Experts offer best practices for executing a more inclusive relocation strategy.
By Marta Chmielowicz
Molly is an experienced sales manager at a company that is expanding its operations to India. She is a single mother of two children—one of whom has special needs and requires therapy and tutoring. The new location has an opening for a regional sales manager, but she feels she is overlooked due to her complex family situation.
We rank the top providers based on customer satisfaction surveys.
By The Editors
HRO Today’s Baker’s Dozen Customer Satisfaction Ratings 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 to buyers directly through our own mailing lists and indirectly through service providers.
Today’s mobile applications are helping organisations maintain immigration compliance.
By Jennifer Baillie-Stewart
In this globally connected age, executives from practically every industry are searching both domestically and abroad to source the best talent they can find. In fact, sourcing talent from another country has become imperative: According to a 2017 study from the Council of Global Immigration, 74 per cent of CEOs feel that obtaining work visas in a timely, predictable, and flexible manner is critical to their business objectives.
The EMEA region calls for special considerations when managing relocation.
By Jonathan Langueneur
As the world becomes more globalised, cross-border transfers are becoming more common. Permanent relocations can be a win-win for both organisations and employees alike; they can help companies achieve talent and workforce management goals whilst offering workers personal and professional development. They are also an effective way for companies to develop or retain talent, especially in the EMEA region where employees have greater freedom to move across borders.
Recent research shows that organizations need to align their relocation incentives with employee desires to fill key skills gaps.
By Donna Chamberlain
Globalization has integrated industries and markets internationally, and demand for skilled employees in both developing economies and the traditional powerhouses continues to grow. Even with an increasingly complex international landscape, 18 percent of employees across the globe are eager to accept a job offer abroad, according to BDO and Ipsos’ latest Global Employee Mobility Report. However, this marks a seven percent decline from 2012, indicating that motivating employees to accept international assignments is becoming increasingly challenging.
By Audrey Roth
The recent rocky state of the economy has challenged organizations to rethink their global mobility strategies. One particular driver has been talent. How can organizations find, attract, cultivate, and retain the top talent? One solution is to align their global mobility strategy with talent management goals. Organizations can enhance their employer brand, develop the workforce, retain top talent, and engage their employees by allowing them to have new professional experiences in a variety of geographic locations. The integration of these goals can make planning the global mobility program an attainable action item.
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