Tag Archives: global-spring-2015

Benelux: On the Rise

Traditionally a smaller market, companies are increasingly ‘testing the waters.’ By Audrey Roth EMEA growth as a whole has increased in recent years, according to the Everest Group Recruitment Process Outsourcing (RPO) Annual Report 2014. The EMEA market for RPO services grew from $407 million to $442 million in the past year. The increase in adoption in the Benelux region is contributing to the overall European market’s gradual climb. Organisations are able to see the obvious advantages, and will continue increasing in implementation as more consider the beneficial possibilities. For Randstad Sourceright, an operating company of Randstad, the second largest HR services provider in the world with global revenues of $22 billion, the Netherlands is proving to be a key constituent. The industry within the Netherlands had slowed down in the past few years, but times are changing as Jacques Van Den Broek, chief executive officer of Randstad Holding NV, recently shared on Bloomberg Television’s “On the Move.

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Editor’s Letter: The Right People in the Right Place

By Bill Hatton Editorial Director Global HR continues to grow -- and so this issue focuses on getting the right people in the right place, puts a spotlight on a growing European market, and digs deeper into the Asia-Pacific region. Among the highlights:
  • Global mobility and relocation: We offer up our annual Baker’s Dozen on Relocation, demonstrating which vendors are doing the best jobs at delivering the best value for their customers, according to their customers. Accompanying the ranking is a series of features detailing what’s working in global mobility.
  • Spotlight on Benelux: Margriet Koldijk, Managing Director of Global Client Solutions at Randstad Sourceright, leads us through the HR market in the Benelux countries – explaining that companies are testing the outsourcing waters there, and preparing for the economy to pick up.
  • Regional report on APAC: We have a pair of experts weighing in on the Asia Pacific region. Futurestep’s Sue Campbell discusses some ways the high competition for talent is impacting recruiting.

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Defining the Global Business Traveler

Keys for understanding the evolving definition of global mobility assignments—and the visa and immigration compliance concerns that accompany these shifts. By Jennifer Igva Most companies today are in expansion mode, sharpening their focus on growth inside and outside their home country; they are positioning their workforce to take full advantage of regional opportunities everywhere in the world. It is an exciting time, but also one that brings with it a range of global assignment types and added demands for visa and immigration compliance. There are some decided shifts in the types and lengths of global assignments, with a continued trend away from “fully loaded” long-term assignments to more shortterm and commuter assignments; international transfers, localisation and intra-regional assignments, as well as a rise in the visibility of extended business travelers (EBTs) and frequent business travelers (FBTs). Long-term assignments usually last three to five years and are costly, in part because they come with a higher tax commitment, include numerous benefits and allowances, and support accompanying dependents.

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‘Patience not an industry virtue’

Tim O’Shea, vice president consulting services, Graebel Relocation, shares his thoughts on the biggest challenges companies face in relocation. By Bill Hatton As part of our special section on Global Mobility and Relocation, we asked Graebel’s Tim O’Shea to comment on the state of the relocation market. What are the biggest challenges that companies (i.e., your clients and potential clients) face right now in international relocation? Speed is the biggest challenge for all of us – speed to understand everything about a new location or changes in a familiar location and speed to ensure expats or one-way transfers are in place, productive and delivering value as soon as possible. It seems we’ve found ourselves in a hyper-responsive world where complex questions with far-reaching ramifications need answering immediately, either by corporate relocation teams or by RMCs and their industry partners. Senior leaders ask simple questions like, “When can these three expats be on the ground in Kuala Lumpur? Why don’t we already have all the answers we need? I need them there tomorrow!” Whether expectations are fair or not, that’s the challenge we’re facing.

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