Mobility - June 2020 - 44

Applying Relo EQ means
that organizations implement
a relocation program that
can proactively address the
emotions that naturally run
high during the transition.
WHY THE EXPERIENCE MATTERS
IN TALENT MOBILITY

According to Deloitte's 2019 Global Human Capital
Trends, one of the biggest challenges for organizations
is the need to improve the employee experience. It suggests that employers do this by addressing the "human
experience" at work. This involves understanding
workers' aspirations and how the business can connect
them back to the organization and society as a whole. 
When businesses neglect the emotional toll a
relocation has on an individual, the experience may
feel cold and inhuman. This leads to feelings of
anger, productivity loss, and potentially, retention
issues. As Deloitte's study found, employers need
to put the human experience back into the work.
Mobility can be a great incentive to retain and
attract top talent, but only if the relocation process
is given the attention it requires.
In his book Everybody Matters, Bob Chapman
suggests that leaders think of their employees
as someone's "precious child." He explains that
when people feel supported by their company, it
improves their work life, which makes their home
life better, and vice versa.
Helping reduce your employees' loneliness, it
turns out, is good for business. Lonely workers take
twice as many sick days as nonlonely workers-9.5
days, compared with 4.2 days-according to Cigna.
And researchers at Pennsylvania's Wharton School of
Business report that lonely workers are less committed to their organization and have lower performance
ratings from their supervisors.
Our research in IMPACT Group's People Perspective
on Relocation report highlighted that 41% of millennials
expressed that making friends in the new location is
a top priority. Many studies, including ours, find that
loneliness increases following a move, especially among
singles. Something as seemingly simple as helping

44 Mobility | June 2020

your employees build connections in their new location
can make a difference. Again, from the SCARF model,
increased feelings of relatedness can make employees less
likely to move on should the right opportunity arise.
Helping employees manage emotional situations
during a relocation is imperative, because if they feel
lonely, fearful, anxious, or angry, their work performance will suffer, and everything from productivity
and engagement to an organization's recruitment
efforts will be impacted. Examples of services that
make a difference in this way are settling-in services,
spouse or partner employment support, and cultural training. These services enhance Relo EQ by
minimizing the perceived threat level in the future
state, thereby improving productivity and increasing
employee retention and engagement. 
When a spouse or partner of a relocating employee
is out of work, the negative effects can lead to the
employee's resignation. Not only is the spouse dealing
with loss of professional identity and loneliness due to
lack of co-workers and friends, but there's also stress
from the loss of income. IMPACT Group's data shows
that the average salary of an accompanying spouse or
partner is more than $75,000. The uncertainty of that
financial gap could be a major determining factor in
whether a candidate will accept a relocation offer or
not. We should also consider the emotional challenges that emerge from a prolonged job search in an
unfamiliar city. Job search assistance is one concrete
option that, for a minimal investment in the relocation
policy, can significantly reduce the threat of that future
financial uncertainty and enable greater levels of focus
and productivity for mobile employees.

MOBILITY IN TALENT DEVELOPMENT

Talent mobility is a critical way for employees to
develop their skills across functions, jobs, projects, and
geographies, and many employees want opportunities
to expand these skills. Mobility can improve critical
thinking and help workers demonstrate their leadership-both of which are vital when vying for management or executive-level positions. However, mobility
opportunities can backfire on an organization if the
relocation experience it offers focuses only on logistics.
Organizations can no longer expect to source and
hire enough people with all the capabilities they need.
They must move and develop people internally in order
to thrive. Our research found that 51% of employees
accept a move for the purpose of career development
and 22% say they moved for a promotion opportunity.



Mobility - June 2020

Table of Contents for the Digital Edition of Mobility - June 2020

Mobility - June 2020 - Cover1
Mobility - June 2020 - Cover2
Mobility - June 2020 - 1
Mobility - June 2020 - 2
Mobility - June 2020 - 3
Mobility - June 2020 - 4
Mobility - June 2020 - 5
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Mobility - June 2020 - Cover3
Mobility - June 2020 - Cover4
https://www.nxtbook.com/ygsreprints/WERC/mobility-june-2021
https://www.nxtbook.com/ygsreprints/WERC/mobility-may-2021
https://www.nxtbook.com/ygsreprints/WERC/mobility-april-2021
https://www.nxtbook.com/ygsreprints/WERC/mobility-march-2021
https://www.nxtbook.com/ygsreprints/WERC/mobility-february-2021
https://www.nxtbook.com/ygsreprints/WERC/mobility_122020
https://www.nxtbook.com/ygsreprints/WERC/mobility_112020
https://www.nxtbook.com/ygsreprints/WERC/mobility_102020
https://www.nxtbook.com/ygsreprints/WERC/mobility_092020
https://www.nxtbook.com/ygsreprints/WERC/mobility_082020
https://www.nxtbook.com/ygsreprints/WERC/mobility_072020
https://www.nxtbook.com/ygsreprints/WERC/mobility_062020
https://www.nxtbook.com/ygsreprints/WERC/mobility_052020
https://www.nxtbook.com/ygsreprints/WERC/mobility_042020
https://www.nxtbook.com/ygsreprints/WERC/mobility_032020
https://www.nxtbook.com/ygsreprints/WERC/mobility_022020
https://www.nxtbook.com/ygsreprints/WERC/mobility_012020
https://www.nxtbook.com/ygsreprints/WERC/mobility_122019
https://www.nxtbook.com/ygsreprints/WERC/mobility_112019
https://www.nxtbook.com/ygsreprints/WERC/mobility_102019
https://www.nxtbook.com/ygsreprints/WERC/mobility_092019
https://www.nxtbook.com/ygsreprints/WERC/mobility_082019
https://www.nxtbook.com/ygsreprints/WERC/mobility_072019
https://www.nxtbook.com/ygsreprints/WERC/mobility_062019
https://www.nxtbook.com/ygsreprints/WERC/mobility_052019
https://www.nxtbook.com/ygsreprints/WERC/mobility_042019
https://www.nxtbook.com/ygsreprints/WERC/mobility_032019
https://www.nxtbook.com/ygsreprints/WERC/mobility_022019
https://www.nxtbook.com/ygsreprints/WERC/mobility_012019
https://www.nxtbookmedia.com