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.
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 Global 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 eight companies. We reached out to more than 35 providers of relocation services.
By The Editors
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 8 companies. We reached out to more than 35 providers of relocation services.
Organizations can expect costly fines—or worse—if they don’t follow the ever-changing rules of relocation compliance.
By Russ Banham
At the end of the last century, globalization resulted in an extraordinary uptick in the volume of employees on assignment abroad and the length of their stays. The tax, legal, and immigration rules limiting the duration of these assignments were different but difficult to enforce given the mass of assignees and their ebb and flow. Those days are long gone.
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.
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.
Ways to ensure organizations—and employees—get the most out of relocation.
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.
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.
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