EU AUDIT ROTATION / GLOBAL TRADE ROLLER COASTER / BOOK: SWITCH / MARKET: INDIANAPOLIS / DESTINATION: GHANA

Magazine of Worldwide ERC® March 2019

or Do Not Disturb?

DO YOU HAVE MOBILITY 20/20 VISION? CHANGE: WHY THE HHG INDUSTRY MUST EMBRACE IT

STARTING FROM SCRATCH BUILDING A MOBILITY PROGRAM We stand above the rest.

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United Van Lines, LLC/U.S. DOT No 077949 scan to learn more Confused? No need to be. MobilityX will help your employees stay on track with customized task lists, easy to follow journey stages, and real-time data. All in one place, baby!

®2019 American International Relocation Solutions, LLC Contents FEATURES

PG 42 THE EU AUDIT REGULATION: A PG 54 STARTING FROM SCRATCH CHALLENGE FOR MOBILITY By Emily Alvarez, GMS By Andrew Chapman and Chris Debner Building an employee-centric Who is affected by EU audit rule mobility program with collaboration, changes and what the consequences are. partnerships, leader advocacy, and education. PG 46 DO YOU HAVE 20/20 MOBILITY VISION? PG 60 GETTING A MOVE ON By Bruce Waller, CRP By Charles W. McDaniel With the right tools and partnership, Success will come to household we can bring relocation into sharper goods movers who can objectively focus and have a better experience. assess how to best adapt and leverage ever-shifting market conditions while PG 52 MOBILITY MATTERS acting with courage to implement By Jon Ferguson those new strategies. Education around the world. PG 64 DESTINATION PROFILE: GHANA By M. Diane McCormick Those open to understanding the culture and recognizing the progress the African country has made are sure to find opportunities for business growth.

COVER STORY PG 38 WELCOME MAT OR DO NOT DISTURB? By Debra Frost, CRP, GMS-T What happens to mobility when some countries are nationalistic and others are more accessible to immigrants and foreign trade?

2 Mobility | March 2019 Think outside the van.

In 1954, Robert W. Vergobbi patented the sealable storage bag, which was sold as a pencil bag. It wasn’t until 1957 when the product’s most recognized use was realized. A fifth-grader named Robert Lejeune won a National Science Fair competition by demonstrating that the sealable bags also prevented food spoilage.

Sometimes departing from the traditional pays off. When it comes to corporate moving, think outside the van and look to ArcBest®. We offer the speed, flexibility and reliability to take the hassle out of moving and get employees started quicker. Our equipment options mean your employee is the priority on any move.

Give us a try. We could become your new favorite storage container.

888-294-7689 | arcb.com/CorpMoving

Corporate Moving Services Tech-led Solutions A Commitment to Diversity Attorney Access

Top Tier Knowledge & Expertise

Client-focused Approach To Service EXCELLENCE Let us help your organization reach its global potential. Today’s unpredictable immigration climate requires flexibility, experience, and a commitment to putting you first. Wherever your business takes you – in the U.S. or around the world – your Foster team reaches to deliver full immigration support.

Visit us at fosterglobal.com to learn more. Contents COLUMNS

PG 8 PERCEPTIONS The Learning Continuum

Tech-led Solutions EDITORIAL/DESIGN/MEDIA SALES PG 26 GOVERNMENT AFFAIRS A Commitment to The YGS Group The Global Trade Roller-Coaster Ride Amy Norcross, Managing Editor Diversity Steve Kennedy, Senior Editor Beth Hughes, Copy Editor PG 29 MARKET SUMMARY: INDIANAPOLIS Tina Enck, Account Director By Lisa M. Meinczinger Attorney Access Melissa Wiedemann, Photo Editor

Serena L. Spiezio, Creative Director PG 32 MEMBER PICKS Megan Meckley Hacker, Art Director Christopher Schulte reviews Switch: How to Change

Jack Davidson, EVP Things When Change Is Hard Zack Buchanan, National Sales Manager [email protected] +1 717 430 2291 Heather Macaluso, Account Executive DEPARTMENTS [email protected] Top Tier Knowledge +1 717 430 2224 PG 6 CALENDAR OF EVENTS PRINTING & Expertise The YGS Group PG 10 TIPS & TRENDS York, PA Little Things You Can Do to Boost Your Health While at the Office or on the Road ABOUT WORLDWIDE ERC® By Anthony Diaz Worldwide ERC® is the workforce mobility association for professionals who oversee, manage, or support U.S. ® domestic and international employee transfers. The PG 13 AROUND THE WORLDWIDE ERC organization was founded in 1964 to help members In Case You Missed It (ICYMI) overcome the challenges of workforce mobility. Worldwide ERC® Front Page OUR PURPOSE Executive Spotlight Client-focused We empower mobile people through meaningful connections, Collective Wisdom unbiased information, inspired ideas, and solutions. Approach To Service YP40 PG 34 THE NUMBERS Graebel Global Gig Economy Survey

PG 75 ADVERTISERS’ INDEX

PG 76 INDUSTRY INSIGHTS EXCELLENCE Understanding Global Assignment Costs By Laurie Steinemer, CRP, GMS, and Tracy Langlois, Let us help your organization reach its global potential. CRP, GMS Today’s unpredictable immigration climate requires flexibility, experience, and a commitment to putting you first. Wherever your business takes you – in the U.S. or around the world – your Foster team reaches to deliver full immigration support.

Visit us at fosterglobal.com to learn more. worldwideerc.org | Mobility 5 MOBILITY Vol. 40 No. 3 • March 2019

EXECUTIVE COMMITTEE Chairman of the Board Calendar of Events SCRP, SGMS-T Sue Carey, Baird & Warner, Chicago, Illinois, USA MARCH 2019 Chair-Elect Edward Hannibal, GMS Micro and Macro Trends in the Mortgage Industry Deloitte Tax LLP, Chicago, Illinois, USA 5 March Free webinar, sponsored by CapRelo Vice Chair – Finance Robert Brezosky worldwideerc.org/events-webinars The Walt Disney Company, Burbank, California, USA Shanghai Summit 2019 Vice Chair – Talent Community Andrew P. Walker, GMS-T 14 March EY, New York, New York, USA Shanghai worldwideerc.org/events-conferences President and Chief Executive Officer Peggy Smith, SCRP, SGMS-T Worldwide ERC®, Arlington, Virginia, USA Singapore Summit 2019 19 March BOARD OF DIRECTORS Singapore Merritt Q. Anderson GitHub Inc., San Francisco, California, USA worldwideerc.org/events-conferences Erik Eccles Worldwide ERC®’s Mini Series Networking Event Urbandoor, San Francisco, California, USA 20 March Kerwin Guillermo London Hewlett Packard Enterprise, Singapore In alliance with Fragomen Worldwide Heather Henry worldwideerc.org/events-training Netflix Inc., Los Gatos, California, USA Gustavo Higuera, CRP, GMS-T State of Immigration – Outlook for 2019 Weichert Workforce Mobility Inc., Miami, Florida, USA 26 March Sigrid Nauwelaerts Free webinar, sponsored by Berry Appleman & Leiden LLP Johnson & Johnson, Beerse, Belgium worldwideerc.org/events-webinars Shelby Wolpa InVision, Austin, Texas, USA MAY 2019 EX-OFFICIO DIRECTORS Chairman, Foundation for Workforce Mobility Americas Mobility Conference 2019 Robert L. Giese, SCRP, GMS 8–10 May Graebel Relocation Services Worldwide, Aurora, Colorado, USA Atlanta PAST CHAIRMAN worldwideerc.org/events-conferences Robert J. Horsley Fragomen Worldwide, Santa Clara, California, USA Certified Relocation Professional (CRP) ® Examination 8–24 May Designated testing centers Mobility (ISSN 0195-8194) is published monthly by ® worldwideerc.org/events-training Worldwide ERC , 4401 Wilson Boulevard, Suite 510, Arlington, VA 22203-4195, +1 703 842 3400. Mobility examines key issues affecting the global mobility workforce for the benefit of employers and firms or individuals SEPTEMBER 2019 providing specific services to relocated employees and Tokyo Summit 2019 their families. The opinions expressed in Mobility are those 5 September of the authors and do not necessarily reflect the opinions ® Tokyo of Worldwide ERC . Mobility is printed in the United States of America. Periodical postage paid at Arlington, VA, and worldwideerc.org/events-conferences additional mailing offices. Worldwide ERC® members receive one annual subscription with their membership dues. Subscriptions are available to both members and nonmembers at $48 each per year. Copyright ©2019 by Worldwide ERC®. All rights reserved. Neither all nor part of the contents published herein may be reproduced in any ® READ ALL ABOUT IT! form without written permission from Worldwide ERC . About what? That’s our question for you! Send your suggestions for topics you’d like to read about in Mobility to [email protected].

POSTMASTER: Send address changes to Mobility, Worldwide ERC®, 4401 Wilson Boulevard, Suite 510, Arlington, VA 22203-4195.

6 Mobility | March 2019 CREATING CONFIDENCE IN THE COMPLEX WORLD OF CORPORATE IMMIGRATION

BALGLOBAL.COM

2400 N. Glenville Drive Building A Richardson, TX 75082 Copyright © 2018 Berry Appleman & Leiden LLP PERCEPTIONS

The Learning Continuum

o all the parents out there who worry so much about the kid with little or no interest in a four-plus-year degree: You can relax a little. The jobs of the future require a fusion of skills from a variety of subject areas, and some employers and job seekers are seeing college degrees as less critical than a commitment to—and a regimen of—lifelong learning. And parents, one more thing: Like your offspring, you, too, are entering a new paradigm for the workforce—“learning a living.” Consider some of the signs we’re seeing: • The World Economic Forum estimates that 65 percent of children entering primary school Twill end up in jobs that don’t yet exist. • Upwork’s “Skills Index” revealed that 70 percent of the fastest-growing skills are new to the index. • ManpowerGroup noted in its “Talent Shortage” survey that up to 60 percent of workers are in declining jobs, while the skill sets of workers in surviving occupations will likely need re-engineering. Take just one sector of the workforce as an example. In the U.S. alone, there are more than half a million open computer science jobs and fewer than 50,000 computer science graduates per year. That’s a stunning shortage to fill. Yet tech company HackerRank found that college computer science programs have not kept pace with advancing technology, and more tech job seekers are self-teaching beyond more formal training; in fact, YouTube is a popular training tool. To close the gap, employers see learning-on-the-job initiatives as one of the solutions. (That serves two workforce needs: The employer gets the skills it wants, and the employee enhances his or her skill set for the next opportunity.) What’s clear about the learning continuum for the future of work is that there is not one answer—we are going to see a proliferation of new and alternative education options: uni- versity-level and employer-generated; outsourced and internal; self-paced and traditional; accessible for individual study or integrated into the flow of work and delivered at the point of need. Maybe we’ll even see a future where personalization, flexibility, and customization meet college curricula; where university students can design a personalized degree rather than studying a single discipline. One thing we know about learning: Disruption is cresting. And that means innovation is coming, too. Cheers,

PEGGY SMITH, SCRP, SGMS-T President and Chief Executive Officer Worldwide ERC®

8 Mobility | March 2019

Mobility Nobility.

We can talk all day about our Legendary Service. But it’s more rewarding when others do the talking for us. Like relocating employees, who gave us the industry’s highest net satisfaction rating. And mobility managers, who showered us with such accolades as “industry’s best technology,” the highest “willingness to recommend” score, the highest net satisfaction rating among large providers and the highest international service rating. Recognition like this inspires us and propels us to do even better. It also makes writing these ads much easier.

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Weichert Workforce Mobility

* Results taken from The 17th Annual Relocation Managers Survey, the 24th Annual Nationwide Relocating Employee Survey and the 14th Annual Relocation Manager Survey— Propelling International Administration, all Mobility conducted by Trippel Survey & Research LLC.

+1 877 882 1290 | [email protected] | weichertworkforcemobility.com TIPS & TRENDS

Little Things You Can Do to Boost Your Health While at the Office or on the Road

FROM ‘8 TIPS FOR EMPLOYEE Circulation: Take a power walk around the company facility or hotel, outdoors if possi- WELLNESS AT WORK,’ ble to soak up some Vitamin D–rich sunshine. Take to the yoga mat for a slow 10-minute A HEALTH HERO BLOG POST stretch. Get a tension-relieving, blood-pumping pressure point self-massage at your desk BY ANTHONY DIAZ by closing your eyes and pressing into the base of your cheekbone. Jump in place for SHARED WITH PERMISSION three to five minutes, or do 10 jumping jacks. BY HEALTH HERO, INC. Good Posture: Align your shoulders, with a straight back and neck when sitting or (WWW.GOHEALTHHERO.COM) standing. As few as 10 jumps in place build bone density in hips and legs. Send your article ideas, letters, and feedback to Mind/Attitude: Meditation declutters the mind; focus on a thought or intention, let the [email protected]. stray thoughts pass, and return to the repeated words. Set an intention; decide you’ll be more grateful or compassionate, and focus on how that feels. Concentrate on relaxing and breathing slowly as you gaze out a window. Put down the phone, close your eyes, and be still for two to five minutes. Find a quiet place, sit comfortably, and breathe slowly, counting your inhales for six counts and exhales for eight, pausing after each. Laughing improves mood; or try a huge smile at your co-worker or a passerby, espe- cially when you’re feeling stressed. Close your eyes and visualize inspirational people, mentors, or others who matter to you.

Compassion: Practice empathy with a difficult co-worker; visualize the person compas- sionately, perhaps exploring possibilities of their pain and struggles. Answer that text or email by phone or in person. Volunteer; being helpful boosts feel-good oxytocin levels and reduces stress-producing chemicals.

Gratitude: Try changing your response to tough circumstances with a thankfulness inventory. Before you step out the door, remember one thing you’re grateful for, and return to it during the day. List three good things that happened during the day, big or small.

Food: Choose no- or lower-sugar options. Yogurt with live probiotics can strengthen bones. For upset stomach or an afternoon lift, try a peppermint.

Drink: Drink more water; warm or cool with lemon is refreshing, energizing, and vita- min C–boosting. Take an afternoon tea break. Drink a few cups of coffee a day to lower risk of depression, dementia, and tinnitus.

And Finally: Use disinfectant wipes to wipe down surfaces, and sneeze or cough into your shoulder to reduce spreading germs.

10 Mobility | March 2019 Thinks she owns the place.

TRC employee-owners don’t wait to be told what to do….or do only as much as they’re told to do. That’s just not in our DNA. Our service begins well before the first contact with a client or relocating employee, with meticulous planning and preparation. It continues well after the move is completed. You see, as owners, your success is our success. That’s the TRC difference.

TRC Global Mobility: The only 100% employee-owned relocation management company

trcglobalmobility.com Los Angeles | New York | Oakland San Francisco | Shanghai

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In Case You Missed It (ICYMI)

TOP ARTICLES ON WORLDWIDEERC.ORG WHAT’S HAPPENING ON SOCIAL? Global legislative and regulatory changes are FOLLOW US! @WORLDWIDEERC coming at us—fast. Get the latest news on bills introduced in the U.S. at the state and federal lev- Twitter – As companies transform their cores and els, impacting everything from the ongoing debate rethink their functions, the corporate center is around the constitutionality of the Affordable Care changing, too. CEOs have both an opportunity and an Act (ACA) to the moving expense deduction, to the obligation to rethink the headquarters’ function to support tax status of Americans who are bona fide foreign business growth, changing not just the look and feel of the residents. Globally, stay up to date with France’s building itself, but also HQ’s size, location, mix of talent, digital service tax, Luxembourg’s tax incentives to and ways of working. Read the strategy+business article at encourage “impatriates,” and the ongoing impact buff.ly/2QuGWbm. of EU negotiations and Brexit. Explore the pros and cons of international expansion, and discover key Facebook – See the latest on confirmed 2019 event things to know about doing business in Brazil— keynote speakers and sessions, and learn something all at www.worldwideerc.org/articles. new about your fellow Worldwide ERC® members in our H-1B SEASON ANXIETY? ongoing series #MemberMonday!

LinkedIn – What’s the latest on gig workers and the future of talent? What innovative programs are countries using to attract highly skilled talent? What advice do current CRP® holders have for those taking the exam in 2019? Stay up to date with our LinkedIn groups and posts.

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LONG & FOSTER HONORED FOR CHINA MARKETING EFFORTS

Long & Foster Real Estate has won the Best U.S. Real and by a panel of judges, including senior execu- Estate Company award from Juwai.com, China’s tives from JD.com, Noah Holdings, and Alibaba largest real estate website. The award recognizes Entrepreneurs Fund. Long & Foster’s China-focused marketing efforts, and “No other market is as fast-paced, competitive, it was presented to the brokerage at a gala event in and remunerative as China,” says Carrie Law, chief December in Shanghai. operating officer of Juwai.com. “China is where “Winning an award from Juwai.com means so much marketers invest in the most innovative marketing because it is an unmatchable guide and partner in strategies because it has the scale to deliver the China,” says Eric Chen, director of Asia-Pacific initia- biggest payday. Our winners constantly experiment tives in Long & Foster’s Corporate Real Estate Services and fine-tune their approach. They often take what division. “We are tremendously excited that our hard they learn in China back to their home markets and work and investments in working with Chinese buyers apply it there, as well.” are paying off and we are having such success.” Law also shared that “mainland Chinese invested The award presentation followed four months $119.7 billion in international property last year. of nominations and included 20 of the world’s Juwai.com expects this year’s investment to be up China-focused real estate companies. Winners were 3 to 8 percent over that level, bringing total invest- chosen both in online voting by Chinese consumers ment to at least $123.3 billion in 2018.”

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SIRVA RECOGNIZES SHOREWEST, REALTORS, constituents—client partners, customers, supplier RELOCATION DIVISION partners, and team members. The Experience The Shorewest Relocation Division has been recognized Management technology platform provides predic- by SIRVA Relocation for A+ service. SIRVA Relocation tive analytics and role-based dashboards to manage serves corporations and governments in the U.S. and and monitor customer interactions. internationally, including offering home purchase and CEO Chad Sterling, CRP, GMS, says, “Almost two homesale solutions to buyers and sellers, as well as years ago, we embarked on this XM journey, and I am providing household goods moving help. elated that it is finally coming to fruition. Through SIRVA’s A+ service rating indicates that countless hours of internal preparation and training, Shorewest’s level of commitment and dedication to pilot programs, and testing, we can now say that each referral exceeds SIRVA’s expectations. The rat- Altair Global is a true experience company.” ing honors a high level of service, accurate pricing, Altair Global began phase one of the transforma- quick homesale, and client happiness, as reflected tion with Customer Experience (CX) and has taken in SIRVA’s statistics. Shorewest Relocation earned major steps to modernize the process of collecting and the A+ service level in performance and overall analyzing customer feedback during the relocation customer satisfaction for the third quarter and also journey. While simultaneously building out the inter- year to date in 2018. nal methodology, Altair Global trained team members on the new approach and technology platform, and CWS AWARDED CHPA COMPANY updated techniques and procedures to gather and act ACCREDITATION on customer feedback. CWS Corporate Housing was awarded the CHPA “Our decision to pursue the experience man- company accreditation by the Corporate Housing agement movement was based on the quality and Providers Association. CHPA’s company accreditation caliber of the global organizations we work with,” program highlights specific companies’ commitment notes Kelly Tepera, CRP, GMS, senior vice presi- to professional business practices. dent of customer experience. “Once we delved into CWS sees earning this documented accreditation as customer experience, we knew we couldn’t stop confirming that it is a professional company qualified to there. We had to broaden our focus to encompass handle even the most difficult situations, and validating not only our customer, but also our team members, CWS’ commitment to professional best practices. clients, and suppliers. This transformation is about Application for the process was multifaceted, opening efficient digital channels to gather experi- including CWS’ adherence to codes and regulations, ence feedback, consume it, and act on it. The data attendance to at least one annual or regional confer- is yielding powerful insights, which will directly ence, a credit report, reference letters, and more. CWS benefit those who work with or for Altair Global.” will have the accreditation for three years. For Altair client partners, the company says it CHPA is a professional trade association dedi- expects the change to immediately produce new data cated to supporting corporate housing providers assets and much deeper analytics, prompting more around the world. customized action plans for its employees’ relocation or assignment and better overall engagement. ALTAIR GLOBAL UNVEILS EXPERIENCE “The art and science of providing experiences MANAGEMENT INITIATIVE is complex,” says Kathryn Cassidy, president and Altair Global has officially launched a new chief operating officer of Altair Global. “This full- Experience Management (XM) initiative in partner- scale revolution of our way of thinking has changed ship with a leading global experience management the core strategy behind everything we do. We company and integrated its technology platform to are no longer focused on a single score produced power Experience Management. Altair Global has after a relocation or assignment has concluded, but developed a proprietary model focused on monitor- are now hypervigilant on optimizing every single ing the experiences of the organization’s four core moment that matters.”

16 Mobility | March 2019 Once phase one has reached a steady state, Altair Peachtree Road, Atlanta, has been nominated for The Global will shift the focus to incorporating supplier Leukemia & Lymphoma Society’s (LLS) title of 2019 partners that support the customer journey. “We Woman of the Year. Candidates support research view the next phase of XM to be widening our net of toward cures for blood cancers and work to ensure experience advocates to include our valued supplier that patients have access to lifesaving treatments. partners and anyone who represents the Altair Global In addition to being a two-time cancer survivor brand to the customer,” says Jim Edwards, senior vice herself, Heineck’s childhood best friend was diagnosed president, supplier partnerships. “We have to ensure with leukemia just days after college graduation, fight- that our suppliers not only understand our vision but ing hard for four years and ultimately losing her battle. embody our new ethos from beginning to end.” During her own battle, Heineck’s father-in-law was also Altair Global expects all implementation activities fighting non-Hodgkin lymphoma, and they completed for the full XM transformation, including team mem- chemo treatments together. ber experience, customer experience, client partner Heineck first became involved with LLS via the experience, and supplier partner experience, to Team in Training program in 2011 and has raised conclude in early 2020. Moving forward, experience more than $20,000 across several race events. As a management will remain a core component for all candidate, Heineck will raise funds for a world with- future company initiatives. out blood cancers. The Georgia chapter will confer the titles of Man and Woman of the Year at a Grand HEINECK NOMINATED FOR WOMAN OF THE YEAR Finale in June. The local winners are then entered into Jill Heineck, SCRP, GMS-T, associate broker at Heineck the competition for National Man and Woman of the & Company, an affiliate of Keller Williams Realty Year titles. M

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Executive Spotlight

McDANIEL NAMED VICE CHAIRMAN OF 20 Influential Women Leaders. “I am honored UNIGROUP BOARD OF DIRECTORS to be included on this list of high-ranking, UniGroup has announced that Charles W. influential leaders in the real estate industry,” McDaniel, president and chief executive officer says Docktor. “It is a true testament to our of Hilldrup, was elected vice chairman of its company and our dedicated sales associates Charles W. McDaniel board of directors. A third-generation leader and employees.” Docktor, who started with of Hilldrup, McDaniel has been a part of BHHS Fox & Roach in 1986, was named pres- UniGroup’s board since 2015. ident in 2013. “I am honored to have been chosen as vice As a vice president of the board of trustees chairman of the UniGroup board of directors, of Fox & Roach Charities, Docktor actively and I am grateful for the support of my fellow promotes its mission to address the needs of board members, shareholders, and the UniGroup children and families in stressful life circum- headquarters team,” says McDaniel. “As vice stances. She is also on the board of directors chairman, I will work hard to serve and sup- of Cradles to Crayons and is active in several port chairman Barry Vaughn. There is a lot of business and professional organizations. meaningful work to be done, and I’ll be focusing Docktor is a member and mentor at The Forum on our customers, transforming the customer for Executive Women and formerly served on the experience and driving profitable growth.” board of directors of the Main Line Chamber of Joan Docktor McDaniel has been on the board of directors’ Commerce. She was featured in Philadelphia Style executive committee for the past two years as magazine as one of the city’s nine most influen- well as a part of the strategic council of the tial women and was listed as one of Inman’s 100 board and a member of the executive search Most Influential Real Estate Leaders. Docktor committee for UniGroup’s new president, received the 2016 and 2017 SmartCEO Future 50 Marc Rogers. Prior to his election to the board, awards on behalf of the company, as well as other he served on the advisory board, UniGroup’s honors, including the 2016 Helena Devereux business improvement group, relocation Women in Leadership and the Main Line Today committee, information technology advisory 2016 Women on the Move awards. council, and marketing committee. He was Flick has been with the company for more previously a part of UniGroup’s Futures Group than 50 years and led its diversification into and United Van Lines’ sales and marketing the mortgage banking, title insurance, and Larry Flick IV advisory board. insurance businesses. He also led the com- pany through its rebranding to Berkshire BHHS’ DOCKTOR, FLICK NAMED TO Hathaway HomeServices Fox & Roach. SWANEPOEL POWER 200 He established Fox & Roach Charities. Berkshire Hathaway HomeServices (BHHS) Fox Flick’s honors, awards, and recognitions & Roach, REALTORS, President Joan Docktor include being listed as one of the most and Chairman of the Board and President of influential people in real estate by numer- HomeServices of America’s Atlantic Region ous publications. He was honored as a Larry Flick IV were named in the “Swanepoel “Most Admired CEO” by the Philadelphia Power 200: The Top 200 Most Powerful Leaders Business Journal and accepted the Philadelphia in Residential Real Estate” for 2019. Business Journal’s Brotherly Love and Sisterly Docktor has been on this list for six consec- Affection Award for the company’s contribu- utive years. She was also named in the Top tions to Fox & Roach Charities.

18 Mobility | March 2019 BENNY TAN PROMOTED AT ALTAIR GLOBAL chairman of the Greater Milwaukee Association Altair Global has promoted Benny Tan, GMS-T, of REALTORS (GMAR), was a GMAR board to senior vice president of Asia-Pacific (APAC). member from 2008 to 2014, and has been a In his new role, Tan is responsible for leverag- board member of Metro MLS since 2006. ing Altair Global’s capabilities as they relate “It is truly an honor and a pleasure to be to global product development and business-​ named to this position,” says Joseph. “I look to-business solutions, as well as overall growth forward to growing with Shorewest.” of talent in the APAC region. “We are pleased to have Jeff take on this Tan joined Altair Global’s Singapore office in leadership role in our Janesville/Rock County 2012 as vice president of APAC and has been in office,” says Ted S. Dentice, general manager the relocation industry since 2004. His experience and vice president of sales. “Jeff’s knowledge Benny Tan in the Asia-Pacific region spans a wide range of of the office and Shorewest, in addition to his responsibilities for international relocation, assign- unsurpassed customer service and knowledge ment management, and human resources services. of the area, will continue to grow our Janesville/ “Under Benny’s leadership, the APAC Rock County office and its sales associates.” region has grown tremendously,” says Kathryn Cassidy, president and chief operating offi- BRISTOL ADDS WALDROP AS VP OF cer. “His unwavering focus on the client and GLOBAL SUPPLIER PARTNER MANAGEMENT customer experience has enabled us to provide Bristol Global Mobility has appointed Dwayne service excellence in the region. I look forward Waldrop, SCRP, SGMS-T, as vice president, to continuing to build our full assignment man- global supplier partner management, based in agement service delivery as well as local desti- the company’s Toronto office. nation services in Asia through his expertise.” “We are thrilled to welcome Dwayne into the Tan received a Bachelor of Engineering Bristol family,” remarks Bristol President Joe Jeff Joseph degree in electronic and electrical engineering Cardini, CRP. “Dwayne is a globally recognized from Nanyang Technological University in and highly respected industry leader who will Singapore and a diploma in computer engineer- further extend our thought leadership positioning, ing from Ngee Ann Polytechnic. In addition while significantly enhancing the value we bring to his Worldwide ERC® designation, he holds to our more than 250 clients around the world.” the FIDI Academy Essentials in International Waldrop has more than 20 years of global Moving (EiM) diploma. workforce mobility experience in a variety of leadership roles, including account manage- SHOREWEST NAMES JEFF JOSEPH SALES ment and service delivery, most recently having DIRECTOR managed the global supply chain for 16 years Jeff Joseph is the new sales director of the at TheMIGroup. Waldrop entered the industry Shorewest, REALTORS, Janesville/Rock County managing the mobility program for a large U.S. Dwayne Waldrop office in Janesville, Wisconsin. health care company and has since worked for Joseph joined Shorewest in 2012 and has two relocation management companies, as well more than 24 years of real estate experience. as Worldwide ERC®. Throughout the years he has set very high stan- Waldrop’s leadership credentials include dards and goals for himself and the Northshore serving on Worldwide ERC®’s Global office and always strives to meet or exceed Advisory Council, as 2017 Chair of the them with his solid work ethic and dedication, Americas Strategic Council, on EuRA’s RMC according to Shorewest. Task Force, and as a trainer for Worldwide Joseph has been a consistent multimillion- ​ ERC®’s Global Mobility Specialist (GMS)® dollar producer and has helped coach and certification in the U.S. and Europe. He has mentor many new agents as they began their received the Worldwide ERC® Meritorious and career in real estate. He has served as past Distinguished Service Awards. M

worldwideerc.org | Mobility 19 AROUND THE WORLDWIDE ERC ®

Collective Wisdom

BUILDING A PROGRAM COST-OF-LIVING INFO SOURCE FROM THE GROUND UP We are close to launching a new global mobility program, My team and I are working on building and I’m stuck on the final details of the amount for the relocation assistance package. We will be covering flights and a mobility program. We don’t have one accommodation, and this is easy enough to cover in the policy, in place currently and are starting to do but we are also looking at providing a lump-sum amount that more moves than ever before—mostly employees can use to cover any relocation expenses such as international but some domestic. movers, shipping, etc. We have determined the amount to be Any tips or resources on where to go provided to employees moving to the U.S., but we’re stuck on or how to start building an efficient converting this amount for the other countries where we have program? I have spoken with some offices. I’d obviously like to use some sort of cost-of-living index, RMCs and other vendors, but we are but there’s so much differing information available online. Can sort of stuck in a holding pattern on anyone recommend a tool or service to use? Advice you can where exactly to begin and how to provide would be much appreciated! make a process for it.

DOMESTIC RELOCATION POLICY SHARING I am wondering if the relo letter (which details the package that the employee is receiving) is the only document that is shared, or if in your company the entire policy (that details things that are not necessarily approved to that MOULE TICKET? person) is presented so the employee can sign Meal vouchers in Belgium: Do you discontinue when an off on the policy. employee goes on an expat assignment? Do you add the value into total compensation as a replacement for the value of the vouchers?

JOB DESCRIPTION Would anyone be willing to share a job description for “global mobility manager or specialist”? U.K. HANDBOOKS I need to update our 2014 U.K. handbook but reside in the U.S. Does anyone know where I can find Read the answers or add your own comments suggested updates based on new to these questions, or post a new one of your employment laws or best practices? own in the Worldwide ERC® Community’s Corporate Benchmarking Forum.

Corporate and government agency members can log in at community.worldwideerc. org/login.

20 Mobility | March 2019 Los Angeles Rio de Janeiro Mexico City Chicago Oakwood® Knows Shanghai Dublin Dubai London Prefers to be close to the office Tokyo Berlin Enjoys jogging by the water

Likes cooking, wants a dishwasher

Desires a dining area fit for entertaining

Needs room for guests -Olivia

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Young Professionals

If you were sitting with the strategic business leaders, what is one thing you’d want them to take away about mobility? You are at the table—now what do you say?

Mobility is a relationship Create a single point of contacts: Yes, that’s a business. Relationships must contradictory statement, but in this business, it takes have trust to thrive. And that a village! Sometimes it literally takes several people trust is gained through to help one person do one thing. No client likes the delivery of excellent service. feeling of being handed off—let alone being handed No matter what country we off several times to just get to the right person. This are from, nor what language is where “setting the expectation,” from the onset, we speak, clients understand that Sally from Team A will be their main source of and feel excellent service. help comes into play and must be communicated. But Trust is built in what we do, also creating that sense of “here’s yet another person, and not in what we say. And we do this by having a in addition to Sally, who is on your team and here to client-first mentality, regardless of price point, and help you” is so important. But always give a plan B: implementing consistent process and procedure “So, if anything should go awry, I am your parachute. across each country’s referral desk. Here is every piece of contact info for me. Please do What excellent service entails: not hesitate to use it.” Responsiveness upon initial contact: Technology Have high-touch communication (relocation has created a “now” (“help me now”; “buy it now”) department with assigned agent): Know what is mentality, so we must cater to that expectation and going on at every single point when the agent com- respond to the client’s needs in mere minutes if not municates with the client. We have update requests seconds. In other words: Answer the phone/text/ at day one, three, seven, 10, and even 30. Tailor these email! And do it in a timely manner. update requests to what is actually happening. Live listening: Getting a live person—who, in some Have high-touch communication (assigned agent cases, speaks the appropriate language—to really with client): Listen, tailor, set expectation, fulfill. Repeat. listen to client needs, and reiterate those needs, is key. Be a resource for a solution if there is no solution: Making clients feel heard is a skill. Many times we do not cover, or have the service, or Setting expectations: What’s the next step? The speak the language, or whatever the case may be. client needs to know who-what-where is happening Help find a solution if there is no solution. Many rela- next. Tell them! And then do it! tionships are created just by being a resource.

worldwideerc.org | Mobility 23 AROUND THE WORLDWIDE ERC ®

Follow up: Proactively calling the client with a generations’ needs from a mobility perspective may “just checking in” call/text/email does wonders. It look significantly different from those of workers in solidifies trust, creates a sense of checks and balances the past. Meaning, younger generations tend to be within the process, and helps alleviate potential issues a more sensitive talent pool, and companies have before they become an issue. Just by listening to the to develop and be able to execute mobility pro- client in this step to catch anything that’s amiss—a cesses that keep the employee experience as the top tone, a feeling, a statement—helps to prevent embers priority. While global assignments may be seen as a from becoming full-blown fires. strong employee benefit, a poorly structured mobil- Mina Angeles-Montero, CRP ity program can lead to disappointing relocation LIST Sotheby’s International Realty experiences and will negatively influence millenni- als’ perceptions of the company and its willingness While leading organizations to invest in its employees and their experiences. have long understood the Companies can’t afford to treat global mobility as need to support international an improvised activity that requires special han- growth objectives by dling. This is self-defeating in using global mobility mobilizing key employees, as a recruitment strategy. global mobility programs are Strategic business leaders need to know they play often an overlooked and an active role in mobility implementation. If senior undervalued solution for management prioritizes mobility as an important way talent acquisition. to support talent goals, the needed resources will be Major shifts in labor trends accessible to put policies and procedures in place. have disrupted talent-recruiting strategies. Workforce Which will ensure positive employee experiences at demographics, in particular, have been transformed, every touch point in the mobility process. and millennials are now the most-employed gener- In summary, when mobility leaders are consulting ation. This cohort understands their advantageous with strategic business leaders, they should commu- position within a tight labor market where demand nicate the importance mobility has with recruiting for highly skilled candidates far outstrips supply. today’s talent pool as well as the need for manage- Millennials are therefore selective and expect career ment to stay involved with mobility projects to ensure experiences that align with their soft needs, such as the development of a well-structured program. opportunities to learn and grow and having a higher Which of these two points is more pertinent purpose in their work. will depend on the level of buy-in your company Companies have the chance to respond to the tal- currently has from its strategic business leaders. ent shortage with the compelling benefits of global Good luck! M assignments—which align to the needs of young Alex Burkhead talent that has the motivation to explore the world Product Director and sees this as an opportunity for personal and Findlay International professional growth. When given the opportunity to speak with strategic business leaders, mobility If you’re a professional under 40 who would like to be featured champions need to promote global mobility as a on this page in a future issue, please contact Heidi Hume, strategic component of talent management. Best-in- GMS-T, at [email protected] or +1 703 842 3419. class firms we work with understand that mobility programs are differentiators for recruitment, and this would be a recommended focus during conver- sations with upper management. If strategic business leaders already appre- ciate the value global mobility brings to talent acquisition, it’s important to impart that younger

24 Mobility | March 2019 DESTINATION: SINGAPORE RAFFLES CITYCONVENTIONCENTRE 19 MARCH Summit 2019 Singapore Mobility YOUR SUPPORTHELPSTOMAKETHISEVENTPOSSIBLE Thank youtooursponsors SPONSORS CONFIRMED ATPRESSTIME WORLDWIDE ERC ® GOVERNMENT AFFAIRS 2019

The Global Trade Roller-Coaster Ride By Tristan North

In the past couple of years there has been a the United States–Korea Free Trade Agreement dynamic shift in positioning by countries seeking (KORUS), which was originally signed in 2012. different trading terms with existing or burgeoning partners. Two high-profile events in particular have TRANS-PACIFIC PARTNERSHIP helped spur this change. The first was the referen- On 4 February 2016, representatives of the 12 dum in summer 2016 by voters in the U.K. in favor nations involved in the negotiations on the TPP of leaving the European Union (EU). The second signed the agreement. With the U.S. withdraw- development was that autumn with the election ing from the initial agreement, the 11 remain- of Donald Trump as U.S. president. These events, ing nations—Australia, Brunei, Chile, Japan, in combination with other changing global trade Malaysia, Mexico, New Zealand, Peru, Singapore, opinions, have created forecasting challenges for Vietnam, and Canada—agreed to enter into the businesses and workforce mobility. Comprehensive and Progressive Agreement for Trade agreements have a significant impact on the Trans-Pacific Partnership (CPTPP) on 8 March 2017. business relationships between countries and thus Legislatures of at least six of the nations need to on the relocation of individuals between not only the approve the agreement over a two-year ratification countries involved in the agreement, but others as period for the agreement to be finalized. well. Depending on the final terms of the trade agree- The CPTPP follows most of the parameters of the ments currently being negotiated, companies could TPP, with the key exceptions of the changes and make shifts in the locations of their operations and suspension of approximately 20 provisions, most on personnel in the U.S., U.K., and EU and around the intellectual property, of which the U.S. almost exclu- globe. While U.K. officials couldn’t formally engage sively had pushed for inclusion. Also, the mandate in trade discussions during Brexit, the positioning for at least six countries, which account for no less between the U.K. and countries looking to enter into than 85 percent of the combined GDP of the original agreements post-Brexit has already started. signatories, was removed. Trump had made seeking better terms for the U.S. with trading partners a key platform of his NAFTA/USMCA presidential campaign. One of the first official Last autumn, trade representatives of the U.S., actions taken by the president upon taking office Canada, and Mexico reached a trilateral agreement, was an executive action canceling participa- called the U.S.-Mexico-Canada Agreement (USMCA), tion by the U.S. in the Trans-Pacific Partnership on revisions to NAFTA hours before the imposed (TPP). Soon thereafter, he announced his inten- deadline. Lighthizer, Canadian Foreign Affairs tion to enter into negotiations with Canada and Minister Chrystia Freeland, and Mexican Economy Mexico to revise the North American Free Trade Secretary Ildefonso Guajardo Villarreal concluded Agreement (NAFTA). Then several months later, the last rounds of discussions on 30 September in Trump instructed U.S. Trade Representative Washington, D.C. Negotiators were under a deadline Robert Lighthizer to initiate discussions to amend in order for Trump to provide the required 60-day

26 Mobility | March 2019 notice to Congress in time for Mexican President from the 25 percent tariff on global steel. However, a Enrique Peña Nieto to sign the agreement prior to quota was put in place limiting the amount of South leaving office. Korean steel imported to the U.S. at 70 percent of Central to the new deal is an increased require- what it was before. ment for more of a vehicle’s parts to be assem- bled in North America to avoid tariffs. The new BREXIT agreement raises this level to 75 percent, up from While much of the discussion in regard to Brexit and 62.5 percent in the original NAFTA. The deal workforce mobility has focused on immigration and also mandates an increasing percentage of parts the end of freedom of movement between the U.K. on tariff-free vehicles to come from “high-wage” and EU member states, the U.K. leaving the single factories with a minimum wage of at least $16 per market and entering into its own trade deals will hour. This could cause some suppliers to shift work have a significant impact on the industry. away from Mexico to the U.S. or Canada, or to a Under the draft Brexit agreement, the U.K. would lower-wage country outside of North America. remain part of the customs union until a solution The new deal will also open Canadian dairy is found as to the border between the Republic of markets to increased U.S. exports. Canada has Ireland and Northern Ireland. Under this solution, also agreed to end a system that it used to keep there would be no hard border between Ireland the prices of some milk products low. U.S. drug and Northern Ireland. Northern Ireland, however, companies will also now be able to sell pharmaceu- would continue to be bound by stricter EU levels of ticals for 10 years in Canada before facing generic regulation in order to ensure trade with Ireland is as competition. The Chapter 19 provision that helps frictionless as possible. However, this was also the resolve trade disputes among the three countries main sticking point with a large bloc of members of was kept in place, a win for Canada. The new the U.K. Parliament in opposing the agreement. agreement contains increased intellectual property Separate from Brexit but related is the potential protections that have been updated to include new trade relationship between the U.S. and the EU, and technologies that were not around when NAFTA the U.S. and the U.K. Negotiators from the U.S. and was originally negotiated. The deal also calls for the EU have been in discussions regarding a trade higher safety and environmental standards and deal similar to the Transatlantic Trade and Investment states that Mexican workers must have a greater Partnership (TTIP) agreement initiated during the ability to organize and form unions. Obama administration. The leaders of the three countries, as of 30 With the fate of the USMCA uncertain and many November, had signed the agreement, which still challenges facing the U.K. withdrawal from the EU needs approval from their respective legislatures. In still needing to be resolved, we are likely heading for the U.S., the Congress will need to ratify the agree- a prolonged period of nontraditional positioning on ment within the coming months. trade relations. M

KORUS Tristan North is Worldwide ERC® government affairs On 24 September 2018, Trump and South Korea’s adviser. He can be reached at +1 703 610 0216 or tnorth@ President Moon Jae-in signed a revised KORUS while worldwideerc.org. in New York at the United Nations General Assembly. The auto industry is central to many aspects of the new KORUS agreement. Under the new terms, each American auto exporter will be able to increase the number of cars they export annually to South Korea from 25,000 to 50,000. The deal also extends a 25 percent U.S. tariff on Korean trucks that are imported. In return, the U.S. has agreed to exempt South Korea

worldwideerc.org | Mobility 27 ///////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////

COMMUNITY The WorldwideERC When You’reInIt The CommunityIsSoMuchBetter • • • New FeaturesComing Soon: • • • Highlights ofCurrentFeatures: community.worldwideerc.org Sign intodayat across theglobe. a discussiongroupandcontinuetobuildrelationshipswithothersfromaroundthecorneror Stay currentwiththelatestnewsandpolicies.Poseaquestion,shareanansweroridea,join but fromanywhereyouare,24/7. of benchmarking,networkingandinformationsharingyouenjoyatourin-personevents, 28 discussiongroupsonavarietyoftopics.It’sanotherwaytoparticipateinthesamekind There arecurrentlymorethan2,600contributorsfrom35countriesparticipatinginover the world. connected toandcollaboratingwithotherglobalmobilityprofessionalsfromaround An enhanceduser experienceandmoremember-exclusive benefits program points Opportunities toearnbadges whilelearningnewthings,havingfun,andaccumulatingAwards sessions withthoughtleaders, consultantsandexecutives Increased engagementopportunities throughchallenges,hack-a-thons,and“AskMeAnything” Video benchmarkingforcorporatepremiermembersin thecorporate-onlybenchmarkinggroup An optiontopostpubliclyontheCommunityFeedusing the“CommunityUpdate”topic The abilitytopersonalizeyourprofilewithphoto and an“AboutMe”section Worldwide ERC® log-into create aquick profile joinand the conversation today. and professionals enthusiasm unparalleled expertise, intheir and engagement. Use your Free mobility global to all professionals -community contributors are leaders industry CommunityThe So Is BetterMuch When You’re In It ® Communityisafree,dedicated,onlineplatformthatkeepsyou Stay Connected MARKET SUMMARY

Indianapolis Metro By Lisa M. Meinczinger

ndianapolis is the capital of Indiana and Monument, the city’s unofficial symbol, was the seat of Marion County. As of 2017, dedicated on 15 May 1902. In December, this Indianapolis was the third-most populous monument transforms into the Circle of Lights, city in the Midwest, with an estimated where 52 garland strands and 4,784 colored LED populationI of 863,002, per the U.S. Census Bureau. lights are strung from the top of the monument Indianapolis is home to two professional sports to its base. This has been a tradition in the city of teams, the Indianapolis Colts of the National Indianapolis for the past 55 years, with an official Football League and the Indiana Pacers of the night for the lighting and performances by local National Basketball Association. Indianapolis is entertainers. Last year Josh Kaufman, winner of also known for hosting the world’s largest single- The Voice, was the headliner. day sporting event, the Indianapolis 500 auto race. There are six cultural districts in this area: Indianapolis has several cultural venues, such Broad Ripple Village, Canal, White River State as the world’s largest children’s museum, one of Park, Fountain Square/Fletcher Place, Indiana the world’s largest privately funded zoos, and Avenue, and the Wholesale district. The city has the Indiana Museum of Art. A significant col- established new biking paths, walking paths, and lection of monuments is dedicated to veterans the implementation of electric cars and charging and war casualties. The Soldiers’ and Sailors’ stations. There has been a surge of breweries,

worldwideerc.org | Mobility 29 MARKET SUMMARY

MARKET AT A GLANCE* STATISTICAL SNAPSHOT* ECONOMIC CLIMATE GOOD TODAY 1 YEAR AGO CHANGE NEW CONSTRUCTION STEADY UNEMPLOYMENT 3.0% 3.3% –9% REO ACTIVITY LOW MONTHS OF SUPPLY 3.5 4.6 –24% SUPPLY LOW AVERAGE SALE PRICE $214,161 $160,620 +33% DEMAND GROWING AVERAGE DOM 69 81 –14.8% MARKET DIRECTION UP *Fountain Square/Fletcher Place MARKET MOOD POSITIVE

such as Sun King Brewery, Fountain Square this area ranges from $75,000 to $575,000. Most of Brewery, Flat12 Bierwerks, MashCraft, Round the residential dwellings (13,973) were constructed Town Brewery, and Mass Ave Pub. between 1900 and 1969, with a large increase of On the restaurant scene, St. Elmo Steak House is newly constructed dwellings (1,070) between 2000 iconic in Indianapolis, known for its shrimp cocktail. and 2009. These dwellings were constructed on Shapiro’s Delicatessen is a longtime eatery reputed existing sites where the original improvements for its deli items and homemade desserts. These are were razed. Sale prices have increased 25 percent just two of the many restaurants available in the on average over the past year and have seen steady Circle City. increases over the past three years. Fountain Square/Fletcher Place has convenient LOOKING BACK linkage to Interstates 465 and 70, which provide The population of Indianapolis has been growing access to employment, shopping, and recreational slowly and steadily over the past five years, accord- opportunities around central Indiana. Public trans- ing to the U.S. Census Bureau. The unemployment portation is ample in this area, along with biking rate in the Indianapolis area is reported at 3.0 percent trails to provide an environmentally acceptable over the past six months. commute to downtown Indianapolis. The prox- An area seeing substantial growth and revitaliza- imity of nightlife, various cultural events, dining, tion is Fountain Square/Fletcher Place. This district and entertainment has made this area attractive to is being transformed from older, and often dilapi- homebuyers again. dated, dwellings into renovated or newer modern dwellings. The HGTV show Good Bones currently LOOKING AHEAD takes place in the Fountain Square/Fletcher Place Revitalization is still occurring, and it is expected area. This has spurred other investors also to ren- to continue in the years to come. This will also ovate, revitalize, and bring new energy to an older likely have a continued impact on the sale prices in area. This newly energized area is attracting millen- this area. M nials, young professionals, and empty nesters with newer restaurants, breweries, and music venues. Lisa M. Meinczinger is with Advance Appraiser Service in This area is seeing an average sale price of Greenfield, Indiana, and is a member of RAC (Relocation $214,161 for single-unit dwellings, with an average Appraisers and Consultants). She can be reached at +1 317 of 69 days on market. The price of dwellings in 523 6257, or [email protected].

30 Mobility | March 2019 Americas Mobility Conference 2019 Connect with Your Talent Mobility Peers

8-10 MAY HYATT REGENCY ATLANTA REGISTER TODAY AT 265 Peachtree St NE, Atlanta, GA worldwideerc.org/amc19

What’s New This Year? The Hangout: All the fun will be in one convenient place! Throughout the event, from registration and the opening night party, to new product and service showcases to Innovation Labs, yesterday’s Marketplace is today’s Hangout!

360-Degree Stage: Featuring keynote speakers and thought leaders, providing real insights, about real challenges.

More Networking: After the opening keynote on Wednesday night at 6 p.m., continue to hangout and enjoy food, libations, live entertainment with more and new ways to interact with others.

To explore sponsorship and exhibiting opportunities, including our new tech demo kiosks, contact Alexandra Holtzman, GMS-T, at [email protected] or +1 703 842 3421.

1,000+ 50% Registrants First-time Corporate Attendees

With a rich history, this meeting brings together The conference attracts new Corporate HR the leaders in our industry who are innovating and attendees looking to benchmark with peers and disrupting daily mobility practices. network with new service partners.

worldwideerc.org/amc19 MEMBER PICKS

Riding the Elephant

Book by Chip Heath and Dan Heath Reviewed by Christopher Schulte

About our reviewer: Christopher Schulte is the director of relocation and client development for Coldwell Banker Gundaker. Schulte has worked in real estate for the last 14 years. He spent nearly nine years in personal production with an emphasis on assisting in the disposition of foreclosed assets. During that time, he facilitated more than 560 closed transactions. Over the last six years, Schulte has been responsible for two of the three company-generated business lines. His focus has been on improving online lead generation conversion and overseeing the relocation department. He is a graduate of the Trulaske College of Business at the University of Missouri–Columbia.

Switch: How to Change Things When Change Is Hard Switch uses an extended metaphor of riding an was a part of the curriculum for an organizational elephant. How does that relate to change? behavior class, a foundational course for your MBA Change can be accomplished if the change agent is studies. Why do you think that was? willing to complete three tasks: direct the rider (the I believe the book was chosen because change is not rational side of an individual), motivate the elephant only an inevitable component of business, it is fun- (the emotional side of the individual), and shape damental to progress in all aspects of life. If I am the path (create an environment where change is as able to embrace change and help others embrace it, easy as it can be). All three are necessary to manifest I will be in a position to provide true leadership. significant and lasting change. The breakdown of the

32 Mobility | March 2019 rider, the elephant, and the path equips the reader to the changes would ever take place. Again, we are systematically implement change within an individ- provided with examples of what not to do. While ual or organization. not every example in the book may be relevant to each reader’s company, the methods of achieving How did Switch help you to “ride your change are easy to understand, and they provide a elephant” better? great starting point for those interested in creating Prior to this book, I conceptualized leadership as the necessary changes. the skillful use of carrots and sticks combined with integrity and work ethic. While these ideas are Is it applicable primarily to workplace change? certainly necessary, performing at a high level and Switch is for anyone who needs to make a personal creating a high-performing team involves consid- change—healthier lifestyle, work-life balance, per- erably more. Because being a change agent is so sonal interactions, work performance—or acts as the critical for leadership, I have utilized the strategies change agent for their company or team. This is a bit provided by Switch to deepen my understanding of of a cop-out, but simply put, it’s for anyone trying to how to interact with my team in a more meaningful make meaningful change. way. Personally, I have integrated these strategies to become a better soccer dad and build a stronger Workforce mobility is undergoing a tremendous relationship with my oldest daughter. amount of change. How do the things you learned from Switch apply? What specific concepts from the book have you used The companies and people within this industry are in your work? having to deal with significant challenges to the I have chosen to focus on four: helping my team status quo on a daily basis. Everything from tax to understand our destination (where we are laws, to how long assignments last, to the contin- going and why it is worth the effort); shrinking ually increasing speed of technology guides how the change (the smaller I can make the change, the workforce mobility will look in the years to come. easier it will be for them to accomplish); instilling a For those who find themselves struggling with the growth mindset (a fixed mindset will not allow us amount of change or the demands associated with the flexibility to meet new demands or challenges); change, this book offers a framework for making and building habits (the more automatic the task, modifications that will improve their situation, the less the rider needs to think about it). their growth, and the growth of their teams.

Is the book written mostly on a conceptual level, or If you were to write a business book, what would is it more anecdotal? the title be, and why? The style of the book is to present its readers with Never Say No: How Saying Yes Can Change Your real-world changes that need to be implemented. Career. Being open-minded and willing to do things It begins with a change, which acts as sort of a others won’t has served me very well so far. I’d puzzle. The authors pull you through the entire love to analyze whether this approach is scientif- process, from conceptualization to implementa- ically verifiable and how those who do embrace tion, and finally, the results. The reader is able to challenges or the road less traveled affect those identify the challenges, examine them with the around them. M change agents, gain insight into the steps taken to create the change, and see the results. This style If you’ve encountered a book, podcast, TED Talk, etc., that allows me to create a template into which I can changes the way you work, do business, manage employees, dump and process my own challenges. Moreover, or think about your career, we want to share it with the authors discuss roads not traveled by the your colleagues in global mobility. Contact mobility@ change agents as well as why people doubted worldwideerc.org to learn more.

worldwideerc.org | Mobility 33 THE

NUMBERSGRAEBEL GLOBAL GIG ECONOMY & MOBILITY SURVEY

The on-demand gig economy is creating on-the-go gig workers. A survey of 600 gig workers—200 each in the U.K., U.S., and Singapore—conducted by Wakefield Research for Graebel Companies Inc. examined the trend of relocating to another country for the right contract job. The survey found 83 percent of gig workers were interested in relocating to another country for a gig job. However, they still expect companies to offer benefits and relocation support. The findings suggest these are ways for global companies to gain a competitive advan- tage in courting and catering to the growing number of gig workers.

HOW INTERESTED WOULD YOU BE, IF IF YOU WERE CONSIDERING RELOCATING TO ANOTHER AT ALL, IN RELOCATING TO ANOTHER COUNTRY FOR A CONTRACT JOB, HOW IMPORTANT, COUNTRY FOR A CONTRACT JOB?* IF AT ALL, WOULD IT BE TO YOUR DECISION THAT THE NOT COMPANY OFFERED EACH OF THE FOLLOWING? INTERESTED INTERESTED (Percentage saying important) Total 83% 18% TOTAL U.K. U.S. SINGAPORE

U.K. 84% 17% Relocation cost coverage, or financial 93% 94% 92% 94% U.S. 79% 22% support to cover moving expenses Singapore 86% 15% A personal spending stipend 91% 92% 91% 91% Millennial 95% 5% Language courses or 91% 92% 89% 92% Gen X 81% 19% cultural training Housing allowance Boomer 57% 43% or financial 92% 93% 91% 92% *All decimals are rounded to the nearest assistance for rent percentage point. This may result in certain numerical totals adding up to slightly more or slightly less than 100 percent. Excerpted from the Graebel Companies’ Global Gig Economy Survey, conducted by Wakefield Research. Reprinted with permission.

34 Mobility | March 2019 WHICH OF THE FOLLOWING WOULD BE MOST HOW MUCH MORE OR LESS LIKELY, IF AT APPEALING ABOUT RELOCATING TO ANOTHER ALL, ARE YOU TO RELOCATE FROM THE COUNTRY FOR A CONTRACT JOB? U.K. TO ANOTHER EU COUNTRY FOR A (Top 3 responses shown) CONTRACT JOB AFTER THE U.K. LEAVES THE EU? TOTAL U.K. U.S. SINGAPORE U.K. TOTAL U.K. Enhancing my MILLENNIALS qualifications 43% 43% 43% 44% Much more Expanding my likely to relocate 6% 3% personal and Somewhat more professional 39% 37% 39% 40% likely to relocate 52% 69% networks Somewhat less Overcoming a likely to relocate 16% 11% challenge, such as by learning to 38% 38% 38% 40% Much less likely 7% 2% live in different to relocate environments Neither more nor less likely to 19% 16% relocate ASIDE FROM FINANCIAL OR HEALTH CONCERNS, WHICH OF THE FOLLOWING, IF ANY, WOULD BE YOUR GREATEST CONCERN ABOUT TAKING A CONTRACT JOB IF YOU COULD RELOCATE TO IN ANOTHER COUNTRY? ANOTHER COUNTRY, WHICH OF THE FOLLOWING WOULD TOTAL U.K. U.S. SINGAPORE BE YOUR TOP THREE CITIES

Lack of nearby OF CHOICE? friends or family 50% 49% 53% 49% Paris 23% Complexity of navigating New York 21% immigration 46% 47% 45% 48% processes, such as London 19% attaining a visa Lack of work-life balance, meaning to IF YOU WERE OFFERED A CONTRACT enjoy the location 45% 48% 44% 44% outside of the job JOB IN ONE OF THE CITIES YOU SELECTED PREVIOUSLY, AND THE COMPANY DID Safety 44% 44% 49% 40% NOT OFFER RELOCATION COST Complexity of taxes/ COVERAGE, HOW LIKELY OR UNLIKELY reporting income 43% 47% 39% 43% WOULD YOU BE TO TAKE THE JOB AND Quality of schools for my child(ren) 27% 32% 24% 27% PAY THE EXPENSES YOURSELF? LIKELY NOT LIKELY Excerpted from the Graebel Companies’ Global Gig Economy Survey, conducted by Wakefield Research. Reprinted with permission. Total 83% 17% U.K. 86% 14% U.S. 74% 26% Singapore 89% 11%

oy Do Not Disturb?

What happens he Harvard Business Review article “We Can’t Undo Globalization, but We Can Improve to mobility when It” opens with this thought: “You can’t go some countries forwardT by going backward. Take the current debate about trade and globalization, for instance. While the are nationalistic impulse to erect trade barriers is understandable given the pain experienced by workers in a range of indus- and others are tries and communities in recent years, it is not the way welcoming to to create lasting growth and shared prosperity.” One of the fundamental supports for a more global- immigrants and ized world is a flexible, skilled, and mobile workforce. foreign trade? With nationalism flaring up in spots around the world, often fueled by economic frustrations and resentment toward immigrants, the steady flow of globalization is interrupted—and it rings alarms for employers about By Debra Frost, CRP, GMS-T future growth and business expansion. WHAT MOBILITY PROFESSIONALS SEE and lower its median age. Most economists will When global markets are fragmented, so is a country’s tell you that globalization brings strong positives, opportunity to attract and hire needed skills and talent. offering a net benefit to individual economies world- It also affects the way mobility professionals need to wide, improving the efficiency of regional and global consider and address their work in such environments. markets, upping healthy competition, lowering the Sharon E. Michnay, CRP, SGMS, president, Orientations prospect of military conflicts, and equalizing the Inc.–Relo Network Asia, notes that “nationalism spread of wealth. certainly creates obstacles to globalization and mobility. But when countries that have been dominant global We can’t overlook the range of opportunities that are leaders pull back into a more nationalistic stance, busi- out there, too—especially in Asia. Consider the Fortune ness dynamics change around the world. “That opens Global 500 list: With China, Korea, and Japan leading up space for new countries to enter global markets,” the region, there are more global companies in Asia says Michnay. Her colleague, Steve Burson, CEO of than anywhere else, with the remainder primarily in Orientations Inc.–Relo Network Asia, points out that Europe or North America.” McKinsey Global Institute mobility leaders who manage and move talent globally also projected high activity don’t see these more protec- in the region, estimating that tionist leanings as prohibitive. by 2025, 46 percent of the “Nationalism is one more Fortune Global 500 will be thing to consider when glo- in emerging markets—that Nationalism, by balizing,” says Burson. “Like includes Southeast Asia, South the flow of money, infrastruc- Asia, and China, Hong Kong, its very definition, ture, and available talent, it Macau, and Taiwan. becomes another challenge Consider the collabora- creates a dichotomy on the list, another variable tion, trust, and openness that must be addressed and that have moved global- that counters much solved—albeit a critical one. ization forward and that So, for example, if nationalism are essential to mobility of what makes in one country in Asia creates partnerships. Nationalism, impossibilities—or too many by its very definition (“exalt- globalization and barriers—global companies ing one nation above all are simply going to assess others and placing primary mobility successful. where else in Asia it is best to emphasis on promotion of conduct their activities. Just as its culture and interests as we must work with exchange opposed to those of other rates and transfer pricing, we nations,” per merriam-webster.com), creates a dichot- must deal with the nationalist aspects of government or omy that counters much of what makes globaliza- the laws that such governments create and try to make tion and mobility successful. When nationalism global business work within those confines.” is impacting global growth decisions, mobility The road to significant international growth has professionals are witnessing strategy and work- many more twists and turns than it once did. But force choices that confine or eliminate the potential even with a tighter global landscape, there are oppor- for partnerships—or that annul previously existing tunities inherent in a more protectionist environment partnerships and cooperative processes. for companies or countries. It’s all part of the ebb and flow of trade, and mobility experts have always risen PULLBACKS FOSTER EMERGING GROWTH, CREATIVITY to the challenge of change, of surmounting business Some countries that put out the welcome mat to obstacles. Because global companies don’t have immigrants—as in Australia—see more population another option—there’s no “origin market” to return growth, and the numbers of younger arrivals help to that will serve their growth objectives—they will improve the country’s fiscal outlook, bolster its gov- continue to expand throughout the world, overcom- ernment coffers, expand its working-age population, ing and managing complications.

40 Mobility | March 2019 Burson observes that some of the complications “are right places,” says Burson. “There are always work- obvious, such as the tightness of skills in the labor force, arounds to a certain extent, and with the increasing and some are not so obvious, like the hidden costs to melting pot of people in the world, there is still the doing business that could be related to cultural issues, ability to select passport holders of certain countries the inefficiency of bureaucracy, lack of infrastructure, that are going to be more easily accepted. For example, and so forth. In the world of mobility, it’s going to be a you are not going to be able to have someone of Islamic win for those companies that haven’t already expanded background work in agriculture in Myanmar, but if they yet or heavily in those destinations that are becoming are seen to be of Chinese or Thai descent, there will be more restrictive. If a company has already established fewer problems. Planning this kind of thing at the same a global mobility program with major regional hubs in time as planning the business model is important. Doing London, NYC, and Sydney—all of which are becoming it afterward can often lead to failure or excessive delays, much more nationalistic and restrictive—you are going as the people you need to put in positions to grow the to have a much harder time protecting your talent pool, business may not be available, or can’t be effective due global innovation strategy, employee career development to bureaucratic, culture, or other social reasons.” plans, and existing programs than a company that is now We’ve all seen the global implications of nationalism, globalizing or that has locations in less-nationalistic or and because the mobility industry has its collective ear to restrictive areas such as Toronto, Singapore, and Paris.” the ground, we know the parts that will make our work more complex. For example, by the time this article is WELCOME MAT WORKAROUNDS published, we’ll have a better sense of the direction that When faced with growing protectionism, is there any- Brexit will take the U.K.; we’ll be figuring out how to thing that companies that rely on a mobile workforce support the companies committing to Britain, as well as do to effect change, or to maintain a robust global those moving employees elsewhere and reconsidering assignment program? Yes, though there is always a their headquarters. Nationalism poses a conundrum at fine line for HR and mobility professionals to walk a time when organizations are so keen to secure the best regarding finding the right match for a region while and brightest employees, because finding locations for ensuring a discrimination-free assignment assess- operations or expanding operations in countries that ment, and nationalism makes such decisions even will allow the most flexibility is a natural goal. Countries more crucial and sensitive. such as Canada, Singapore, and France with friendlier It’s important to add in extra time for mobility and simpler foreign worker policies will likely seem strategy and deployment planning and assess the more attractive to businesses concerned about mobility potential assignee for his or her likelihood to receive and attracting and retaining top talent. There’s a long visa approval in a restrictive country, considering game, though! Even with global growth being skewed in what country they reside in prior to assignment and some locations, and other countries gaining ground as a where they are heading. Burson notes that “much of result, it won’t take countries long to realize that they are the protectionism I see in Asia is countries wishing to missing out. Says Burson: “We will likely—slowly—see protect their local workers; putting their jobs ahead of things even out again. Global business isn’t going away. incoming expats, perhaps irrespective of the skills of It will always find a way to keep moving forward.”M the local workers and their inability to do particular jobs. Or in the case of more developed countries such Debra Frost, CRP, GMS-T, is senior vice president, global as Singapore, regardless of the willingness of the local services, with Cornerstone Relocation Group. She can be workers to take positions in some industries (local reached at +1 908 848 4092 or [email protected]. Singaporeans don’t tend to work on construction sites or in restaurants, for example).” There’s an increasing argument and justification in a Keep the conversations going on this and nationalistic environment for more advanced workforce other topics by participating in our online planning—to bring mobility into the mix when assessing Community. Sign in at community.worldwideerc. how to, when to, and where to fulfill business objectives. org/login with your Worldwide ERC® username “Smart companies need to do a good deal of planning and password. as to whether they can allocate the right workers to the

worldwideerc.org | Mobility 41 EUThe Audit Regulation

A challenge for mobility EUBy Andrew Chapman and Chris Debner What does a European Union audit regulation have next potential change of auditor and whether your cur- to do with my mobility program? rent tax, payroll, or immigration provider is a potential Audit firm rotations may oblige you to look for candidate for the audit. You should also discuss it with a new tax, immigration, or payroll provider. This your provider if you have not yet done so. compulsory change affects many more mobility teams than one would imagine—and will continue WHAT ARE THE CONSEQUENCES? do so for the immediate future. This article will This all means that, in short, your current compliance look at who is affected and what the consequences provider could become your company’s auditor as early are. Read on, and plan accordingly. as 2020. The EU rules have already caused a number of EU and non-EU multinational businesses to change IS MY MOBILITY PROGRAM auditor and tax provider simultaneously—and on top of AFFECTED? that, their technology provider. More on that later. An EU rule change, which took effect in 2016, Independence rules, which exist at different reg- requires many companies to change their audit ulatory levels but also sometimes inside your own firm—whether or not they are satisfied with the pro- organization, will not allow you to continue working vider. Briefly, this requirement applies, for example, as usual with your preferred tax provider if they are when one of your group companies or affiliates or bidding for your organization’s audit mandate. You your parent company is located in an EU country and need to find out what is still allowed and for what qualifies as a so-called “Public Interest Entity.” Public services you need to look for an alternative provider. Interest Entities include companies whose securities Some rules mandate so-called cooling-off periods are listed on an EU-regulated stock exchange. for providers if they want to bid for an audit. This That EU rule change also affects certain multina- could mean that if your tax provider decides late to tionals that are not headquartered in the EU—for bid for the audit and to inform you, you have only a example, those that have an affiliated EU-based couple of months before they are potentially forced to company that fits the Public Interest Entity definition. stop providing services for you. Without awareness Banking and insurance groups with affiliates in the and preparation, you could face a serious business EU are also affected. disruption for your mobility program—or potentially And yes, it probably will still apply if you have experience some stress to identify, appoint, and tran- such an affiliate in the U.K., despite ongoing Brexit sition to a new provider in time. debates. Moreover—because even a multinational based outside the EU might have to change the audi- LIMITATIONS OF CONTINUING TO tors of its EU-based affiliate—that non-EU multina- USE YOUR CURRENT TAX PROVIDER tional may well decide to change its worldwide audit It’s often possible for your current provider to firm in order to guarantee consistent coverage. continue rendering the classical “core” compliance The timing of the auditor change depends partly services in the tax field, even if it is appointed to on how the EU regulation has been implemented in audit your company. But you may face a number of each EU member country. Generally, the EU rules practical hurdles. For example, your auditor typically state that a company can’t keep its audit firm for cannot service your most senior executives or those more than 10 years, counting also prior periods with financial responsibilities. In addition, you may of service as auditor before 2016 (with extensions find yourself with onerous internal reporting and possible on a country-by-country basis). “Audit firm approval responsibilities. There may also be a fee cap rotation,” as it’s called, can be required by EU rules, (as under the EU rules), which will prevent you from national regulations in your country, or the policy of freely ordering all the services that you require. Some your own board of directors. companies, particularly those with larger programs, Depending on the time that your current audit firm often opt to change their provider for these reasons. has already served your company, rotation—i.e., chang- ing the audit firm—could be required soon. Your col- CONSIDER ALTERNATIVE VENDORS leagues within regulatory, finance, tax, or legal should Once you’re clear that you need to change your be able to estimate for you the time available until the current provider, you might be faced with a limited

44 Mobility | March 2019 choice. Both your current and future audit firm may assignment management technology, some com- be restricted from bidding. Some firms may decline panies are now also selecting smaller, independent to bid for your business, in the hope of winning a providers. One reason, again, is audit independence: bigger audit appointment or because they are already minimizing the need to switch technology if the booked out. If your current tax provider and just provider becomes your company’s audit firm. Some one other firm are bidding for the audit, your tax firms have started to consider their investment in provider choice is limited to one, which makes it no assignment management technology and are consid- choice at all. In some cases, a “second-tier” firm can ering partnering with independent platforms. The be perfectly appropriate. Depending on the size of market in mobility technology is evolving massively your program, it may make sense to test out other but is highly fragmented at the same time. We recom- potentially eligible bidders. mend that you invest the time to obtain demos of the Finally, you may wish to consider how best to meet relevant technologies so you are prepared to make an critical immigration and payroll compliance needs. informed choice in case of a provider change. There’s a balance to be struck between supplier con- solidation and selecting the ideal specialist vendor— AN UPGRADE OPPORTUNITY while satisfying audit independence rules. If your company is affected by audit rotation, it could be an opportunity to upgrade your mobility program. TRANSITION AND RFP While tendering an RFP for global mobility compli- CONSIDERATIONS ance services is certainly time-consuming and vendor An RFP should be a means to upgrade your own transitions are inherently risky, there are also many service to business and to employees, with the sup- opportunities for you to upgrade your global mobil- port of your vendors. An analysis of the processes ity services and select a mobility technology that suits that all your vendors operate will highlight specific your needs. changes for you to build into the RFP requirements. It’s important to inform yourself with your tax, These upgrades will impact speed of service, cost and legal, or finance colleagues about possible audit rota- performance visibility, compliance, and employee tion. Ultimately, your board of directors will deter- experience. The changes need not be restricted to mine how your company applies the regulations, not your accounting firm—creating more effective team- your compliance vendor. work among all your vendors will likely improve Based on that information, there is plenty to do reporting, simplify life for assignees, and reduce in order to make any required changes and identify overall costs. opportunities for program enhancement—and to We suggest that you also consider some intangi- ensure a smooth transition! M bles: What is it that you like about your current tax, payroll, or immigration provider, and what would Andrew Chapman of Extraordinary Assignments is a you wish to improve? Considering what you need former Big 4 partner who helps global mobility teams to preserve in a future relationship, how would to build high-value partnerships with vendors and run you precisely define that value to your business—is effective RFPs and vendor transitions. He is based in that current value connected with the qualities or Basel, Switzerland, and can be reached on +41 79 286 backgrounds of the current vendor’s lead team, with 0329 or [email protected]. Chris the vendor’s strengths in your strategic locations, Debner is an independent strategic global mobility adviser or with your current provider’s relevant technical and frequent speaker based in Zurich. He can be reached at expertise? These insights help to ensure that you +41 79 796 6908 or [email protected]. truly make a return on the time investment that you’ll put into the RFP process. Keep the conversations going on this and TECHNOLOGY CONSIDERATIONS other topics by participating in our online Community. Sign in at community.worldwideerc. Audit rotation also has a major impact on mobility org/login with your Worldwide ERC® username technology considerations, which can already be and password. seen in the market. While some firms provide strong

worldwideerc.org | Mobility 45 Do You Have

Mobility Vision?

7 strategies to develop a clearly focused program By Bruce Waller, CRP “The only thing worse than being blind is having sight but no vision.” Helen Keller

ike the sound of roaring thunder on a cool Sunday afternoon, the war for talent has garnered our attention over the last few years, reminding us that companies are in relentless pursuit to attract the very best talent, which often includes providing a relocation benefit. Onboarding— defined as “providing your new employees with a smooth relocation Lprocess, before you begin assisting and supporting them in developing the skills, knowledge, attitudes, etc., needed to be successful in the job”—plays a significant role in attracting talent and starts when the candidate says “Yes!” Just ask companies like Facebook, Google, Zappos, and others that invest significant dollars to create a great experience for the candidate once he or she has decided to work for their company. However, many companies don’t think about the the benefits we do for our candidates? Should we onboarding process at the beginning of the relocation, provide a managed lump sum? If so, why? Do we and they often overlook the importance of making provide assistance for families to tour the commu- a great first impression for the entire family. We all nity? Why or why not? know that relocation can be an exciting adventure Kelle Wortham, CRP, and Shelley Giles, SCRP, and a fresh start for the family, but it can also be GMS-T, with Tenet Healthcare recently shared, “Our extremely stressful, especially when the spouse is department is involved from the beginning. We meet leaving a great job or the children are leaving a school weekly with our executive recruiters so we learn of where they have made lots of friends. In order to openings as they occur, and work with the recruiters attract, recruit, and relocate candidates, we need to through the process of selecting and finalizing candi- develop a clear vision of the process for both the dates.” Meeting with your team annually to discuss candidate and the family. these questions and start some dialogue around the When I was 2 years old, the doctors found a reasons behind the answers will drive ideas and strat- tumor that was the size of a small potato behind egies to help you always be evolving your program my eye. My mom was pregnant with her fourth and developing a better relocation experience for your child, and she worried about me, I’m sure. The doc- candidates and their families. “It can be a challenge tors advised that major surgery would be needed for global mobility to be at the table when the business immediately to remove the tumor, or I would lose being discussed is movement of employees and/or my eyesight. We didn’t have the money, but the new hires,” observes Jane Woolston, 2019 North Texas Lions Club of Edmond, Oklahoma, stepped in to Relocation Professionals (NTRP) president. Now is a raise money for the surgery, and it was a success. great time to start the vision checkup process by lean- When I am driving, I can see the road just fine; but ing in and asking the questions around why. when I put on my glasses, my focus is enhanced, and I am able to better read street signs. 2. ONBOARDING STARTS WITH YES I tell this story because with the right tools and When I talk to HR leaders about onboarding, I partnership, we can bring anything we do more often hear about the first day on the job. However, into focus and have a better experience, including onboarding starts from the time the candidate accepts relocation. Just as our family benefited from a part- the position. Collaboration and alignment with nership with the Lions Club to support our needs, stakeholders are critical for any onboarding pro- building a partnership with a relocation provider gram that strives for excellence, especially when it can be instrumental in the success of onboarding involves a relocation from one city to another. “First candidates by providing comprehensive—not com- impressions are critical,” adds Woolston of NTRP. plex—services to meet financial goals and driving “Relocation is stressful for the new hire or employee a better experience for the candidate and family. and their dependents, so a competitive relocation There may be some time invested on the front end benefits program and a smooth relocation process are to get things set up, but the results on the back the beginning of a successful onboarding or transfer end will far outweigh the initial time invested and to another location.” will result in real ROI (relationship opportunity Human Resources Director Paige Lueckemeyer increase) achieved through retention. with energy industry supplier Black Mountain Sand Here are seven strategies to help shape a vision and says, “One of our core focuses is to provide the right develop a clearly focused program to relocate your products in the right basins. We can’t achieve that talent as we approach 2020. focus without getting the right people in the right basins, too! Being able to partner directly with a mov- 1. START WITH WHY! ing company enables our candidates to focus more on Simon Sinek recently published the book Start With preparing for their upcoming role, rather than worry Why, which is about being purposeful in all that we about how to get their personal belongings moved to do. Employing that sound advice, we all need to be their new home. This, in turn, allows us to be a nim- asking the following questions: Why do we relocate ble workforce and capitalize on early opportunities talent? Why do we use our current process or provide with new team members that really set the tone for

48 Mobility | March 2019 IN RELOCATION, ONE SIZE DOESN’T FIT ALL, success! As the saying goes, first impressions are only granted once, and providing candidate relocation is AND IT’S IMPORTANT the first chance we get to make our team members feel like part of the family!” One of the questions I have heard for years is, “Why TO FIND THE OPTIMAL aren’t mobility, HR, and talent acquisition more in alignment from recruiting to onboarding?” Today I am “PARTNERSHIP LANE” seeing more stakeholder collaboration among HR, talent acquisition, and business unit leaders that is allowing THAT WORKS BEST companies to create a better experience for more suc- cessful programs. “Our department is involved in the FOR YOUR TEAM. onboarding process from scheduling area tours when they are a candidate to helping with estimating the cost of a relocation to a new facility,” remark Wortham and Giles. “This process is very important to help which allows them to manage the entire program manage expectations with the facility and the relocat- in-house. ing employee. It opens the lines of communication, For example, Tenet Healthcare has more than and everyone has the information they need to make 75 years of industry experience in its reloca- informed decisions, even before they accept a job offer.” tion department to manage relocation in-house. It’s all connecting to determine what’s important According to Wortham and Giles, “As an in-house for each department to be successful. This starts program, we are responsible for all aspects of with taking the time to ask questions and start a the move. We have direct partnerships with the conversation. According to companies speaking at moving company, as well as with other excellent TalentNet in Dallas in November, 30–50 percent of partners, including title, mortgage, and real estate new candidates come from employee referrals. It only professionals around the country, that understand makes sense to invest and align with all stakeholders our culture and are an extension of our program to to create the best mobility strategy. help our employees. We move a lot of employees under a managed lump sum as well, but even those 3. RMC OR MOVING COMPANY … OR BOTH? range in complexity from a college-grad new hire In 2017 I published a book called Find Your Lane, to a neurosurgeon.” which is about aligning your talent with your In relocation, one size doesn’t fit all, and it’s vision, mission, and values for success. There are important to find the optimal “partnership lane” that many ways to have success, but we need to find the works best for your team. Sometimes you may find lane that works best for us. Many times, the best a better solution by switching to an RMC, and other mobility programs are aligned with company cul- times you may want to manage the program in-house ture and focused on the employee experience when with a direct-partnership approach. Find the lane that relocating. “With different employers, I have been works best for your team! involved with both, and it is sometimes related to the size of the relocation program and/or the 4. DEVELOP/UPDATE YOUR POLICY number of global mobility staff,” offers Woolston. I once heard financial guru Dave Ramsey talk about Many times a company partners with a relocation leaving a love letter for your loved ones in case management company to provide comprehensive something happens to you and they need access to services ranging from home marketing assistance personal information. This letter includes finan- to expense management. Some companies may cial passwords, email addresses, and websites for choose a more simplified mobility approach, with financial information. Years ago, I created this letter a direct partnership for the household goods move and placed it in a box for my wife. A few months while providing a lump sum to support any miscel- ago, I pulled it out and realized that many of my laneous relocation expenses. There are also compa- login passwords had changed, and new information nies that have a vast array of industry experience, needed to be added. In the same way, we all need to

worldwideerc.org | Mobility 49 update our employee relocation policy to help create or perhaps an apartment search. But so many other clarity when moving candidates. NTRP’s Woolston services are available for the candidate to drive an states, “It’s best practice to review your relocation even better experience, depending on their needs. policy to determine if it meets the needs of the busi- Many times, companies don’t ask the question or take ness, benchmarks the latest relocation benefit trends the time to peek behind the curtain to see whether to the current relocation policy, and determines the value might exceed the cost. Value-adds come in if current relocation benefits should be modified, all shapes and sizes, depending on the employee’s including adding [or] deleting relocation benefits.” needs, and they might include additional services This also helps the relocation management com- within each segment, such as unpacking of the house- pany and/or moving company manage the moving hold goods move, an empty-box pickup, or even a process and stay updated regarding the benefits that put-away cleaning service. are being offered to the candidate, before the move Tenet Healthcare uses concierge unpacking ser- is initiated. According to Wortham and Giles, Tenet vices that help families settle in quickly and have a “doesn’t update policy on a regular schedule, but as functioning household, which allows the employee needed when tax law changes or needs arise within to get to his or her new job without worrying about the company.” finishing up the moving process. For real estate, companies might consider adding a staging service 5. FLEX YOUR PROGRAM for the candidate to market their home more quickly, Being flexible is trending as we continue to move or an upgrade for an executive when staying at temp a younger and more mobile workforce, making it housing accommodations. very important when relocating talent today. As I Many times, customers may not know what might track trends in relocation, I find that having a flexible be available unless they engage in a discussion with a policy is the most important development I am seeing partner to help provide the best experience or outcome today. For example, if you offer a candidate a man- from a cost and/or quality perspective. In September, aged lump sum, and they don’t have any household NTRP corporate panelists talked about how they might goods to move or don’t need temporary housing consider a spousal assistance program to help a candi- because they have a place to stay, then consider date’s spouse settle in to the new community. Now is a “flexing” to offer the candidate a substitute benefit, great time to focus on value-adds and how they might such as an apartment search trip or even a lump sum enhance your program. to pay for other expenses related to their relocation. Giles and Wortham share that being an in-house 7. BENCHMARK FOR EXCELLENCE program gives great flexibility in meeting the needs I once read that we are the average of the five people of candidates as well as hiring managers. we are surrounded by. But what about your com- pany? Who is in your mobility network? Have you 6. INCLUDE VALUE-ADDED SERVICES benchmarked your program lately to see whether Value-add is defined as “something that adds value, you are competitive in the marketplace? There are a benefit, or enhancement.” Moving companies and so many places to benchmark your benefits, starting RMCs both have value-add in their corporate trans- with your relocation partners. Many times, providers portation agreements, which includes full replace- will have industry benchmarking and trends that can ment valuation coverage at no additional cost for give you incredible insight. Benchmarking isn’t only candidates moving their household goods. It’s set up about comparing, but more about making sure you as a value-add for being a partner. Companies aren’t are in alignment with your business goals and objec- typically aware of this value-add until they engage in tives of relocating the right talent to the right places a partnership, which is the case for most value-adds at the right time for the right cost. unless you engage in a conversation to find out about Woolston mentions that in her experience with differ- the benefits available, and at what cost. ent employers, two to three years is the norm to bench- When companies think about traditional value-​ mark for excellence. Other research options include the added services for relocation, they might consider Worldwide ERC® website (worldwideerc.org), which is full things like home marketing assistance, temp housing, of benchmarking and trends, as well as the Community

50 Mobility | March 2019 forum for corporate members and business partners. “Make your vision so clear that your fears Both Giles and Wortham attend the corporate roundta- become irrelevant.” bles at Worldwide ERC® and local relocation meetings, — Anonymous M and also work with other corporations. “We make changes on an as-needed basis or in anticipation of the Bruce W. Waller, CRP, is vice president, corporate needs of our culture,” they observe. There are also other relocation, for Armstrong Relocation and Companies sites you can consider, but make sure you are benchmark- (armstrongrelocation.com). He can be reached at +1 972 ing your program for success. And perhaps you should 389 5672 or [email protected]. ask yourself, When is the last time you did just that?

ATTRACT, RECRUIT, RETAIN Keep the conversations going on this and So how can you attract, recruit, and retain the best other topics by participating in our online talent among your candidates before you relocate Community. Sign in at community.worldwideerc. ® them? My professional advice is to get a mobility org/login with your Worldwide ERC username vision checkup to make sure that you are seeing and password. things from a 20/20 mobility perspective!

worldwideerc.org | Mobility 51 Parents everywhere want their children to get a good education. But the world’s countries differ in the challenges they face, the ways they stress the importance of school, and how they go about the task of teaching their children.

Here’s some good news for Chinese students: A study Elzbieta Sekowska / Shutterstock.com shows that the amount of time primary and middle school pupils in that country spent on homework on a daily basis fell from 3.03 hours a day in 2016 to 2.87 hours in 2017. Despite that decrease, that’s still twice the global average. Source: straitstimes.com

The initial day of first grade in Germany is a big deal for students and parents alike. It’s such a momentous occasion that those students get something called a Schultüte, a paper cone that can reach gargantuan proportions and contains sweets, presents, and school supplies. The tradition dates back to the 18th century, when parents made their own cones. Now they can go to stores and buy prepackaged cones for their fledgling students. Source: dw.com

Turning 4 years old is a milestone for kids growing up in the Netherlands because the day after that birthday they start primary school. It doesn’t matter when in the school year that birthday falls—the next day, they’re going to school. When they start school, they are placed in a classroom filled with 4-, 5-, and 6-year-olds and spend their days playing games and doing artwork as they build social and cognitive skills. Source: amsterdam-mamas.nl

Elementary school starts for children in Finland at age 7. They get 75 minutes of recess each day and are not given exams for the first seven years of schooling. They get little homework until they’re in their late teens and are subjected to just one standardized test, when they’re 16 years old. The Finnish education system is generally considered one of the world’s best. Source: transferwise.com

52 Mobility | March 2019 Mobility Matters Interesting, challenging, and surprising stats and finds around the globe

By Jon Ferguson

Educators in Bangladesh face a special problem. Not only do they struggle, Elzbieta Sekowska / Shutterstock.com Sk Hasan Ali / Shutterstock.com like a lot of schools around the world, with a lack of funding, outdated textbooks, and crowded classrooms, but they also must deal with monsoons that regularly cause flooding and prevent students from getting to schools. As a remedy, a charity in one part of the country created 23 schools in boats. The boats travel along rivers and pick up students as they go. Source: npr.org

Iceland is widely considered to be a country where innovation and creativity flow. A study by researchers at the University of Kansas noted that the country’s school curriculum places a premium on creativity. Since the early 20th century, according to the study, students have learned how to use tools and how to build and make all kinds of things. Woodworking, sewing, knitting, and cooking are all taught beginning at a young age, when students are in elementary school. Source: icelandmag.is

Distance learning in schools has become more and more prevalent around the world as the internet has taken hold. The Alice Springs School of the Air in Australia began distance learning in the 1950s through the magic of two-way radio. Today, students gather in their homes or a community building and log in via a satellite link to participate in group lessons, which are led by teachers at a studio in the town of Alice Springs. The students send in schoolwork by regular mail or email to be graded and returned. Source: atlasobscura.com

The Day of Knowledge was started by the Soviet Union in 1984. It is still celebrated in present-day Russia on 1 September of each year and marks the beginning of the academic year, for both schoolchildren and college students. According to tradition, students line up outside their schools and enter when the “first bell” is rung to begin classes. Source: russkiymir.ru/en

ingehogenbijl / Shutterstock.com Guinness World Records recognizes City Montessori School in Lucknow, India, as the largest school in the world. The school has 52,000 students in 1,050 classrooms that are scattered across 20 campuses in the city. Source: theguardian.com

worldwideerc.org | Mobility 53 SCRSCRSCR ATCH ATCH ATCH STARTINGSTARTING FROMFROM

Building an employee-centric mobility program SCRSCRSCR ATCH ATCH ATCHBy Emily Alvarez, GMS he need for a structured global In building our program, we discovered four mobility program can come key assets in helping us to construct it, but also to swiftly. For an organization create influence within the operations of our orga- without one, every new case nization. These assets continue to be vital to our can feel like an avalanche. All development today. the questions, concerns, and internal struggles come at once, burying you in COLLABORATION the stark realization that you know nothing about The process of building a program from scratch Thousing norms and tax equalization. At least, cannot occur in silos. I learned early on that while I that’s how I felt. may be in the trenches learning, solving problems, I was two years out of college when I started help- and connecting with employees, the success of all of ing with my first global assignment—our first one in these things depends on the interconnectedness you a few years. It was a doozy. The special circumstances build with finance, corporate services, and the rest of the assignment only added to the complexity felt of HR, to name just a few departments. For example, by an internal team with scattered experiences in about a year ago, an employee transferred to the U.S. global mobility. We got through it, but that moment from Europe. The employee arrived in temp housing, marked a juncture for our organization. One-way and I relaxed, thinking the job was (partially) done, transfer requests started to flow in, another expat only to receive a call from finance. In my haste to was proposed, and the L1 visa blanket opened up check off the HR boxes, finance needs went unmet. opportunities. Our desire to “do the right thing,” Did the employee fill out their direct deposit? Do mixed with “getting it done,” resulted in piecemeal they have a U.S. bank account yet? What about their solutions and inconsistent employee experiences. It Social Security number? These are pieces that, while became increasingly obvious that we needed policies, not difficult, became unnecessarily complex for the process, and knowledge. employee and for internal team members during a When starting the process of building a global time of so many other competing priorities. mobility program, we instinctively centered our As much as I’d like to think that a robust, well-writ- thinking on employee experience—we wanted to ten policy is the key to employee experience, it is not. improve both the experience of those moving to The value lies in how the policies are executed—the another country and the experiences of those tasked tools and efficiencies that are operationalized by a with making such a feat possible. We felt improve- collaborative, curious team that cares. How long does ment lay in consistency, maturation, and efficiency. it take for employees to receive a reimbursement? Is Focusing on a single objective with associated values their desk set up upon arrival? Is their travel account transcended the tactical work itself and helped us converted to the new country profile? Is HR respon- focus when we faced moments of challenge, resis- sive to questions and concerns? Every employee need tance, and indecision. is a moment in which a program will be tested. And Also helpful was keeping a flexible mindset. the results of that test will be a direct reflection of the When I started building our first policy, I wanted ongoing internal collaboration. perfection. I wanted every decision to reflect the best of our industry and to be firm. But in the midst PARTNERSHIPS of sorting out factors such as company culture, cost Critical to our journey was establishing relationships constraints, and the acknowledgment that we were with vendors we trusted. We deliberately sought out still learning, I found that perfection isn’t possible partnerships with companies that led with education or constructive. Instead, I began to separate out and a consultative approach. There are thousands which decisions I could accept in the moment and of partners that can ship out household goods; for which needed to be delayed for the future and organizations such as ours, our greatest value has built incrementally. With the pace of change in our been the relationships themselves and their gen- industry—and let’s face it, the world—it can be erosity of time and knowledge. In a recent expat helpful to remember that these standards of “per- assignment, I had the flexibility to engage with a fection” will be different in five years. relocation consultant right away. The firm’s impact

56 Mobility | March 2019 was immeasurable. Their letter template gave us all the words and structure we didn’t have. Their cost-estimate tool grounded our reality. And their housing data allowed us to set an optimal budget for a valued leader. To this day, their value continues to multiply as the knowledge they provided enabled us to incrementally increase our autonomy with every new assignment. Our other fairly new partnerships include a global tax firm and an immigration provider. Though not all of our selection processes were exhaustive, we focused on aligning ourselves with partners that could meet us on our journey. Cultural fit, similar client size, education focus, and trust—these were all values and traits that we sought and on which we refused to compromise. LEADER ADVOCACY Also crucial has been finding those leaders most willing to “buy into” global mobility. Understandably, for organizations newer to this space, the campaign to build out processes—and sometimes, add cost—can be met with resistance. Finding leadership that is willing to listen and go out on a limb with you is important. But at the same time, I’ve never found success by trying to be more than I am. The conversations aren’t sugar-coated with the false proclamation that we’ve got it all figured out. Instead, the conversations are about trying something new, going back with a correction, but remaining convicted, passionate, and confident in the importance of the perspective I bring to the table. I’ve been fortunate enough to have a few advocates within leadership throughout this journey. One of them, my manager, has always respected my opinion and supported my education in pursuit of making us all better. In turn, she has helped me find advocates in others, including within the C-suite. One executive in particular has been especially open about listening and exhibiting a willingness to be influenced. While he and I each come with our own set of priorities, our convictions don’t prevent us from finding their intersection. This kind of support has allowed me to execute ideas on a small scale. Now, I recognize that likely my ecosystem is unique—leadership out on a limb? A midlevel HR team member with access to the C-suite? We’re a unique place. But in any environment, it’s important to find your advocatesand allow them to be so. That

worldwideerc.org | Mobility 57 As much as I’d like to think that a mobility—and maybe even immigration, too—started as a passionate side project. And you’re still convinc- robust, well-written ing leaders of the investment required for successful moves. These are all real barriers that can distract and impede your journey. But they are not challenges policy is the that cannot be overcome. Just as I have learned to be patient for perfection, I’ve also learned to be patient key to employee with the operational and cultural challenges that exist. To overcome them, stepping forward with lead- experience, it is ership and a strong point of view is critical. It is the knowledge you bring and the attitude you present not. The value lies that can make all the difference in whether you solve problems or allow them to continue to multiply. in how the policies As I reflect upon the past three years, I am filled with mixed emotions. I wish we were further along are executed. in our journey; I wish we had a centralized budget, double the volume, and a suite of policies. But this is a journey, one with milestones, unexpected curves, and the promise that there is never a true “end.” I’m includes building the confidence of representing a pleased with the knowledge our organization now point of view while demonstrating an understanding has. Through forums, roundtables, and the GMS® toward theirs. certification, we’ve received insight into industry best practices, introductions to formative relationships, EDUCATION and a greater understanding of mobility. Finally, self-initiated education has been the corner- In the last year and a half, we have added three stone of our journey. There are so many resources new vendors to our team. All three have pushed out there—programs such as the Global Mobility us to be smarter and continue to add value. And Specialist (GMS)® certification through Worldwide finally, we have one policy in its final draft and ERC® and vendor forums have been critical to my ready for executive feedback. For us, these begin- learning about the industry, its best practices, and ning accomplishments are subtle but critical to the various options that exist through relocation. laying the foundation for a strong and thoughtful However, at the same time, I’ve found that many global mobility program. Although each proposed resources are geared toward the upgrade and evolu- new global project comes with its own unique tion of existing programs. It can be difficult to remain set of challenges, it’s becoming easier and more encouraged in the face of GBO versus BVO when all fruitful with each iteration. We learned from the you really want to know is how many days you’re employee whose air shipment became complex, supposed to give for a home-search trip. and we’re focusing on alternatives the next time. The strategy I’ve found most successful is to U.S.-hire paperwork once was an afterthought, immerse yourself in everything—attend every and now, with the collaboration of colleagues, our roundtable, forum, and conference you can. While checklist helps us tick the boxes. Every assignment not all information will be helpful, immersing is an opportunity to learn; mistakes and regrets are yourself in these environments can help you find momentary blips—they have to be. the pieces that are. Global mobility can have an unquantifiable impact on an employee’s career. It provides new opportu- OVERCOMING THE CHALLENGES nities not otherwise accessible, allowing employees The journey of building a global mobility program is from various backgrounds to develop professionally not without challenge. If you’re like me, your volume and personally. And if it’s done right, companies, of active cases is comparatively low. You don’t have too, can yield tremendous value from their experi- a centralized mobility budget or team. Your work in ences. This reality is why I feel so strongly that to be

58 Mobility | March 2019 successful, global mobility programs must put the productive during this stressful and exciting time? If employee at the center. The focus is on the parent you can answer those questions (hint: talk to them!) moving across the world with a family of four in and it fits with your company culture, well, that’s a tow. It’s the newlywed ready for an adventure. And pretty good place to start. M it’s the parent who must still care for a long-distance family spread across the continent. Emily Alvarez, GMS, is associate regional business As individuals change—their lifestyles, their partner with Forrester Research Inc. She can be reached at vision of family, their willingness to experience the +1 617 613 5843 or [email protected]. world—so must we, and so must the experiences we create for them. If your program is small or you’re starting from scratch, you might be like me—scratch- Keep the conversations going on this and ing your head over what to do, what providers to other topics by participating in our online use, and how a certain move should be structured. I Community. Sign in at community.worldwideerc. ® urge you to step back and put the employee in focus. org/login with your Worldwide ERC username What solutions create the best experience for them? and password. What do they, as a unique person, need to be safe and

worldwideerc.org | Mobility 59 GETTING A MOVEMOVE “There is nothing permanent except change.” The moving industry — Heraclitus must continually y almost 40 years in the moving services industry validate the wisdom of the sage embrace change Greek philosopher quoted above. As long M as I can remember, our business has been in By Charles W. McDaniel a constant state of change, and as much as change can evoke anxiety, for the most part, the changes that have occurred have made us smarter and more efficient, deliv- ering levels of customer service that were only dreamed about years ago. If we take stock of the last half-century, it’s clear change has been not only transformative but also over- whelmingly positive. And that’s a good thing—after all, many more changes are still to come. It’s the companies that embrace the spirit of disruption that will grow, thrive, and outperform. The evolving competitive landscape in recent years frames the nature of the change. Some of the industry’s largest, most-established names have consolidated their geographic footprint or business lines, seizing oppor- tunities in one place while conceding market share in another. In some cases, and for reasons we should resist generalizing about, companies have ceased operations entirely. On the other hand, some of the dominant players have diversified their services, which has helped them get bigger, especially as they fill voids, often cre- ated by other companies’ unwillingness to adapt. Changing market conditions—some predictable, others not—are contributing to the pace of change. Years ago, who would have anticipated that driver recruitment would become such a challenge? Evolving technology, narrowing profit margins, and frankly, higher expectations from customers are also driving our industry’s transformation. MOVEMOVEONON As we examine some of the issues propelling so handle the middle part? Doing so would take a many of these changes, what is clear is that success tremendous burden off of local staff and, importantly, will come to those who can objectively assess how to give them the chance to be with their family every best adapt and leverage ever-shifting market condi- night. There are other residual benefits, such as the tions while acting with courage to implement those ability to work together more often, grow as a team, new strategies. and feel more connected to the company’s main office. The result of all that? Greater driver retention. DRIVER SHORTAGE AND THE NEW MODEL FORWARD Transitioning to such a model may not be easy and Our nation is facing a massive truck driver shortage. will require both top-down and bottom-up buy-in. While this is an issue for all logistics and transporta- On the other hand, not adapting to change is simply tion companies, the impact on the moving and storage not a long-term option. industry is even more profound. The reason is simple: We don’t hire truck drivers; we hire van operators. PRICE IMPROVEMENT AND REINVESTMENT The difference is significant and lies at the heart of our For many years now, the moving and storage indus- challenge. Van operators must have skills beyond their try has endured downward pressure on margins. Our ability to drive vehicles safely from point A to point B. collective response has been to look for efficiencies They require interpersonal skills that project confidence and greater volume, yet not address the nature of and credibility so customers have complete confidence the problem head-on. Rising fuel costs and tariffs, their move is being handled with the utmost profession- increases in wages and benefits, and a range of regu- alism, competence, and safety. The growing popularity latory burdens have all conspired to add significant of customer surveys and online company reviews operating costs impacting our bottom line. The envi- underscores just how important finding and training ronment is not unlike that faced by our transporta- the right van operators is. tion brethren in the airline industry, which for many So, how do we recruit new drivers and retain a years struggled to reconcile increasing costs against workforce that is, by all accounts, jumping ship? slimming profit margins. Finally, they said “enough,” One path forward is to consider how we approach and carriers began improving margins by raising base first-, middle-, and last-mile shipping. A recent fares, discontinuing unprofitable routes, assessing Washington Post article contained interviews with a baggage fees, and charging for seat upgrades. series of truck drivers, looking at why they still drive, The moving and storage industry can learn from how the profession has changed, and what’s causing the airline paradigm. Without significant price people to leave. One of the most common responses improvement, we are at risk of not being able to to why they are quitting is the extended time away meet growing customer demands, and some among from family. This is not a new consequence of the pro- us will likely not survive. We should consider à la fession, of course, but it reflects the changing ethos carte pricing for various services and begin offering a of the millennial workforce, who above all value tiered pricing structure, giving customers the option work-life balance. On the other end of the spectrum for high-touch services or more basic and lower-cost is this demographic reality: Many aging van opera- alternatives. Most of all, we ought to be able to make tors, despite a desire to stay on the job, are finding the case as to why our fees are increasing, and given themselves physically unable to handle the loading the trusted relationships we have forged with our and unloading aspects of the position. customers, we should be able to more than justify a Innovative companies, however, are already revised pricing structure. And on the heels of such exploring solutions. Larger van lines with a nation- price improvements will come the kind of reinvest- wide network of agents are beginning to alleviate ment that is long overdue. some of the industry’s driver strain by redefining job responsibilities. In the current model, van opera- CUSTOMER EXPERIENCE MORE FOCUSED ON tors go into a customer’s home, establish a trusted TECHNOLOGY relationship, and safely get their belongings to and Without question, technology is another catalyst from the truck—that first and last mile. But what if reshaping the moving services industry—par- we were to let other agents or supply-chain partners ticularly as it relates to the customer experience.

62 Mobility | March 2019 Virtually every product bought online these days This approach of continually assessing market can be tracked all along its journey to a customer’s conditions and opportunities is true as well for home. While the logistics involved with ship- companies looking to augment their offerings with ping household goods is different from that of an additional business lines such as international, work- Amazon order, there is now an expectation that place solutions, and first- and last-mile, and logistics. moving companies should be able to provide every Many traditional moving and storage companies are detail of a move online, without the customer ever uniquely positioned to enter certain niche markets talking to a person. And yet, too many moving and offer a boutique, higher-end service. But being companies have ignored this trend toward greater successful in these ventures requires a clear approach transparency and efficiency, thus opening the door for serving a diverse set of clients. to competitors that embrace such innovation. For other businesses, particularly smaller ones These kinds of services, of course, are only a partner- that may lack the resources to invest in new ven- ship away. Several companies today are offering many tures and technology, the decision may be to scale of the same features and functionality customers expect back their geography or business lines, or again, from online retailers—not just Amazon, but pretty much seek out partnerships with companies in adjacent anyone doing business on the web. In some cases, work- markets. As Harvard Business School professor ing with such companies can be an effective way to Michael Porter stated, “The essence of strategy is supplement our own services while meeting the increas- choosing what not to do.” ingly sophisticated needs of our customers. At the end In either direction, the decision is rarely an easy of the day, if we can enhance the customer experience one. It doesn’t answer everything, but a good starting while at the same time continue to introduce new levels point is, where can you be the best at caring for your of innovation, we succeed in the most important area of customers? When this question is answered correctly all—our relationship with our customers. and honestly, rarely does success not follow. Still, doing so requires a clear understanding of your cus- TO INVEST OR DIVEST? tomers, coupled with an honest assessment of where Much of the industry consolidation over the past your company’s core strengths lie. decade isn’t necessarily a condemnation of expan- Much of the moving services industry’s future sion. As has always been the case, it is more about is dependent on its ability—and willingness—to making smart decisions when it comes to investing change. For some, it will require making large-scale and, at times, divesting in resources. investments in technology and additional services, Hilldrup’s acquisition of Suddath Relocation and for others, choosing to divest and reduce oper- Systems’ Washington, D.C., moving and storage ations or assets. Delaying these decisions, though, business and related assets is illustrative. Hilldrup will only create more opportunity for disrupters to has enjoyed a friendly partnership with Suddath, dictate the future of our industry. These decisions a major national player in the moving, storage, may be uncomfortable at first, but if made with our and logistics business, for many years. But with customers’ best interests at heart, ultimately they conditions continuing to change in the Maryland- will be successful. M D.C.-Virginia market, Suddath decided to leave the market, giving Hilldrup an opportunity to continue Charles W. McDaniel is president and chief executive to diversify its services in the area, which is one of officer of Hilldrup. He can be reached at +1 844 235 7695 the largest and most transient in the nation. or [email protected]. In the end, the acquisition was a positive strategic move for both companies. It allows Hilldrup to focus strategically on its home base of customers, enabling Keep the conversations going on this and it to offer additional services within a geographic other topics by participating in our online footprint that the company has served through its Community. Sign in at community.worldwideerc. history. Suddath, meanwhile, can hone its strategic org/login with your Worldwide ERC® username focus on other services in the area while continuing to and password. align its national strategy to meet its goals.

worldwideerc.org | Mobility 63

Felix Lipov / Shutterstock.com

DESTINATION PROFILE: GHANA

Growth and stability in West Africa By M. Diane McCormick

ich in natural resources and pursuing a market-​ based economy, the Republic of Ghana operates with few barriers to trade and investment com- pared with neighboring West African countries. Challenges remain, but experienced expats say that those open to understanding the culture and recognizing the progress Ghana has made are sure to find opportunities for business growth. RIn 1957, Ghana was the first sub-Saharan colonial African country to gain independence. The early years after the end of British rule brought upheavals, but since the early 1990s, a successful democracy has remained committed to free speech and a free press. Today, Ghana boasts a $134 billion gross domestic product. Primary export partners are India, the United Arab Emirates, China, and Switzerland, while top import partners are China and the U.S. Gold and cocoa exports have long been staples of foreign trade, and the expansion of Ghana’s oil industry gave a significant boost to the econ- omy, making it one of the world’s fastest-growing. Beginning in 2015, declining oil prices caused a 50-percent reduc- tion in Ghana’s oil revenue, but new production, combined with fiscal discipline, is promoting an economic comeback. Continued economic challenges include a lack of affordable energy and a shaky domestic revenue base, plus a high debt burden. Under the conditions of credit extended by the International Monetary Fund in 2015, Ghana is cutting subsidies and public-sector wages, strengthening revenue administra- tion practices, boosting tax revenues, and revitalizing banking. The current administration, under President Nana Akufo-Addo, is promoting private-sector growth and foreign direct investment. To set the economy back on a growth trajectory, he is rescheduling some of Ghana’s debt, stimulating economic growth, reducing inflation, and stabilizing the currency, the cedi (GHS).

The Independence Arch in Accra worldwideerc.org | Mobility 65 DESTINATION PROFILE: GHANA

Doing Business in Ghana Most of the Ghanaian population of 29.6 million peo- surprised when emails go unanswered for days ple lives in the south, near the Atlantic coast. About ​ and scheduling meetings becomes a last-minute 4 million people live in greater Accra, the capital. affair transacted by phone. Meetings start with Ghana ranks 114th out of 190 countries in the chitchat about oneself and one’s family and World Bank’s “Ease of Doing Business Survey,” but country. A great deal of importance is put on reforms underway are leading to improvements in greetings, handshakes, and introductions. It all cross-border trade and dealing with construction has the serious purpose of establishing rapport. permits. Finding a trusted local partner with a good Being asked about “your mission in Ghana” reputation and track record helps open doors to stems from the tradition of village chiefs wel- business and government circles. coming guests. In the workplace, courtesy and The workplace dress code is formal, with full suits a sense of humor are appreciated, and relation- worn even on the hottest days. The same punc- ship-building continues to be a motivating factor tiliousness does not extend to meetings. Ghana’s in gaining cooperation and the spirit of team- pace of life is slow, and traffic jams are a constant, work that Ghanaians value highly. so meetings can start hours after their scheduled As a former British colony, Ghana’s official time. Ghanaians value relationships over tasks, so language is English. The most common local lan- answering a cellphone during a meeting isn’t con- guage, Twi, can be simple to learn, so expats can sidered rude. It just means that plans might change cultivate goodwill by sprinkling conversation with to accommodate a relationship. As expats like to such phrases as maakye (pronounced “maa-chi”) note, time does not equal money in Ghana. for “good morning,” or ete sen? (“eh-tay sen”) for Ghanaian businesspeople typically prefer “how are you?” A standard answer to ete sen is eye face-to-face dealings, so expats shouldn’t be (“eh-yeh”), for “it’s good.” Nataly Reinch / Shutterstock.com

66 Mobility | March 2019 Immigration / Work Permits

All expat workers require work permits, allotted Expats must also go through the GIS for a according to quotas based on the amount of money residence permit, supplying many of the same a company has invested in the Ghanaian economy documents already submitted for the work per- (for instance, US$500,000 invested earns four expat mit. Foreign nationals age 6 and over who have work permits). With help from employers, expats been physically present in Ghana for 90 days in apply for work permits in person at the Ghana a calendar year must register with the National Immigration Service (GIS) in Accra. The application Identification Authority for a Non-Citizen Ghana should start as soon as possible, because expats can’t Card. The card, valid for one year, is needed work until the permit is fully approved—usually a for such transactions as opening bank accounts, four- to six-week process. Work permits are valid renewing residence or work permits, and register- for the length of the contract or a maximum of two ing a car. years, and they can be renewed.

worldwideerc.org | Mobility 67 DESTINATION PROFILE: GHANA Nataly Reinch / Shutterstock.com

Fufu

Family / Living Most expats opt to enroll their children in interna- Ghanaians are considered warm, welcoming, and tional schools, which are clustered in Accra. Expat social, eager to strike up conversations at beach resorts parents outside of Accra typically home-school their and pubs. The culture eschews racism, sexism, and children due to the limited curriculum and repeti- religious bias, so expats can easily fit in, although they tion-based methods of Ghanaian schools. are cautioned against dealing with people whose overt In Ghana, prepare to bargain for everything, friendliness might be a cover for fraud or petty scams. from food to taxi rides. The routine typically Eating the national dish of fufu, consisting of a involves the seller or provider announcing a price. ball of starch in a large bowl of soup, is usually a The buyer says it’s too much and counters with communal experience, shared among family and an amount less than half that. From there, let the friends without utensils. Food is usually spicy. bargaining begin. Ghana is a nation where the most adventurous Expats should prepare for tropical weather, warm gastronomes can test their mettle, because the and relatively dry in the southeast and north, but meat-loving Ghanaian people will eat every part of hot and humid in the southwest. the animal, including eyes, bones, and hide.

68 Mobility | March 2019 Security The U.S. State Department usually has no travel adviso- ries in place for Ghana, but it does warn that street crime is a “serious problem” in Accra, and armed robberies are on the rise. Expats should take the usual precautions, guarding their belongings and avoiding shared taxis and the communal minibuses known as tro-tros. Cabs range from metered taxis that charge a fixed price per kilome- ter to private taxis, whose passengers negotiate rates with drivers (best to settle on a price before starting the ride). “Line taxis,” recognizable by their bright yellow mudguards, can be used as shared or hired service. Many expats use ride-share apps, from the international Uber and Taxify to the local Yenko, Uru Passenger, and Enshika. Many expats feel that these apps offer greater control over routes and rates. Although the streets of Accra are well-maintained, driving outside the city—especially at night—can be dangerous due to poor road conditions, frequent accidents, and in northern regions, highway robberies. Ghanaian police frequently stop drivers at checkpoints, and drivers must produce an international or Ghanaian driver’s license.

Health Care

Ghana’s public hospitals are considered of poor quality, so expats are advised to acquire health insurance that covers private health care, repatriation, and treatment outside of Ghana. The prevalence of mosquito-borne illnesses means that expats should carry and use insect repellents and treat clothing with permethrin. Yellow fever vaccinations are required for travelers to Ghana over 9 months old.

worldwideerc.org | Mobility 69 DESTINATION PROFILE: GHANA

Finances The U.S. does not have a tax treaty with Ghana. Expats looking for daily life outside the hustle Expats living in Ghana for 183 or more days during and bustle of downtown Accra can choose a a 12-month span must pay taxes based on world- waterside suburb. The commute to Accra from wide income. Ghana levies taxes on these tax resi- seaside Prampram is only about 30 minutes, and dents according to a graduated scale, but because the beach is popular with expats. The harbor the top rate of 25 percent is imposed on those earn- city of Tema offers moderate rentals in a serene ing 38,892 GHS or higher, equivalent to US$7,447, setting. Krokrobite also offers seaside living but at expats should expect to pay the full 25 percent. a farther distance, so residents typically need their The Ghanaian cedi, equivalent to about 19 U.S. own vehicle or driver. Other convenient suburbs cents, had its best performance in five years in 2017, include Kanda, Dzorwulu, East Legon, West although even that year represented a period of Legon, and Cantonments. decline that continued through late 2018. Ghanaian Banking is relatively straightforward in Ghana. officials express confidence that the cedi will stabi- Expats can open accounts by showing a passport, lize. Although the value of the cedi stands at 52.34 a letter of introduction from a home country bank, on a 100 base, the cost of living in Accra, especially, a personal reference from current account holders can be higher than expats might expect. The 2018 of the bank, and a reference from an employer Mercer “Cost of Living Survey” ranked Accra in Ghana. Expats being paid in foreign currency 63rd-highest out of 209 cities. should open an offshore account with a major bank The biggest hitch is housing, due to an influx of such as Barclays, Standard Chartered, or Stanbic, expats that is squeezing the market and driving because withdrawing foreign currency from a up demand. In center-city Accra, a three-bedroom Ghanaian bank can be difficult. apartment rents for about 14,700 GHS, or more than Ghana typically runs on cash, in part because US$2,800. Outside center city, the same apartment credit-card fraud is a problem. Visa cards are is a much lower 4,900 GHS, or US$942. Utilities and accepted at ATMs, which are common. Mastercard communications can also be costly. and American Express are less frequently accepted.

70 Mobility | March 2019 Unexpected Ghana Accra is one place to discover the life and work of American sociologist and civil rights activist W.E.B. Du Bois. He became a citizen of Ghana in the early 1960s, and his home and mausoleum in Accra’s Cantonments district is now the W.E.B. Du Bois Memorial Centre for Pan-African Culture, housing a small museum, restaurant, and gallery. Accra residents typically escape the city on weekends, so Saturday nights can be quiet. Entertainment and nightlife usually start on Wednesdays, with beach parties, live music, and gallery openings. That leaves the weekends open for exploring Ghana’s beaches, village cultures, and neighboring countries of Togo and Côte d’Ivoire. M

M. Diane McCormick is a writer in Harrisburg, Pennsylvania, and a frequent contributor to Mobility. She can be reached via [email protected].

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worldwideerc.org | Mobility 75 INDUSTRY INSIGHTS Tips and advice from the global talent mobility community

Understanding Global Assignment Costs By Laurie Steinemer, CRP, GMS, and Tracy Langlois, CRP, GMS

Whether your company is well-versed or new to costs to purchase host country goods and services managing global assignments, the cost can be daunting. over those from the home country. Sending an employee and a family of three on a three- • Transportation – An allowance for a car for the year global assignment could cost in excess of US$1 duration of the assignment, the amount of which million. If you’re planning global assignments, there may vary by location and family size. are ways to scale back costs without compromising • Hardship – An allowance paid in addition to salary operations or impacting employee productivity. Finding and COLA for assignments in locations designated that balance between employee support and cost man- as a hardship for the employee based on factors agement to successfully oversee global assignments is a that include potential violence, incidence of challenge, but it can be done. Below is a list of some of disease, medical care quality, geographic isolation, the expenses associated with a global assignment: and availability of goods and services. Candidate Assessment – Conducted by the com- Miscellaneous Expense Allowance – One-time pany to determine whether the employee is the right payment, separate from base salary, intended to cover candidate for the global assignment. expenses not expressly covered in the letter of under- Pre-decision Assessment – Aligns the individual standing, such as renters insurance, obtaining a new needs of the employee and the employee’s family driver’s license, immunizations, taxis, etc. with the business goals of the assignment. Cultural/Language Training – Provided to the Immigration – Obtaining the appropriate employee and the family to assist in understanding documentation for the assignment. The reason for the the host country culture and language. assignment will dictate the appropriate visa type. Homefinding and Destination Services – Locating Tax Implications – Determining the tax implications housing in the host country, as well as registering of the assignment and responsibilities of both the with local authorities and setting up accounts. company and the employee. Departure Services – Homesale, property Tax Assistance – Providing the employee with management, lease termination, etc. tax assistance, which could include consultation; Global Household Goods – Transporting (via preparation (for both home and host countries); filing land, air, and/or sea) or storing household goods and (home and host countries); tax equalization. personal effects. Host Country Housing – Providing reasonable and Temporary Living – Fully furnished housing at the customary rent and utility costs for the employee’s destination location. housing in the host country according to regional Repatriation – Return of the employee to the home guidelines based on family size and location. country at assignment completion. M Allowances – Ongoing payments made, separate from base salary, during the assignment: Laurie Steinemer, CRP, GMS, and Tracy Langlois, • Cost-of-Living Allowance (COLA) – Paid to the CRP, GMS, are directors, client services, at CapRelo. employee for goods and services in the host loca- They can be reached at +1 703 260 3323 or at laurie. tion similar to those they have in the home location [email protected] or tracy.langlois@caprelo. based on family size and salary. Intended to cover com, respectively.

76 Mobility | March 2019 – EXPERIENCE MATTERS –

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