Keeping Employees Moving
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.
Moving the Needle
Ways to diversify mobility programs in order to increase the number of female transferees.
By Debbie Bolla
Year after year, an increasing number of organizations recognize the importance of executing diversity and inclusion (D&I) initiatives in order to build an enriched workforce built on different backgrounds, values, and approaches. In fact, Deliotte’s 2017 Global Human Capital Trends reports that 69 percent of executives rate D&I an important issue. And it’s with good reason. Additional research from McKinsey finds that companies in the top quartile of executive-board diversity had 53 percent higher returns on equity than those in the bottom quartile. Plus the research notes that organizations with more female executives are more profitable.
Bon Voyage
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 organisation 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 organisation.
Tech on the Move
Exciting advances in virtual reality, artificial intelligence, and more are set to revamp the mobility industry.
By Christa Elliott
The phrases virtual reality, artificial intelligence (AI), and “mobile apps” have been buzzing around in TED Talks and business articles for years, but it wasn’t until more recently that HR caught up and started brainstorming innovative uses for this technology. Today, apps and AI programs run everything from recruitment processes to background checks, and now, the relocation industry has a seat at the tech table as well.
Overcoming Immigration Uncertainties
HR should consider four approaches to help navigate the ever-changing immigration regulations.
By Tim O’Shea
Immigration is one of the most complicated and important issues that HR professionals face today. An intricate lattice of social, political, religious, and economic forces collide to create ebbs and flows in immigration, as well as country-specific policies. Each day, people all around the world cross national borders in search of opportunity or refuge. But many governments are reacting to the growing anti-globalisation sentiment with proposals for stricter immigration rules and doubling efforts to enforce existing regulations.
Bon Voyage
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.
2017 Baker’s Dozen Customer Satisfaction Ratings: Relocation
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.
2017 HRO Today Baker’s Dozen: Relocation
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.
Pressure’s On
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.
Moving Ahead After 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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