HRO Today September 2016 - 64

Relocation
the people in charge of creating that agenda-the seniorlevel
HR staff at corporate. As long as professionals
in these two areas are on the same page, long-term
strategy can remain at the forefront. But without this
communication, the implementation of organizationwide
goals will suffer.
" In many cases, there aren't a lot of engagements or
opportunities to build dialogue and relationships [with
relocated employees], " says Bill Graebel, owner and CEO
of Graebel Relocation. " Companies are so large that the
leaders of various functions, good-natured as they are,
don't really know who's who in terms of who they should
be having those dialogues with between corporate and
line management and, to even take it further, in units
that are outside the headquarter country locations. "
The lack of communication between external business
units and corporate can mean that relocated employees
make talent management and acquisition decisions
autonomously and are largely left out of organizational
strategy in these areas. To remedy this, organizations
should consider making structural changes that allow
globally mobile employees to report directly to talent
management.
Keeping mobile employees in direct and regular contact
with talent management ensures that they never lose
sight of the organizational mission and always feel like
they are a part of the corporate community. This strategy
also gives talent management a better understanding of
relocated employees' needs, concerns, and potential for
contribution.
" In last year's survey, we saw evidence that companies
with direct reporting links to talent management had
implemented processes that support a more mindful
set of practices around expatriation, " says Diane
Douiyssi, director of consulting services at Brookfield
Global Relocation Services. " For example, where global
mobility reports into talent management, significantly
more companies require a statement of the assignment
objectives and business justification at the outset of an
international assignment than companies that don't have
this direct reporting relationship. These companies also
tend to have formal career management processes in
place and measure ROI more often than those that have
mobility report directly to other departments. "
Research and reprioritize. Why are mobile employees so
out of alignment to begin with? The answer lies in their
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HRO TODAY MAGAZINE | SEPTEMBER 2016
numbers. Global mobility is typically a very small segment
of the workforce, and their lack of representation means
that they often fly under the radar of HR's priorities.
To alleviate this problem, Graebel suggests that
organizations make global mobility a higher priority and
work to highlight its strategic value through research
and data sets. " In many cases, that intersection of
talent mobility and talent management hasn't hit the
cut line of a must-win battle because for years, there
hasn't necessarily been a need for a strategic lens on
those things, " he says. " On a tactical basis, [global
mobility] is a function of the war for talent that exists
in so many industries, and on a strategic basis, it relates
to sustainability and competitiveness. The challenge is
picking the right data sets to really lock in on...and [to
do that] you need to start looking at the critical data to
know who and when and where and why that company
relocates its employees. "
Once companies have gathered critical information about
the goals for relocation, employee productivity while on
assignment, as well as the cost effectiveness of their trip,
it will be easier to ascertain the strategic importance of
relocated employees and the need for better alignment.
Relocate strategically. Quality of hires can also be a
source of woe when it comes to keeping everyone on the
same page. When candidates for relocation are selected
based on demonstrated performance alone, they may
have a hard time making the transition into their new
roles.
" One of the most neglected areas of global mobility
support is on the front end of international assignments, "
Cici Franchi, MSI Mobility's senior director of global
consulting and advisory services explains. " Too often,
candidates are chosen quickly without adequate decision
making based exclusively on the required work-related
skills, without giving adequate consideration to cultural
adaptability, global readiness, and preparedness. "
An international assignment is often viewed as a
perk and a unique opportunity to hone and develop
professional skills, but not all employees are in the right
position personally or professionally to take on the
challenges that come along with it.
For example, an employee who has spent several years
with the company and attained a deep familiarity
with its culture might seem like an obvious candidate

HRO Today September 2016

Table of Contents for the Digital Edition of HRO Today September 2016

HRO Today September 2016 - 1
HRO Today September 2016 - 2
HRO Today September 2016 - 3
HRO Today September 2016 - 4
HRO Today September 2016 - 5
HRO Today September 2016 - 6
HRO Today September 2016 - 7
HRO Today September 2016 - 8
HRO Today September 2016 - 9
HRO Today September 2016 - 10
HRO Today September 2016 - 11
HRO Today September 2016 - 12
HRO Today September 2016 - 13
HRO Today September 2016 - 14
HRO Today September 2016 - 15
HRO Today September 2016 - 16
HRO Today September 2016 - 17
HRO Today September 2016 - 18
HRO Today September 2016 - 19
HRO Today September 2016 - 20
HRO Today September 2016 - 21
HRO Today September 2016 - 22
HRO Today September 2016 - 23
HRO Today September 2016 - 24
HRO Today September 2016 - 25
HRO Today September 2016 - 26
HRO Today September 2016 - 27
HRO Today September 2016 - 28
HRO Today September 2016 - 29
HRO Today September 2016 - 30
HRO Today September 2016 - 31
HRO Today September 2016 - 32
HRO Today September 2016 - 33
HRO Today September 2016 - 34
HRO Today September 2016 - 35
HRO Today September 2016 - 36
HRO Today September 2016 - 37
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