Moving Ahead After Brexit

HR Brexit

Experts tackle potential relocation issues and upcoming mobility challenges as the U.K. leaves the EU.

By Belinda Sharr

When Brexit unexpectedly happened in June 2016 and defied expert predictions (The Economist reported 85 per cent of polls said Britain would remain in the EU), many HR executives across the EMEA region were left wondering about the future—specifically how the announcement would impact relocation trends. Now that a few months have gone by, mobility strategies are taking shape as the U. K. plans its exit from the EU by March 2019.

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Millennials on the Move

HR Outsourcing

Younger workers are ready and willing to relocate. Use it to your benefit.

By Tim O’Shea

Twenty years ago, only a small percentage of the workforce—typically C-suite executives—expected to relocate for career advancement. Now the industry is seeing a significant shift toward younger employees relocating to grow professionally. It’s changing how organizations think about talent acquisition, retention, and development and how employees map their lives and careers. In fact, a new Wakefield survey for Graebel found that millennials are willing to relocate for work, believe mobility is essential for career advancement, are willing to postpone life milestones for professional development, and are highly independent.

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Curbing Costs, Not Services

HR Outsourcing

Ways to ensure organizations—and employees—get the most out of relocation.

Debbie Bolla

It’s no surprise that the cost of relocation continues to plague HR executives. With assignments costing organizations up to $85,000 for homeowners, according to Worldwide ERC, the pressure to stay on budget and show return on investment (ROI) remains critical. According to Brookfield Global Relocation Services’ 2016 Global Mobility Trends Survey, 96 percent of respondents report the push to decrease spend has become more important or is the same as last year.

“Controlling mobility costs is crucial because many parts of our business are trying to work within limited budgets, and when they see how expensive it is to relocate someone or send someone on an international assignment, they often quickly change their minds,” says Jackie Blais, manager of enterprise mobility for global materials manufacturer Avery Dennison.

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HRO Today 2017 Resource Guide

HRO Today Resource Guide

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.

View the 2017 Resource Guide here

Moving to the Next Level

HR Outsourcing

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.

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Mobile Millennials

The top three strategies for relocating—and retaining—younger workers.

By Marta Chmielowicz

As the labor pool becomes younger, more savvy, and more demanding of their employers, forward-thinking organizations are enlisting new mobility solutions that are more attractive to Millennials whose age and life circumstances make them ideal candidates for relocation. These changes are no surprise as younger workers have different priorities and expectations for job fulfillment.

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Moving to the Next Level

HR Outsourcing

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.

The reality is that relocation should be working in both of these ways—and the expectations placed on global mobility professionals are only growing and becoming more strategic. So where does the process of alignment begin? A good place to start is by identifying the greatest barriers to alignment and crafting long-term solutions. Here are just a few of the problems that keep mobility and talent management disconnected—and ways to solve them.

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2016 Baker’s Dozen Customer Satisfaction Ratings: Relocation

Top providers in relocation services ranked based on customer satisfaction surveys

HRO Today’s Baker’s Dozen rankings are based solely on feedback from buyers of the rated services. The ratings are not based on the opinion of the HRO Today staff. We collect feedback annually through an online survey, which we distribute both directly to buyers through our own mailing lists and indirectly by sending service providers the link to send to their clients.

Once collected, response data are loaded into the HRO Today database for analysis to score each provider that has a statistically significant sample. For this survey, we required 10 responses from seven companies, and we received feedback from more than 200 verified customers.

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Relocation And The New Hire

Relocation in HR

More care is needed to address the emotional experience

By Russ Banham

It’s one of the most difficult decisions a person must make—whether or not to take the job offer that requires relocation to a new city. The way that this delicate decision is handled by the hiring organization may determine the new employee’s level of engagement from that point forward, with attendant retention risks as well.

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