers. Hotels that qualify for L-1 blanket petitions have even fewer hoops to jump through, making overseas employee transfers as easy as they ever will be.

While the L-1 visa is not always as adaptable as the more versatile H-1B visa, it is an invaluable resource for companies that qualify for its use. If your hotel is large enough to utilize this excellent classification, we highly recommend doing so. International employees bring with them a wealth of experience and irreplaceable global perspective. Transfer them to the U.S. and you just might find that they bring you the competitive edge you—and your guests—were looking for.

Michael Wildes is the Mayor of Englewood, NJ, an immigration lawyer and a former federal prosecutor. As partner of preeminent immigration law firm Wildes & Weinberg, Wildes has become internationally renowned for having represented the United States Government in immigration proceedings, for the successful representation of several defectors who have provided hard-to-obtain national security information to the United States and, most recently, for obtaining an injunction to prevent Libyan leader Muammar Gaddafi from residing in New Jersey during the 2009 UN Summit. Mr. Wildes can be contacted at 212-753-3468 or mwildes@wildesweinberg.com Extended Bio...

HotelExecutive.com retains the copyright to the articles published in the Hotel Business Review. Articles cannot be republished without prior written consent by HotelExecutive.com.

Receive our daily newsletter with the latest breaking news and hotel management best practices.
Hotel Business Review on Facebook
RESOURCE CENTER - SEARCH ARCHIVES
General Search:

MAY: Green Hotels: Eco-Friendly Principles and Best Practices

John Cario

As kids we probably all heard our parents tell us not to waste our food. Ever since our opening in the restored historic Miller & Rhoads department store building, our Hilton Garden Inn Richmond Downtown takes that sentiment to heart. Our hotel established a baseline environmental program in 2010 and made commitments to continuously improve our environmental performance over time. In March 2011, we made the decision to begin composting our food wastes. Since then, the hotel has diverted nearly 30 tons of food waste from piling up in landfills. We are the first and only hotel in the region to compost its food wastes. READ MORE

Christopher  Bush

It was only natural that the son of legendary ocean explorer Jacques Cousteau would carry on his father’s legacy of conservation through education. Thrown overboard into the ocean by his father when he was seven years old, Jean-Michel Cousteau has since dedicated his life to preserving the seas. As the founder of the Ocean Futures Society, Cousteau has produced dozens of films, written hundreds of articles and developed school curricula that strengthen the critical bond between people and the sea. In 1989, seeking to demonstrate the economic benefits of sound environmental practices, Cousteau first associated himself with the Jean-Michel Cousteau resort in Fiji. READ MORE

Lawrence Adams

As hotel owners invest in sustainable systems and obtain LEED certification they look for the benefits that derive from their investments. Savings in energy costs and water bills may be evident on the hotel's financial books but the hotel's contribution to the health of the planet may not always be evident to the guests. Many hotels feel it is important to wear their LEED badge on their sleeve by having visible attributes such as solar panels, retention ponds, solar shading and wind generators as physical evidence of their good deeds. These hotels are striving to be conspicuously sustainable. READ MORE

Robert Kwortnik

As the international tourism industry grapples with increasingly complex matter of sustainability reporting, a series of roundtables and studies developed by the Cornell Center for Hospitality Research focus on the "material items," that is, the practices and products that count the most in a hotel or restaurant's carbon footprint. These material items are the key issues for stakeholders, including customers, suppliers, and regulators, and these items have the greatest impact on a company's sustainability profile. While there is some variation in the material items for various businesses, the most important issues are remarkable similar across different industries. READ MORE

Coming Up In The June Online Hotel Business Review


Feature Focus
New Trends in Hotel Architecture and Design
On any hotel design project, architects are generally serving at least three masters - the owner/developer, the hotel operator, and the general public who will utilize the hotel - and each have their own goals, objectives and demands. The owner/developer is concerned with brand standards, the target market and the hotel's locale, while the operator is concerned about achieving the highest possible revenue through efficient design. The public is demanding that architecture and design be fully integrated into the guest experience, based on prevailing tastes and preferences. The architect's role is to respond professionally and efficiently to meet the demands of all and to develop a unified solution. Though each project has its own prerequisites and obligations, there are some general design trends which seem to be prevalent across the industry. First, there is an increased emphasis on the importance of the lobby. The principle here is that first impressions matter and that a hotel has only a few minutes to convince a guest that they have made the right decision. Hotel lobbies are being completely re-imagined - from eliminating front desks altogether to turning lobbies into warm, intimate social spaces, replete with fireplaces and comfortable furniture. There is also an increasing use of ambient natural light, even in large spaces like ballrooms and meeting rooms. In addition, there is greater emphasis on incorporating the distinctive attributes of any given location into the hotel design, which guests are defining as central to their experiences. The June issue of the Hotel Business Review will report on all these exciting developments in the fields of architecture and design.
In this issue...
Experiential Design Across All Sectors
Challenges of Contemporary Design in Historic Buildings
Ideal Meeting Spaces Should Offer Flexibility, Flexibility and Then Some
The Hotel Lobby
PLUS: Keeping an Eye on the Return on Design; Check In To the Future; L'AND Vineyards Wine Resort; How to Preserve Architectural Detail; Catering to Women in Hotel Design; Sustainability Retrofits, and much more.