Bringing a positive candidate experience to relocation assignments can be a key differentiator.By Christa Elliott
Most HR professionals agree that creating an outstanding candidate experience—from recruitment through onboarding—is a great way to boost employee engagement and well-being. But relocated employees, whether they are new hires or transferees, will have a very different “candidate experience” due to the special circumstances of their employment and the careful planning that goes into a relocation. Done well, a relocation can illustrate that the organization is invested in the employee’s success and growth. But if the relocation assignment isn’t given special attention and care and becomes stressful for the employee, it can work against the organization.
A 2017 study by CareerArc found that 99 percent of employers believe that managing employer brand and reputation (including through candidate experience) is important to attracting top talent.
We know that the readers of HRO Today magazine turn to us as a go-to resource in the HR industry that delivers trends, insights, and the top resources for all of their HR operations and service needs. In our annual resource guide, we aim to showcase providers and product vendors across 18 sectors of HR services.
Here, you will find providers of everything from recruitment process outsourcing (RPO) to benefits administration and multi-process HRO, not to mention a treasure trove of HR technology, consulting services, and other ancillary products.
We hope that our 2017 Resource Guide will serve you well as a starting point in your search for appropriate vendors.
Four strategies organizations can leverage to better align global mobility with talent management.
By Christa Elliott
In today’s competitive business environment, mobility is more than just relocating employees to new markets. It means creating a global business plan around the drivers and goals for annual relocations—and seeing beyond the bottom line in terms of measuring the efficacy of mobility programs.
Unfortunately, there is often a disconnect between global mobility efforts and larger organizational objectives for talent management, especially within large companies. This can make strategic, talent-oriented actions, such as hiring and benefit management, difficult to synergize. There are several reasons for this disconnect, including a divided understanding of the purpose of global mobility function. In fact, new research from Brookfield Global Relocation Services suggests that while 46 percent of employees say that the primary role of global mobility is to support and serve relocated employees, another 44 percent believe that global mobility mainly exists to provide expert advice to stakeholders throughout the company.
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