work-from-home

28 Jul How Can Employers Get Over Where People Choose to Work; Evolution of Global Mobility

Posted in Corporate Culture & Training, Corporate Housing, Global Mobility, Remote Work, Work from Home by

The global shift to a more digital workforce had caused businesses to panic as the pandemic forced communities to go on lockdown. Businesses and employees that were quick to adapt under difficult circumstances have no choice but to embrace new working conditions.

According to the 2021 EY Work Reimagined Employee Survey, 9 in every 10 respondents considered flexibility in where they work and when they work incredibly important. Moreover, the survey found respondents give more importance to flexibility in work location when asked to choose between the two.

The numbers should prompt employers, HR practitioners, and global mobility representatives to develop talent strategies to satisfy a much more demanding workforce. The demand for flexible working conditions does concern some companies who rely heavily on onsite work, especially those of brick-and-mortar in nature.

However, many tech companies situated in Silicon Valley are expecting to implement a hybrid workforce, balancing between remote and onsite work. One would think that tech giants would opt for a permanently remote workforce, but companies such as Apple and Uber are expecting employees to come to the office three days a week initially in September but is looking more like it’s only going to happen by mid-January. Given the competitive nature of its industry, it’s not all too surprising for companies to decide to shift to onsite work to protect their best interest. 

Coincidently, California Corporate Housing has observed a trend of employees from similar-natured businesses considering leasing in Northern California. 

Post-pandemic global mobility 

The pandemic has changed business practices in the global mobility landscape. With vaccination rollouts, companies have begun to consider how global mobility will look in a post-pandemic era. It just might be the perfect time to optimize and adapt existing global mobility programs that would best fit in a post-pandemic world.

Deloitte suggests companies set business objectives while reviewing their policies with these goals in mind in anticipation of post-covid business conditions.

A good place to start, according to the tax firm, is to ask these questions:

  • What are the businesses’ post-pandemic objectives and do their current global mobility program support those objectives? Do they need to introduce different assignment types?
  • The pandemic has changed the priorities and opinions of many employees. What is the employee sentiment? Are employees as willing to go on assignment and under the same conditions?
  • Are compensation and benefits packages aligned to business and talent objectives?
  • Is there a need to implement additional safety, health, and wellbeing measures, including appropriate insurances to cover for pandemics, repatriation arrangements, etc.?
  • Do they need to offer employees extra support to navigate immigration and travel restrictions where applicable — and who bears this cost? What processes should you have in place to stay updated on changing international restrictions?

Answering these questions will greatly aid companies in preparation for a surge in mobile talent. According to Redfin, “the number of Americans moving across county lines will surpass 14.5 million, as everyone settles into their post-pandemic ways of living in 2021.”

As more than half of the year has passed, research proved this prediction to be true. Randstad conducted a survey where one in five Americans changed jobs and another 37% considered doing so. Even amid a pandemic, several were able to relocate and find suitable work for themselves.

Given these numbers, it wouldn’t hurt for global mobility experts to analyze how they can best cope with this prediction. Plus Relocation recommends prioritizing cost estimates and authorization lead time 

Cost estimates

The high demand for relocation and the low means to do so has caused a variety of issues that have cost implications. The variability of pricing in transportation, temporary housing, gas, and relocation, should be carefully looked into. It’s important to communicate to stakeholders involved in the price ranges what they should be expecting in mobility programs. This results in a better relocation experience for the employee and costs reductions for the company.

Authorization lead time

Mobility programs run more smoothly provided that in-depth analysis and planning have been conducted in creating these programs. It’s important to provide stakeholders a timeline of relocation processes that might take longer. 

With all that being said, the global mobility landscape will have to continuously adapt due to the unique disposition the business world is currently in.

Tags: