“Don’t give people what they want, give them what they need.” Joss Whedon
Organisations watching their budgets is nothing new. Ever get the feeling you’re having to do more with less? Technology can make processes more efficient, and traditional relocation services are hard to differentiate. The struggle is real: a whopping 96% of global mobility professionals cited pressure to reduce or contain costs according to the Brookfield Global Mobility Trends Survey 2016.
There are different ways organisations try to control costs: localised one-way packages, “Local Plus”, lump sum or minimum allowances such as household goods only are increasingly common due to the need to control budgets.
In their Talent mobility 2020 and beyond report, pwc predicts a 50% growth in mobile employees by 2020. 71% of millennials are widely reported to want overseas experience at some stage in their career. It’s no surprise that there’s an emphasis on cost and efficiencies when evaluating the global mobility process in organisations.
It’s crucial to consider the employee experience within global mobility to note demographic changes, along with wider trends in time, task and information management. Using technology to simplify and automate monitoring and customisation is now more achievable.
Costs
The most important factor with a move. The Global Mobility professional needs to consider tax obligations, compliance as part of the first step: Cost estimation.
From an employee perspective, they won’t want to be out of pocket from the move and will need to think about their repatriation so that they don’t fall short when they return. An ‘ideal’ package will include salary and other compensation as appropriate, such as flights ‘home’, accommodation allowance, and support for the family to ensure they have a smooth transition.
The cost-benefit analysis for both parties is important - and at this stage, there'll be a further analysis on behalf of the employee and their family to determine whether the opportunity and experience is a good one, in relation to the needs of the partner and the family.
External factors
It pays to mention the external influences that need to be considered. We live in a VUCA world: on one hand, travel is ever easier and we are more globally mobile than ever. As individuals, we consider our financial security, political stability, personal safety, children's future, spouse career, lifestyle priorities and so on. Less generous allowances than previously available make it harder to fall in love with the opportunity, leaving it to the experience to do the heavy lifting.
Ideal Experience elements
There are 3 key elements that can lead to a productive and focused employee from the outset.
Preparation - relocation is complex, not least for the employee navigating what is likely unchartered waters. Being forearmed is being forewarned. It’s impossible to know ‘what we don’t know’, so it pays to encourage and empower employees to be proactive. Guide them through the relocation, provide an idea of the process, an insight into the steps involved, timeframes, escalation points, tasks to carry out, the costs they will incur.
Awareness - a 360 degree view of what lies ahead. This significantly decreases anticipatory stress, allows for thought-through decisions, and ultimately, minimises any regret or question throughout the process. Offering resources and support around cultural norms, what they can expect emotionally and otherwise - an overall knowledge of ‘how things work’ allows them to see a clear path ahead. Assurance is important- and this essential component provides it.
Set up - smooth set up will only occur with the right preparation and awareness. Upheaval arises when a child can’t be enrolled for school, a partner’s qualifications aren’t recognised so they can’t work, or a rental property can’t be secured. The ability to hit the ground running pays back in productivity and focus for the organisation.
Delivering the ideal experience
Delivering on the elements above need’t be costly nor complex. We all have Google, Facebook Groups, forums and guides. They can, however, be overwhelming at best - unreliable at worst. All of us have a smartphone, Google Maps and a form of transport. So, crafting the credible practical and emotional support is the next trick:
Practical support - Settling in is a sequence of practical subjective exercises. How to apply all of the preparation and knowledge to their own needs and lifestyle will be top priority for the employee
- Where is the local chemist?
- Where should I live?
- What forms do I need to fill in?
- How does health system work?
- How do I find a doctor?
- Where do I buy plugs?
- How do I find a school for my child?
- How does public transport work?
Helping to answer these burning questions in the form of information kits, online programs, virtual support - all can be done cost effectively with great employee satisfaction.
Emotional support - In the 65% of cases the assignments fail, it will do so because of inadequate family support - connecting employees and their families with other families, and helping to facilitate the social aspects of the relocation will give the relocation a better chance of success.
Feeling at home and settled is again, subjective, and very personal. How to achieve great employee engagement has long been analysed, cogitated, studied and analysed. It’s an art.
In their most basic form, human needs were outlined by Maslow in his Hierarchy of needs: when extrapolated, emotionally we require stability, friendship, trust, receiving affection, respect from others, and self-fulfilment.
Apply this to the relocation experience, and we can:
- Provide information and support early in the process - when the relocation is still being considered. Confusion, overwhelm and anxiety will be at its worst at this time, so it’s an opportune time to nip these issues in the bud.
- Involvement - of the employee and their spouse. Keep them abreast of progress, anticipation and not knowing is unsettling at the best of times. Even worse when your future hangs in the balance.
- Regular communication - escalation points, key contacts, no one can be accused of over communicating to a nervous expat-to-be
Is this too idealistic?
Is this suggestion of an 'ideal relocation experience' in fact, too idealistic?
I'd love to hear your thoughts. Thanks for reading.
This is an adapted version of an article originally published on LinkedIn.