Our Journey Made This Possible

RETIREMENT WORLDWIDE / 2018 ARTICLE INDEX / MARKET: LOUISVILLE, KENTUCKY / DESTINATION: FRANKFURT, GERMANY

Magazine of Worldwide ERC® January 2019

WORLDWIDE ERC ® BOARD CHAIRMAN SUE CAREY, SCRP, SGMS-T: OUR JOURNEY MADE THIS POSSIBLE

THE HYBRID MODEL IS IT REALLY A THING?

IS THIS THE END OF THE LONG-TERM ASSIGNMENT?

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®2019 American International Relocation Solutions, LLC Contents FEATURES

PG 40 RELOCATION: THE FIRST-YEAR PG 50 IS THIS THE END OF THE LONG-TERM FLIGHT RISK ASSIGNMENT? By Sarah Pynes Guyuron Rebecca Darling A combination of company support Why permanent transfers are and can-do spirit can help any increasing, when to use them, whether transferee to acclimate and stay in they are cost-effective, and what the their new job. challenges are.

PG 44 IS THE HYBRID MODEL REALLY PG 56 2018 MOBILITY TOPICAL INDEX A THING? A handy reference to the articles and By Shawn Sweeney, CRP, GMS columns that have appeared in Mobility Many companies are moving toward a in the past year. “hybrid” relocation model that allows them to outsource their program but PG 62 DESTINATION PROFILE: maintain control over the providers FRANKFURT, GERMANY utilized. Here’s the why and how. By M. Diane McCormick Beneath the “Main-hattan” skyline PG 48 MOBILITY MATTERS lies the emerging financial capital By Jon Ferguson of Europe. How different cultures view and provide for retirement.

COVER STORY PG 36 OUR JOURNEY MADE THIS POSSIBLE Worldwide ERC® Board Chairman Sue Carey, SCRP, SGMS-T, talks about disruption, today’s business environment, personal attention, and more.

2 Mobility | January 2019

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PG 8 PERCEPTIONS It’s About You

EDITORIAL/DESIGN/MEDIA SALES PG 26 GOVERNMENT AFFAIRS The YGS Group Government Affairs Forums Keep Getting Better Amy Norcross, Managing Editor Steve Kennedy, Senior Editor Beth Hughes, Copy Editor PG 29 MARKET SUMMARY: LOUISVILLE, KENTUCKY Tina Enck, Account Director By Linda S. English Melissa Wiedemann, Photo Editor

Serena L. Spiezio, Creative Director PG 32 PATHWAYS: HOW I FELL INTO MOBILITY Megan Meckley Hacker, Art Director Jamie Maslar, CRP, GMS, Corporate Housing

Jack Davidson, EVP Associates Zack Buchanan, National Sales Manager [email protected] +1 717 430 2291 Heather Macaluso, Account Executive DEPARTMENTS [email protected] +1 717 430 2224 PG 6 CALENDAR OF EVENTS PRINTING The YGS Group PG 10 TIPS & TRENDS York, PA Financial Terms That Leave Americans Most Baffled By Joseph Scott ABOUT WORLDWIDE ERC® Worldwide ERC® is the workforce mobility association PG 11 AROUND THE WORLDWIDE ERC® for professionals who oversee, manage, or support U.S. domestic and international employee transfers. The In Case You Missed It (ICYMI) organization was founded in 1964 to help members Worldwide ERC® Front Page overcome the challenges of workforce mobility. Executive Spotlight OUR PURPOSE Collective Wisdom We empower mobile people through meaningful connections, YP40 unbiased information, inspired ideas, and solutions. PG 34 THE NUMBERS AIRINC Lump Sum Pulse Survey

PG 71 ADVERTISERS’ INDEX

PG 72 INDUSTRY INSIGHTS Six Practical German Business Phrases By Megan Polom

worldwideerc.org | Mobility 5 MOBILITY Vol. 40 No. 1 • January 2019

EXECUTIVE COMMITTEE Calendar of Events Chairman of the Board Sue Carey, SCRP, SGMS-T Baird & Warner, Chicago, Illinois, USA JANUARY 2019 Chair-Elect Edward Hannibal, GMS Hong Kong Summit 2019 Deloitte Tax LLP, Chicago, Illinois, USA 17 January Hong Kong Vice Chair – Finance Robert Brezosky worldwideerc.org/events-conferences The Walt Disney Company, Burbank, California, USA Vice Chair – Talent Community Managing Globalization and Deglobalization: Working in Andrew P. Walker, GMS-T the Post-Global World EY, New York, New York, USA 22 January President and Chief Executive Officer Free webinar, sponsored by TRC Mobility Peggy Smith, SCRP, SGMS-T worldwideerc.org/events-webinars Worldwide ERC®, Arlington, Virginia, USA BOARD OF DIRECTORS Merritt Q. Anderson FEBRUARY 2019 GitHub Inc., San Francisco, California, USA Frankfurt Mobility Summit 2019 Erik Eccles 7 February Urbandoor, San Francisco, California, USA Frankfurt, Germany Kerwin Guillermo worldwideerc.org/events-conferences Hewlett Packard Enterprise, Singapore Heather Henry MAY 2019 Netflix Inc., Los Gatos, California, USA Americas Mobility Conference 2019 Gustavo Higuera, CRP, GMS-T 8–10 May Weichert Workforce Mobility Inc., Miami, Florida, USA Atlanta Sigrid Nauwelaerts worldwideerc.org/events-conferences Johnson & Johnson, Beerse, Belgium Shelby Wolpa Certified Relocation Professional (CRP) ® Examination InVision, Austin, Texas, USA 8–24 May Designated testing centers EX-OFFICIO DIRECTORS Chairman, Foundation for Workforce Mobility worldwideerc.org/events-training Robert L. Giese, SCRP, GMS Graebel Relocation Services Worldwide, Aurora, Colorado, USA Past Chairman Robert J. Horsley Fragomen Worldwide, Santa Clara, California, USA CORRECTION Mobility (ISSN 0195-8194) is published monthly by ® It has come to the attention of Worldwide ERC® that some contact Worldwide ERC , 4401 Wilson Boulevard, Suite 510, Arlington, VA 22203-4195, +1 703 842 3400. Mobility information related to Quicken Loans representative Tom Dempsey examines key issues affecting the global mobility workforce appeared incorrectly in the printed version of the 2018 Annual for the benefit of employers and firms or individuals Marketplace. The correct information is as follows: providing specific services to relocated employees and their families. The opinions expressed in Mobility are those of the authors and do not necessarily reflect the opinions QUICKEN LOANS of Worldwide ERC®. Mobility is printed in the United States Tom Dempsey, SCRP, SGMS-T of America. Periodical postage paid at Arlington, VA, and additional mailing offices. Worldwide ERC® members Vice President of Business Development receive one annual subscription with their membership 1050 Woodward Ave. dues. Subscriptions are available to both members and Detroit, MI 48226 nonmembers at $48 each per year. Copyright ©2019 by Worldwide ERC®. All rights reserved. Neither all nor part of +1 888 859 1231 the contents published herein may be reproduced in any [email protected] form without written permission from Worldwide ERC®. www.relocation.quickenloans.com Mortgage / Financial Services

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

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United Van Lines, LLC/U.S. DOT No 077949 PERCEPTIONS

It’s About You

sn’t it great when your car asks if you need the closest gas station when you’re low on fuel? Or when you get an email telling you you’re almost out of contact lenses, and you can just click to order more? Those are small conveniences we hardly notice, but they are examples of companies making things easier for their customers—creating a future in which the customer is at the center. It’s about their needs, and about making sure what they want is there at the precise moment they require it. We’re on a mission that’s about you, too. Our industry isn’t just at a cross- roads.I We’re standing in the middle of a highway where technology, geopoli- tics, workforce changes, blockchain, evolving occupations, upskilling imper- atives, and a number of other influences are converging and altering business as we have known it. It can be confusing. It can be intimidating. And it can be risky to go in the wrong direction. Helping you succeed—making things easier for you—means giving you the resources, learning options, knowledge, and opportunities to work with each other, when and where you need them. So we’re putting up “road signs” to help you navigate. We’re increasing options and availability for you to learn what you need to know to navigate this new world of business. We’re expanding conversations and connections in The Community, and we’re broadening our global reach to bring more thoughts—and more thought leaders—into your circle. We can’t ping you when you’re low on fuel, but we can do something even better. We can create a future with you and for you that guides your transformation to a next-level mobility professional. Because, you know—it’s about you.

Cheers,

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

8 Mobility | January 2019 TRC employees act like they own the place.

TRC employees have always been dedicated to customer service but things are different when you own the place. That’s empowerment. Keeping a home purchase deal together from the supermarket. Tracking a relocating employee’s household goods shipment after you’ve already left for the day. Reassuring an anxious assignee and saving a global assignment. It’s all part of being an owner. Pride in ownership. Pride in going the extra mile. TRC Global Mobility: An Employee-Owned Company

trcglobalmobility.com TIPS & TRENDS

Financial Terms That Leave Americans Most Baffled

BY JOSEPH SCOTT e can’t all be financial wizards, but words and phrases from THE KNOWLEDGE ACADEMY areas such as banking, investment, mortgages, and savings often come up, even in the management of personal Send your article ideas, finances. Unfortunately, only 16 percent of Americans have letters, and feedback to a high level of financial literacy, according to research by [email protected]. financial services organization TIAA: Investing, Advice, Retirement and Banking. Training and qualifications providerTheKnowledgeAcademy.com analyzed findings from international internet-based market research and data analytics firm YouGov, Wwhich surveyed 1,135 American adults to see how confident they are with the definitions of a range of financial words and phrases. The Knowledge Academy found that “savings account” is the financial term whose meaning the most Americans are confident about, at 88 percent. Next, 76 percent say they are sure of what a “credit union” is. In third position, 72 percent of Americans feel sure they know what “net worth” represents. When it comes to the two main components needed to work out a person’s net worth—“assets” (homes, cars, jewelry, etc.) minus “liabilities” (credit card debt, car loans, mortgages, etc.)—70 percent of U.S. citizens felt they were knowledgeable about their definitions. Despite the fallout from the 2008 financial crisis, just 67 percent of Americans know the meaning of “recession.” More than half of Americans (52 percent) are unsure what “bitcoin” is. Slightly fewer, 49 percent, are unclear about “index fund.” Furthermore, 44 percent of Americans lack certainty about “asset allocation.”

10 Mobility | January 2019 AROUND THE WORLDWIDE ERC ®

In Case You Missed It (ICYMI)

TOP 5 ARTICLES ON WORLDWIDEERC.ORG The top-read articles on worldwideerc.org for the most recent month avail- WHAT’S HAPPENING ON SOCIAL? able at press time highlighted a broad range of topics, from taxation to FOLLOW US! @WORLDWIDEERC employee considerations to developments in the EU. In order of the top five, we explored the proposed changes to China’s Individual Income Twitter – Are you familiar with Tax and their potential impact on resident and nonresident workers; the randomized controlled experiments, U.S. Social Security Administration’s cost-of-living adjustment rate for A/B testing, regression analysis, and 2019; a current scorecard of the U.S. states that have conformed to the statistical significance? Read what Amy disallowance of the moving expense deduction/exclusion as a result Gallo has to say in an HBR article about of the Tax Cuts and Jobs Act; a list of 10 questions to ask an employer what these are, and why nearly every before accepting a relocation assignment; and the processes, challenges, knowledge worker today needs to be a and unanswered questions about the evolving state of intra-EU mobility. regular consumer of data analysis. Read more at bit.ly/2K45KFD. buff.ly/2DdgVet

IN THE COMMUNITY Facebook – Catch the latest event The Worldwide ERC® Community has grown to more than 2,600 con- registration openings and details or tributors from over 35 countries. Anyone interested in discussing talent learn more about a fellow member with mobility–related topics is welcome to sign in and join the conversations our #MemberMonday posts. (membership is not required). Check out our two newest groups: India (content and discussions relevant to all those doing business within LinkedIn – How are changes to India) and Diversity (What are some of the ways talent mobility profes- U.S. inflation impacting mobility? sionals can empower diversity?). Following the IRS’ release of guidance on On the conversation front, our YP40 group is talking about opportuni- the more than 60 tax provisions that are ties to volunteer and topics to contribute to the monthly Mobility column; adjusted for inflation each year, Pete Scott our Corporate Benchmarking group is exploring per-diem policies and examines the essentials, made more guidelines, Brexit preparations, and intercompany transfer policies. Sign complicated this year in light of the Tax in and join the discussions at community.worldwideerc.org. Cuts and Jobs Act (TCJA).

worldwideerc.org | Mobility 11 AROUND THE WORLDWIDE ERC ®

Worldwide ERC® Front Page

Tim Cagney, chief executive, ACS International Schools, left, and Mohammed Sultan Al Jaber, chairman of Al Jaber Group ACS DOHA AND AL JABER GROUP TO BUILD CAMPUS IN QATAR

ACS Doha, one of Qatar’s leading international Sharma said, “I am delighted to be here today to schools, has announced a partnership with Al Jaber see ACS, with its successful 50-plus-year history in Group to build a state-of-the-art student campus in international education in the U.K., partner with Doha. The new school will have a capacity of 2,470 Al Jaber Group, a leading Qatar organization, to students and will open in August 2020. extend its forward-thinking and dynamic inter- Ajay Sharma, British ambassador to the State of national education in the State of Qatar with this Qatar, was present to witness the official signing new school.” of the partnership at a special ceremony at Four Cagney commented, “ACS Doha is committed to Seasons Hotel Doha. Tim Cagney, chief executive of making a significant contribution to the growth of ACS International Schools, and Mohammed Sultan Qatar. We are honored that this expansion resonates Al Jaber, chairman of Al Jaber Group, acted as sig- strongly with the human development goals of natories for the agreement. Qatar’s 2030 National Vision and our own goal to Following a series of meetings with Al Jaber, a make an ACS education available to more students 60,000-square-meter site—more than five times around the world. After more than 50 years in the size of ACS Doha’s present campus—has been education in the U.K. and Qatar, the new campus secured in Al Kheesa. Construction on the site is will enhance our strong international reputation, progressing quickly. ensuring we continue to attract the very best teachers Designed by architecture firm Broadway Malyan, and educational leaders from around the world and the campus will enhance the school’s academic and ensuring our students can fulfill their potential in an extracurricular offerings, boosting its International environment that will prepare them to be ready for Baccalaureate Primary and Middle Years Diploma, the future. We are delighted to be working with Al and U.S. high school diploma programs. Jaber Construction Group on this important project.”

12 Mobility | January 2019 BECAUSE THERE’S MORE TO RELOCATION THAN GETTING FROM POINT A TO POINT B

THERE’S SO MUCH RIDING ON RELOCATION WHEN AN EMPLOYEE MOVES

That’s why we make sure the mortgage process ﬂ ows as smoothly as possible. So they # AMONG can focus on what really matters: getting settled into a new oﬃ ce, and settling their RELOCATION MANAGERS family into a new city. And because we help make the process smoother, it can help 2018 Trippel Relocation 1 * make your job easier, too. LET’S MAKE EVERY MOVE FEEL LIKE THE RIGHT MOVE. Managers Survey

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The new campus will be 10 kilometers—a 15-minute drive—from ACS Doha’s current Al Gharrafa campus. The new campus will benefit from a metro stop that will be built close by as part of Doha’s growing public transport network. It will also provide an opportunity for ACS Doha to serve the educational needs of a significant number of growing neighborhoods, including Lusail, the Pearl, and Um Salal. Al Jaber commented, “The new ACS Doha campus is a positive development for ACS and for education in Doha. The new state-of-the-art campus will benefit the entire school community, and I am proud to partner with ACS in delivering this exciting new devel- BAL managing partner. “It supports our focus on opment as part of its long-term vision for Qatar.” growing the firm’s U.S. presence—across regions Since opening in 2011, ACS Doha has experi- and industries—so we can better serve the needs of enced rapid enrollment growth. Robert Cody, head today’s businesses in the areas that matter most to of school at ACS Doha, added, “The new campus them. With Bob Groban’s expertise in immigration facilities will empower our outstanding teachers to risk management and litigation and established develop greater learning opportunities for students, position in the New York City market, this expan- both inside and outside of the classroom. Our sion will enable us to continue to give our clients fantastic new campus will ensure that we can best the access, expertise, and innovation they need to prepare students in Doha for unrivaled academic keep their businesses moving ahead.” success. This will be the key to helping them gain “We are thrilled to become part of the BAL entry to some of the best colleges and universities team,” says Groban. “There are a lot of dynamics around the world.” in play within global immigration, and businesses need every advantage to keep pace. Together, we BERRY APPLEMAN & LEIDEN OPENS NEW YORK can now deliver a whole new level of immigration CITY OFFICE services to our clients.” Immigration law firm Berry Appleman & Leiden BAL’s new office space is 19,000 square feet and (BAL) LLP is expanding to New York City through is located at Times Square in Midtown Manhattan. the addition of Epstein Becker & Green’s 60-person New York–based immigration team, led by Robert NUSS RELOCATIONS JOINS EXPATLAND’S Groban Jr. The move enables the firm to offer its SYDNEY AND MELBOURNE E-TEAMS clients on-the-ground support in a key U.S. market Nuss Relocations has joined Expatland’s Sydney and and expand its business further in several industry Melbourne e-teams. The firm will provide removal sectors, including financial services. and relocation services to expats moving to Sydney On the heels of its recent alliance with Deloitte and Melbourne, Australia. UK, which significantly expanded BAL’s global The Expatland Global Network is assembling capabilities, BAL’s New York office establishes its e-teams in major expat destinations. Each team presence in one of the largest U.S. markets and brings together vetted professionals who offer essen- begins its further expansion across the country. tial services to expats. Through one point of contact, “Our entry into New York City is an important one they can access advice and local insight on all aspects for our firm and our clients,” says Jeremy Fudge, of moving to, and living in, a specific location.

14 Mobility | January 2019 John Marcarian, founder of the Expatland Global The website showcases the firm’s success in Network, says, “When an expat moves to a new the luxury real estate market, features thousands country, the service they automatically think of first of luxury properties for sale, and displays its is removals and shipping. Nuss Relocations has the global reach through its affiliation with Christie’s experience and knowledge to give our expats that International Real Estate. In addition, it introduces all-important peace of mind that their family pos- Long & Foster’s luxury mission, “Dwell in the sessions will get to Australia safe and sound.” Uncommon.” It also includes a feature that allows Nigel Mayo Saunders, general manager, Nuss its agents to showcase luxury properties that are Relocations, comments, “At Nuss we have many not listed on the multiple listing service (MLS). The years of experience in removal and relocation and a luxury website provides Long & Foster’s agents vast network of partners around the world. However, and their clients with an online space to showcase the innovative approach by Expatland caught our these types of listings. attention as a fresh solution for people looking to find As with its main website, Long & Foster part- professional support when moving internationally.” nered with Real Estate Digital (RED) and RP3 Marcarian launched the Expatland Global Agency in the development, design, and implemen- Network in 2018. E-teams in major expat destina- tation of its luxury website. tions will deliver vital expat services, alongside destination-specific insight. E-team members are Q&A RESIDENTIAL HOTEL ADDS AMENITIES noncompetitive and share leads, fostering business Q&A Residential Hotel, an extended-stay hotel by growth. Each member contributes to city-specific Furnished Quarters, has added grocery delivery, a editions of an Expatland book. These books are free new dining option, and deluxe recreational facili- to download and contain locally focused advice, ties to its set of amenities within the hotel’s historic tips, and case studies. There are now e-teams in Los building, 70 Pine, in Lower Manhattan, New York. Angeles, Singapore, London, and Auckland, New Other amenities continuing to be offered at Q&A Zealand, as well as Sydney and Melbourne. include Australian cafe Black Fox Coffee Co., fitness and wellness center La Palestra, and organic LONG & FOSTER LAUNCHES NEW LUXURY market and gourmet food hall City Acres Market. HOMES WEBSITE In another food-related development for the hotel, Long & Foster | Christie’s International Real fast-casual eatery Blue Park Kitchen is now open at 70 Estate has invested in an all-new luxury website Pine. Blue Park specializes in healthy food. “We hope (longandfoster.com/luxury). The site makes it easier for Blue Park Kitchen feels like an extension of people’s consumers to connect with Long & Foster | Christie’s homes at 70 Pine Street,” says Kelly Fitzpatrick, presi- agents who specialize in high-end real estate. dent and founder of Blue Park Kitchen. “Long & Foster is truly unique in offering an Additionally, hotel guests can now access exclusive luxury-focused digital experience for recreational facilities previously available only to high-end buyers and sellers, in addition to our full-time residents of 70 Pine. The floor includes award-winning primary website, longandfoster.com,” a bowling alley, movie screening room, billiards, believes Larry “Boomer” Foster, president of Long pingpong, and a virtual golf simulator. “We’re & Foster Real Estate. thrilled to be providing our guests even more in “Like our affiliation with Christie’s International the way of food, conveniences, and recreation, Real Estate and Luxury Portfolio International, this especially for the many families and extended-stay approach offers exceptional exposure and opportu- business travelers who choose our hotel,” says nities for our agents and their luxury clients,” adds Derek Stumpfhauser, general manager of Q&A Gary Scott, president of Long & Foster. Residential Hotel. M

worldwideerc.org | Mobility 15 AROUND THE WORLDWIDE ERC ®

Executive Spotlight

WISCONSIN MORTGAGE NAMES GOSA ARPIN INTERNATIONAL GROUP HIRES VP/GM, ANNOUNCES HONOR FOR INZEO TOMASELLI, NAMES FERNANDES Wisconsin Mortgage Corporation has added Arpin International Group has hired Jeanette Patrick Gosa as vice president and general man- Tomaselli as a domestic and international Patrick Gosa ager. Gosa has been in the mortgage industry move coordinator. Tomaselli’s responsibilities for more than 34 years, having started his career will comprise the coordination of door-to- in 1984 at Thorp Finance/ITT Financial. In 1998 door household goods shipments, including he joined Wisconsin Mortgage as a loan officer import, export, and relocations for clients, for several years and left in 2001 to pursue agents, and individuals. management opportunities in banking. He “Jeanette has been recognized as a top per- worked at Guaranty Mortgage as a loan officer former in our industry,” says Mark Dearborn, and sales manager for 17 years and eight years vice president, global accounts, of Arpin Group. at First Bank Financial Center as the retail lend- “Her skills and experience will be very benefi- ing sales manager. cial to both our clients and agents.” “After a successful career on the banking Tomaselli has more than 12 years of side, we are pleased to welcome Pat home to experience in the global relocation industry. Wisconsin Mortgage in this leadership role,” Prior to joining Arpin, she served as a global John Inzeo says John Inzeo, vice president of Wisconsin move specialist with Interconex and as a Mortgage. “Pat brings a wealth of experience relocation coordinator with McCollister’s along with new energy and ideas that will help Transportation. take Wisconsin Mortgage to the next level.” Arpin International Group also named The Wisconsin Mortgage Bankers Association Deena Fernandes head of operations for Arpin (WMBA) has honored Inzeo with its 2018 Middle East. Fernandes will oversee and man- Lifetime Achievement Award. He has been an age all international operations in the Middle active member of the WMBA for many years East office, including allocation of moves, and served as president in 2005 and 2015. data integrity, pricing, and monitoring the Inzeo has been in the mortgage banking team’s performance. industry since 1977, beginning his career at “As a move coordinator, Deena demonstrated Chicago Title and Trust and transitioning to the patience during challenging circumstances, as Jeanette Tomaselli banking side of the industry in 1984. He has well as excellent customer service skills and served in a variety of management positions. He keen attention to detail,” says Lauren Inglis, joined Wisconsin Mortgage Corporation in 1995 regional director, Middle East and India. “I am and is serving as vice president/general man- extremely proud of her and look forward to ager until his planned retirement in 2019. seeing her lead our growing operations in the In addition to the WMBA, Inzeo is active Middle East.” in many industry groups, such as The Realty Fernandes has been a move manager for Alliance, The Real Estate Services Providers Arpin’s Dubai, United Arab Emirates, office Council Inc., the National Association of since 2016. She has been an integral part of the REALTORS Mortgage Advisory Group, and the team as it transitioned from Arpin’s customer Strategic Alliance of Mortgage Subsidiaries. care center into a central booking office.

Deena Fernandes

16 Mobility | January 2019 CWS CORPORATE HOUSING ANNOUNCES to manage federal agency employee relocation HOTZE AS VP OF SALES, MARKETING worldwide. Kovalenko worked for 22 years with Elizabeth Hotze, CRP, GMS, has joined the lead- FranklinCovey Company as its enterprise client ership team of CWS Corporate Housing as vice partner for the departments of the Navy, Air president of sales and marketing. She brings Force, and Homeland Security. 20 years of experience in the corporate housing “Steve Kovalenko has an unprecedented record industry to her new role. of success,” says mLINQS President Greg McIntyre, “We are thrilled to have Beth on our team in CRP. “His consistency for effectively serving the such a crucial role,” says Tracy Hayes, GMS, pres- needs of federal agencies and their employees will ident of CWS Corporate Housing. “Her strong prove invaluable to the growth of mLINQS.” sales background and expertise in large-scale “My intent is to bring an even higher Elizabeth Hotze growth will aid our focus in meeting current cli- degree of enthusiasm for business develop- ent demands while exploring new opportunities.” ment and customer engagement to mLINQS,” Hotze’s prior experience also includes serving says Kovalenko. In his previous position, as the global account executive and strategic Kovalenko received more than 19 awards for account executive for Oakwood Corporate professionalism and was a charter member of Housing and leading global sales for Oakwood. the FranklinCovey $20 million club. Kovalenko’s new responsibilities with CHASE APPOINTS WALLER AS REGIONAL mLINQS include working closely with the exist- SALES DIRECTOR ing client base while supporting development JPMorgan Chase has announced Kayla Waller, of new accounts. In addition, he will be deeply CRP, as the West Coast regional sales director for involved with evaluating client recommenda- home lending. Waller is responsible for devel- tions for system improvements. oping new relationships and expanding existing Kayla Waller ones with groups such as Fortune 1000 compa- LISA PETERSON DUNN JOINS ODYSSEY nies, U.S. government agencies, and relocation RELOCATION AS VP, OPERATIONS management companies. Odyssey Relocation Management has appointed Waller has been at Chase for nearly seven Lisa Peterson Dunn, CRP, GMS-T, as vice years, starting as a home lending adviser for president, operations. She will be responsible refinancing, was quickly promoted to the cor- primarily for leading Odyssey’s domestic and porate relocation team, and most recently was a global mobility service-fulfillment teams. client account manager. “I am thrilled to join the Odyssey organiza- “With deep knowledge on industry hot tion and lead the service-fulfillment teams as topics, policy benchmarking, and regulatory we deliver innovative solutions customized to changes to the mortgage industry, Kayla serves meet our clients’ challenges and deliver on their as a trusted adviser who is devoted to enduring needs,” says Dunn. Stephen E. Kovalenko client relationships,” says John Habanek, CRP, Dunn’s previous roles in 20 years as a GMS, executive director of client relationships mobility industry leader include vice president, for Chase Home Lending. global accounts; vice president, client services; and director of operations and business process. MLINQS HIRES KOVALENKO AS DIRECTOR, She has been responsible for overseeing client BUSINESS DEVELOPMENT relationship management, leading internal and Stephen E. Kovalenko has joined mLINQS remote teams, and implementing enterprise LLC as director of business development. He is system and business process improvements. now responsible for account management and “Lisa joins Odyssey’s leadership team at a customer expansion of the company’s system pivotal time of accelerated growth,” says Scott

Lisa Peterson Dunn

worldwideerc.org | Mobility 17 AROUND THE WORLDWIDE ERC ®

Carroll, president of Odyssey Relocation. “We In her most recent position, Duignan served anticipate her wealth of operational and leader- as director, partner operations, at a global mobil- ship expertise to strategically drive Odyssey’s ity management software company. Duignan is global service delivery model, add significant fluent in five languages and has had extensive value to our client engagements, and develop expatriate experience in more than 10 countries, our operational teams.” including France, Germany, the Netherlands, Russia, and the U.S. CORNERSTONE APPOINTS NORWICK, Theresa Banbor, CRP, has joined Cornerstone DUIGNAN, AND BANBOR as director, global supply chain management. Laurissa Norwick, CRP, GMS-T, has joined Based at company headquarters, she brings Laurissa Norwick Cornerstone Relocation Group LLC as vice more than two decades of industry experience president, North America operations, reporting to Cornerstone. Banbor will serve as a contact to Debra Frost, CRP, GMS-T, senior vice pres- for sourcing, selection, management, evalua- ident, global services. Based at Cornerstone’s tion, and reporting on the service delivery and headquarters in New Jersey, Norwick will over- performance of Cornerstone’s temporary living see operations in the North America region. Her network and domestic supply chain. She will responsibilities include ensuring client mobility also have responsibility for real estate broker programs are administered within the param- selection and performance tracking. eters of client expectations and Cornerstone’s “Her understanding of the industry, coupled high-touch service philosophy. She brings more with her strategic, customer-focused experience, than 20 years of experience in global mobility will help Cornerstone uphold our continued management to Cornerstone, with specialties in commitment to build a best-in-class supply areas including account management, consult- chain,” says Piatkowski. Miriam Duignan ing, brand management, and implementation Prior to joining Cornerstone, Banbor served policy design and creation. Prior to joining as team leader, supply chain management, for a Cornerstone, Norwick served as vice president, global relocation management company. client services, Eastern region, at a global relocation management company. ALTAIR GLOBAL PROMOTES WAURISHUK, Miriam Duignan has joined Cornerstone WELCOMES VANNART AND NESPER as vice president, global services and supply Altair Global recently promoted Laura chain management, also reporting directly to Waurishuk, CRP, GMS, to vice president, Frost. Based in London, Duignan will oversee operations, and Jacquie Vannart has joined the the company’s EMEA region, opening a service company as director, client operations. Both are center in the U.K. Her responsibilities include based in Altair Global’s Connecticut office. oversight of operations, service delivery, client Waurishuk is responsible for the operations Theresa Banbor relationship management, and supplier-part- managers and service delivery teams in the ner relations. In supply chain management, Atlantic region, along with providing ongoing Duignan leads the strategy, global objectives, strategic account management support for a and execution of the company’s supply chain portfolio of clients. “She has been a key contribu- life cycle. tor on numerous important company initiatives, “With over a decade of experience managing and we are certain she’ll continue to excel in both global client and supplier relationships, her new position,” says Kathryn Couture, CRP, Miriam brings a unique blend of leadership, GMS, senior vice president, Atlantic region. vision, and knowledge to Cornerstone,” says Vannart joins Altair Global with more than 20 Janelle Piatkowski, SGMS, president and CEO. years of experience in various roles, including

Laura Waurishuk

18 Mobility | January 2019 client services and operations, from both the warehouse operative, he moved into running relocation management company and corporate the trade desk, organizing groupage and stor- client perspective. She will manage the day-to- age, coordinating international shipments, and day team operations on select clients. later progressing into an agent relations role. Altair Global has also hired Linda Nesper, At Gerson he will be supporting agent-part- SCRP, GMS, as vice president of client services ner relations and top accounts. Russell Start, for one of its client portfolios. Based out of AGM Group’s managing director, says, “We Altair Global’s headquarters in Plano, Texas, are extremely happy to have Joe join our busi- Nesper is responsible for all transactions and is ness. His customer service approach means accountable for overall program strategy, pol- that he is ideally positioned to support our icy issues, training, and other services involv- agent partners.” Jacquie Vannart ing account maintenance and program analysis and enhancements. JOANNA WAKEHAM IS GM FOR EMEA “After nine years in a client contact role, I’m AT AIRINC excited to return to a client-facing role with a AIRINC has appointed Joanna Wakeham as premier relocation management company,” says general manager, EMEA. Wakeham will be Nesper. She brings decades of industry experi- responsible for all client relationships in EMEA ence in all aspects of third-party relocation to and will lead the company’s business develop- her position at Altair Global. Aside from having ment activity in that region. She most recently experience in both the corporate and relocation was senior vice president at BGRS (formerly management industry, Nesper has also been a Brookfield). Previously she served as the global licensed real estate agent and designated resi- client services leader and as general manager for dential appraiser. EMEA and APAC. Wakeham will report to Steve “Linda’s breadth and depth of corporate Brink, president and CEO of AIRINC. She will Linda Nesper mobility plus talent management expertise is be based in AIRINC’s London office. a perfect and timely combination in Altair’s “Jo has managed large organizations with excel- growth,” says Katherine Trachta, SCRP, GMS, lent reputations for the highest level of customer senior vice president, central region. service,” says Brink. “She will fit in nicely with our unique approach of listening to customer GERSON RELOCATION WELCOMES JOE needs, partnering with them on their solutions, QUINLIVAN and delivering exactly what they require.” Global moving and relocation company Gerson Wakeham brings leadership experience in Relocation has appointed Joe Quinlivan to its relocation management at BGRS and Cartus; she supply-chain management team based in the has been responsible for client relationships at U.K. Quinlivan will be responsible for lead- all levels, across all industries. She has world- ing the competitive commercial aspects of the wide experience, including in the Americas Joe Quinlivan company’s moving business and supply chain and Asia, and has opened and led offices in the management. He will work closely with the Middle East and Hong Kong. account teams and agents’ business across the “After working nearly 30 years in the RMC AGM Group. industry and appreciating how important the “It’s a massive honor to join Gerson data and technology transformation is [to] Relocation, a company steeped in history and our clients, I am certain AIRINC is the perfect synonymous with quality,” Quinlivan says. place for me, and I am excited to continue to Originally starting in the international mov- challenge and improve the standards in the ing industry in 2002 as an export packer and industry,” says Wakeham. M

worldwideerc.org | Mobility 19 AROUND THE WORLDWIDE ERC ®

Collective Wisdom

BUSINESS TRIP OR RELOCATION? U.S. IMMIGRATION I am interested in knowing what companies are using as the Looking for some input as I build out our maximum number of days someone can be working away from global immigration program. Historically, their U.S. home state before they are considered on a temporary/ we did not follow or adhere to an short-term assignment and their expenses are not treated or immigration philosophy. However, I am processed as normal travel expenses but are handled through being asked to provide a philosophy and relocation and they are considered on an assignment. I have guiding principles for our immigration heard anywhere from 30 to 60 days before they would move off of program, and I am unsure where to business expenses and be on an assignment. start. The stakeholders would also like to see a waterfall story of U.S. immigration (F-1 all the way to PERM/green card). Has anyone else in our community done CANADIAN SIN NUMBER this and would be willing to share and Can a foreign employee obtain a Social Insurance guide me in this request? Number in Canada prior to arriving in work- authorized status? If not, what is an average time (or range) it normally takes to receive the SIN?

GROSSED-UP 2017 EXPENSES Now that the IRS has ruled 2017 moving expenses paid in 2018 are, in fact, excludable, how are you handling TIME COMMITMENT any impacted expenses that have already been grossed We are looking at extending the time commitment to remain in up in 2018? the same location after a relocation. How long do your entry- 1. Reversing the gross-up, correcting the wages, and level, midlevel, and upper-level managers need to stay in their claiming a refund via payroll process. position prior to taking a new position after a relocation? 2. Leaving it as taxable wages and letting the employee keep any remaining refund. 3. Other. PROJECT-BASED WORK Does anyone have a sample letter for project- based work they would be willing to share? RELOCATION TIME OFF Does the relocation/mobility program prescribe a number of days of relocation time off for a global assignee to settle in at the host location and then for repatriation? If so, does it vary by length of assignment and/or if it’s a Read the answers or add your own comments permanent one-way move? to these questions, or post a new one of your 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 | January 2019 at [email protected], or+447786 238431. please contact NouranZarroug,GMS-T, To exploresponsorship andexhibitopportunities, for corporateHRattendees COMPLIMENTARY REGISTRATION

DESTINATION: FRANKFURT Mobility Summit Frankfurt Wilhelm-Leuschner-Straße 43 INTERCONTINENTAL FRANKFURT 7 FEBRUARY2019 CO-HOSTED BY: www.worldwideerc.org/events-conferences Learn moreandregister at: inspiring contentandconnections. Main forthe2019mobility summitandadayfullof Join usinthisvibrant,multiculturalcityonthe engaging, face-to-facesetting. and serviceprovidersfromaroundtheglobeinan academics, governmentagencyrepresentatives Our SummitshostcorporateHRprofessionals, innovation andsolvechallenges. best mindsintheindustrytoshareideas,foster Academy tobringtogethersomeofthe We’re partneringwithourfriendsattheExpat convene forthe2019FrankfurtMobilitySummit. opportunities. It’stheperfecttimeandplaceto as aleadingEUepicenter,readytoembrace investments, jobsandtalent,Frankfurtisemerging As Europeancitiespositiontoattractnew New partnerships. New location.features.

AROUND THE WORLDWIDE ERC ®

Young Professionals

What’s on the Minds of Our Current Young Professionals? By Heidi E. Hume, GMS-T Director, Community & Engagement, and YP40 Committee Staff Liaison

Nearly a decade on ideas—you’ve got to have the confidence to bring has passed since its them to the table and get the best ones to market, fast. inception, and the At the same time, you can’t be afraid to try and fail— Worldwide ERC® not everything will work. Agility and the ability to Young Professionals pivot quickly to find what will work are essential. 40 and Under (YP40) Committee and CREATIVITY IS KEY group have evolved New challenges require different solutions, and considerably over YP40s are finding creative new ways to solve prob- the last several years, lems, connect people, and facilitate growth. We’ve growing in numbers, applied that mindset not only to our work, but to strength, industry YP40-sponsored events at Worldwide ERC® con- influence, and ferences, too—continuing to build on new agendas community involvement. So, what’s on the minds of and ideas for session content, our annual recep- today’s young professionals? We’ve recapped some of tions, and introducing the “boot-camp” exercise the key themes the YP40 Committee and Community opportunity for all attendees and all fitness levels, are currently exploring: giving people a chance to meet one another and connect in a unique setting, ahead of the start of the THE DISRUPTER MINDSET official programming. Rapid changes in technology, assignee demographics, our geopolitical environment, and legislation are A STRATEGIC VOICE challenging all of us to continually find different ways YP40s want to be part of the strategic business to meet new customer and business needs. YP40 mem- conversations—and solutions. As YP40 Committee bers understand there isn’t a lot of time to incubate Chairman Michelle Velasquez, GMS, CCHP, shared in

worldwideerc.org | Mobility 23 AROUND THE WORLDWIDE ERC ®

a conversation with Worldwide ERC® President and quickly. When it comes to mobility, assignees want CEO Peggy Smith, SCRP, SGMS-T, in her “Leadership to feel like they are part of the decision-making Unplugged” interview, young professionals “want to process, too, and they want a genuine stake in the talk strategy, be part of the conversation, know what choices around their relocation experience. The use current leadership is saying, and how they can help of technology to facilitate those choices—connect- drive those goals as well.” She added that most YP40s ing people to service partners, other transferees, are not fond of the word “millennial”—or categoriza- online reviews, and comparative decision-making tions in general—but desire a more inclusive environ- tools—is an integral part of the process. At the same ment that values the unique contributions and needs time, YP40 members highly value the connection of of each individual. people—whether it’s through our own network and Community group, the pairing concept mentioned OUT WITH MENTORS, IN WITH PAIRINGS above, Worldwide ERC® events, or giving back to “The word ‘mentorship’ can have a little bit of a the communities in which we work and live. We’ve negative connotation, because it automatically puts made it a goal to contribute to and “do good” in the one person in a power position over the other,” cities in which we gather for our Americas Mobility Michelle added. “We like the word ‘pairing’ bet- Conference and Global Workforce Symposium. ter—we recognize that we don’t know everything, Whether it’s cheering kids on with supportive signs, even though we may sometimes act like we do, but healthy snacks, and positive messages as they expe- having some guidance from people who have ‘been rience some of their first organized runs, or collect- there, done that’ and can show us the path that ing and donating needed supplies and equipment, they took is helpful.” She noted that all YP40s may community-building is an important part of the not make the same decisions or take similar paths, YP40 ethos. M but having the opportunity for that information exchange is highly beneficial. Want to get more involved? Join the conversations in MAKING CONNECTIONS, BUILDING COMMUNITY the Community (sign in at community.worldwideerc. YP40s fully understand that today’s consumers org), or email [email protected] or hhume@ want to be in the driver’s seat. They are used to worldwideerc.org to learn more about ways in which you finding the information and answers they need, very can contribute.

24 Mobility | January 2019 Hong Kong Mobility Summit

17 JANUARY 2019 Embracing Innovation NEW WORLD MILLENNIUM HONG KONG HOTEL in APAC

DESTINATION: HONG KONG TSIM SHA TSUI EAST  KOWLOON, HONG KONG Hong Kong enjoys a long-held reputation as a key international ﬁ nancial hub and gateway to mainland China, and is quickly becoming a leading center for innovation and technology, too. Come together with other professionals to explore the strategic contributions that the global talent mobility industry can make in an atmosphere of entrepreneurship and opportunity in APAC.

This full-day program will help you cultivate new ideas and build future-ready policies for your company. We’ll be exploring your toughest challenges, oﬀ ering insights on the latest information and updates on regulatory developments and engaging in roundtable discussions with industry experts. Registration is complimentary for corporate HR attendees.

Learn more and register at: www.worldwideerc.org/events-conferences

THANK YOU TO OUR CURRENT SPONSORS, CONFIRMED AT PRESS TIME:

UNIQUE OPPORTUNITIES TO ENGAGE IN:

POLICY DESIGN EXPERT AN INNOVATION EXTENDED WORKSHOPS ROUNDTABLES LOUNGE NETWORKING WORLDWIDE ERC ® GOVERNMENT AFFAIRS 2019

Government Affairs Forums Keep Getting Better By Tristan North

As the Worldwide ERC® Government Affairs forums celebrate six successful years, the forum chairs and vice chairs continue to elevate their game. The quantity and quality of the content discussed during the forum meetings keep getting better, which is reflected by the constant large number of attendees. The forums began with a handful of determined experts within the five policy areas, and membership now totals in the hundreds. The meetings have become more structured, with slide presentations to convey information, but still provide a great opportunity for attendees to engage in the dialogue and provide input on the issues covered by the forums. The chairs and vice chairs are also lending their knowledge to the efforts of Worldwide ERC® on Capitol Hill, through webinars and meeting sessions, and by lending their expertise to documents available to the membership. This information, including meeting minutes, is available on the Worldwide ERC® website and Worldwide ERC® Community, where the dialogue on issues continues between meetings. A summary of the issues being covered by the forums is on the next page. We encourage you to participate in the next set of forum meetings at the Americas Mobility Conference in Atlanta. There is no formal registration for the forum meetings—you can just show up. If you would like to become a member of a forum prior to the meetings in Atlanta and receive the meeting agenda and materials in advance, please contact the appropriate forum chairs at their corresponding email addresses below. If you can’t attend the forum meetings but want to hear the latest on the issues discussed, plan to attend the Worldwide ERC® Government Affairs Tax and Legal Update, scheduled for Thursday, 9 May, at 11:15 a.m., which will feature reports from several of the forum chairs and vice chairs. Below is the schedule of the forum meetings in Atlanta. For more information about the 2019 Americas Mobility Conference in Atlanta, please go to worldwideerc.org/ events-directory/amc/home.

WORLDWIDE ERC® GOVERNMENT AFFAIRS FORUMS SCHEDULE Americas Mobility Conference – Atlanta

Tuesday, 7 May 2019 2 to 3:30 p.m. – Global Forum 3:45 to 5:15 p.m. – Immigration Forum

Wednesday, 8 May 2019 7:30 to 9:30 a.m. – Real Estate and Mortgage Forum 9:45 to 11:15 a.m. – Tax Forum 11:30 a.m. to 1 p.m. – Regulatory and Compliance Forum

Following is an update since our last report in October on issues being addressed by the forums and some of the topics we expect to discuss at the meetings in Atlanta.

26 Mobility | January 2019 SYNOPSIS OF FORUM ISSUES Worldwide ERC® greatly appreciates Berry for his six years of service as Immigration Forum chair. Berry was GLOBAL FORUM the first chair of the forum and has been instrumental Chair – Nino Nelissen, SGMS-T, of Executive in shaping the immigration policies of Worldwide Mobility Group ERC®. We welcome McCluskey as the new chair and Email: [email protected] Azima Aboobaker as the vice chair of the forum. Vice Chair – Dale Collins, SCRP, GMS, of Graebel Companies Inc. REAL ESTATE AND MORTGAGE FORUM Chair – Jay Hershman, SCRP, of Baillie & Hershman The Global Forum, led by Chair Nino Nelissen and Email: [email protected] previous Vice Chair Roberta Mura, GMS-T, of MRS Vice Chair – Patrick McManamy of McManamy Global, has had its hands full over the last two-plus McLeod Heller years with the changing political landscape. Brexit, immigrants fleeing the Syrian civil war, changes in The emergence of new technology as it relates to leadership in many European countries, as well as homesale transactions is a key concentration of the Real the economic crisis in Greece and now Turkey have Estate and Mortgage Forum. Chair Jay Hershman and had a significant impact on the mobility industry. Vice Chair Patrick McManamy have formed a work The Global Forum has been covering all of these group specifically to examine the role of e-notarization, issues coming out of Europe, which have global e-recording of titles, and e-closings, as well as block- implications. Nelissen and Mura also update forum chain and cryptocurrency. The forum also continues members on Latin American issues, including the to examine the changing real estate market conditions, high inflation in Argentina, the presidential elec- regulations, and oversight in the U.S. as well as state tion in Brazil, and the impact of large numbers issues, including the California mandate regarding solar of Venezuelans immigrating to nearby countries. panels and the application of the Tenant Opportunity Shifting to China, the forum has been following the to Purchase Act in the District of Columbia. Finally, trade dispute with the U.S. and the massive invest- the forum is monitoring and making Worldwide ment China is making in foreign infrastructure. ERC® members aware of cybersecurity and wire fraud Worldwide ERC® greatly thanks Mura for her service schemes in which closing firms receive fraudulent over the past two years, and we welcome Dale requests to wire funds to a new account. Collins as the new vice chair of the forum. REGULATORY AND COMPLIANCE FORUM IMMIGRATION FORUM Chair – Bill Tehan of Ruder Ware and General Chair – Jurga McCluskey of Deloitte UK Counsel of Graebel Email: [email protected] Email: [email protected] Vice Chair – Azmina Aboobaker of Facebook Vice Chair – Jeff Margolis of SIRVA Worldwide Inc.

At the last meeting in Seattle, then-Chair David Berry The Regulatory and Compliance Forum is keeping and Vice Chair Jurga McCluskey were able to report its finger on the pulse of a wide range of mobility on changes in immigration policy around the globe issues in the U.S. and around the globe. Chair Bill in 60 minutes. The forum is covering issues from Tehan and Vice Chair Jeff Margolis are watching Australia to Canada and Chile to Oman. Most notably, new developments and trends on anti-bribery and the forum is providing information to members on corruption, background screening, corporate social changes in immigration policies as we see a shift in responsibility, trade and economic sanctions, and some countries becoming more protectionist as others information governance. In light of the General Data develop programs to attract additional foreign talent. Protection Regulation (GDPR) that took effect on

worldwideerc.org | Mobility 27 WORLDWIDE ERC ® GOVERNMENT AFFAIRS 2019

25 May 2018, the forum has been especially focused Worldwide ERC® membership of new developments on on data privacy and security issues. Tehan and Tax the implementation of the U.S. Tax Cuts and Jobs Act of Forum Chair Hank Roth have been educating mem- 2017. In particular, the forum has engaged in dialogue bers on the impact of GDPR especially on aspects of on the efforts of states to develop workarounds on the contracting with suppliers. The forum also has been state and local tax deduction limits, prepayment of overseeing the efforts on behalf of Worldwide ERC® property taxes, and 2018 payments for moves occurring on the Moving Americans Privacy Protection Act, in 2019. The forum has also closely followed legislative which would protect the personal data of transferees efforts on a second tax cut package to make the indi- shipping goods, which Congress considered last year. vidual tax cuts permanent as well as to eliminate the moving expense deduction. The forum is also tracking TAX FORUM global tax policy influencing the mobility industry. Chair – Hank Roth of Dwellworks LLC For the documents referenced in this article as well as Email: [email protected] material on other topics produced by the forums, please Vice Chair – Craig Anderson, SCRP, SGMS, of AECC go to worldwideerc.org/gov-relations/pages/index.aspx. M

Tax Forum Chair Hank Roth and Vice Chair Craig Tristan North is Worldwide ERC® government affairs Anderson, along with Worldwide ERC® Tax Counsel adviser. He can be reached at +1 703 610 0216 or tnorth@ Pete Scott, continue to apprise forum members and the worldwideerc.org.

28 Mobility | January 2019 MARKET SUMMARY

Louisville, Kentucky By Linda S. English

ocated on the Ohio River adjacent to Indiana, John’s, and Brown-Forman Distillers; and is the Louisville (pronounced “Loo-a-val” by birthplace of Muhammad Ali, Ned Beatty, Lionel natives) is the largest city in Kentucky. Hampton, and Jennifer Lawrence. Its main airport Founded in 1778 by George Rogers Clark, is also the site of United Parcel Service’s worldwide itL is one of the oldest cities west of the Appalachian air hub. Louisville’s importance to the shipping and Mountains. Its total consolidated population of cargo industry today is the underpinning of the econ- 771,158 per the Census Bureau in 2017 makes it the omy. The area is known for its stability, currently low 29th-largest city in the U.S. The MSA (Metropolitan unemployment rate, and very affordable cost of living. Statistical Area), referred to as Kentuckiana, includes Louisville was neutral during the U.S. Civil War Louisville–Jefferson County and seven surrounding and was thought of as the northernmost Southern city counties in Kentucky and five in southern Indiana. or the southernmost Northern city. Today many think As of 2017, the MSA had a population of 1.3 million, of the city as being progressive and in the Midwest ranking 45th nationally. but having Southern hospitality. Today the city hosts the Kentucky Derby with its The city’s architecture contains a blend of old and two weeks of festivities, and Thunder Over Louisville, new. Old Louisville has many restored Victorian one of the largest fireworks displays in the nation; is homes. Downtown City Center has several modern home to Kentucky Fried Chicken (KFC), Louisville skyscrapers, but also older preserved structures. West Slugger baseball bats, Humana Insurance, Papa Main Street has the largest collection of cast-iron

worldwideerc.org | Mobility 29 MARKET SUMMARY

MARKET AT A GLANCE* STATISTICAL SNAPSHOT ECONOMIC CLIMATE GOOD TODAY 1 YEAR AGO CHANGE NEW CONSTRUCTION STABLE UNEMPLOYMENT 3.9% 4.2% –7% REO ACTIVITY SLOW MONTHS OF SUPPLY 2.54% 2.7% –6% SUPPLY LOW <$450,000 ANNUAL SALES VOLUME $6.7B $6.3B +6.3% DEMAND STRONG <$450,000 AVERAGE SALE PRICE $224,839 $212,966 +5.6% MARKET DIRECTION STEADY AVERAGE DOM 52 56 –7%

MARKET MOOD POSITIVE *Louisville, Kentucky, and surrounding counties

façades outside of New York’s SoHo district. The indus- leaders would like to change that. The metro area has trial sections are to the south and west of the airport. 122 city parks and a new Parklands of Floyds Fork, Louisville is located in the Eastern time zone and which makes a continuous wooded and paved loop has a humid subtropical climate with four distinct around the city for pedestrians and cyclists. seasons. Annual snowfall is 12.7 inches, and average rainfall is 44.9 inches. Louisville has about 17 percent LOOKING BACK of Kentucky’s population, with an ethnic makeup A closer look at the Louisville real estate market of 75 percent white, 22 percent black, and 3 percent shows a steady increase beginning in 2013, with Hispanic. The average household size is 2.4 persons, the area outlook improving statistically every year and the average family size is 2.97. Age distribution thereafter. On the Kentucky side of the Ohio Valley, shows 24 percent under 18 and 14 percent over 65, including Jefferson and surrounding counties, 16,036 with a median age of 37 years. The median income single-family homes were sold in 2016–2017, with an averages about $40,000 per household and $50,000 average sale price of $212,966 and an average of 56 per family. cumulative days on market. The 2017–2018 market Louisville hosts many institutions of various faiths: showed a slight drop to 15,930 residential homes sold, Bellarmine University and Spalding University are with an average sale price of $224,839 and an average affiliated with the Roman Catholic Church. Southern of 52 cumulative days on market. Baptist Seminary and Presbyterian Seminary are both This greater than 5 percent increase in average sale located in Louisville. The area has two megachurches price and fewer days on market appear strongest and five synagogues. in homes offered for less than $400,000. Homes in Louisville has a booming cultural scene that desirable areas closer to the city center are selling includes the Speed Art Museum, Kentucky Derby above list price, and many are sold before the home Museum, Frazier History Museum, Muhammad Ali is listed on the MLS. The revitalized older areas Center, Forecastle Music Festival, St. James Court such as Butchertown, Germantown, Paris Pointe, Art Show, Kentucky Center for the Arts (which Clifton, Irish Hill, and Original Highlands show large houses the Louisville Ballet, Orchestra, Opera, and increases. Sales in these areas show 3,387 condos and Broadway Series), Actors Theatre of Louisville, homes sold in 2016–2017 and an increase to 3,538 Shakespeare in Central Park, Kentucky Bourbon condos and homes sold in 2017–2018, many of them Trail, and Waterfront Park. The area is home to a without being on the MLS system. thriving indie music scene. The multifamily market showed 218 sales, with Louisville has seven professional and semiprofes- an average sale price of $176,546 for 2016–2017 and sional sports teams. None are major-league, but city 99 days on market. The 2017–2018 market showed

30 Mobility | January 2019 237 sales, with an average sale price of $206,925 ($0) to $450,000, an undersupply. Homes listed from and 52 days on market. The multifamily market has $451,000 to $1 million have a plus-or-minus five- remained strong through this decade. month supply, considered a slight oversupply. Homes Total statistics for both categories show a sales listed over $1 million have more than a year’s supply, volume of $6.3 billion for the 2016–2017 market and which is not unusual nationwide. $6.8 billion for 2017–2018, an increase of more than Kentucky’s unemployment rate is 4.4 percent, but 7 percent. At the same time, retail, commercial, and in the Louisville area it is 3.9 percent, down 0.3 per- industrial sales have also increased. centage points from 2017. The job market for the MSA is rated as good, and the market mood is positive. LOOKING AHEAD The area is trying to recruit millennials, attract more Economic variances from prior years tend to be businesses to the area, and improve air service. M minimal. The Louisville area has affordable housing and a lower cost of living than the nearby cities Linda S. English is with English Appraisal Services Inc. in of Cincinnati, Nashville, and Indianapolis. Further Louisville, Kentucky, and is a member of RAC (Relocation breaking down the price ranges, there is a less than Appraisers and Consultants). She can be reached at +1 502 two-month supply of homes listed from auction 339 1353 or [email protected].

worldwideerc.org | Mobility 31 PATHWAYS: HOW I FELL INTO MOBILITY

True Vocation By Jamie Maslar, CRP, GMS

After attending college on a football scholarship and the management company was sold and restructured, majoring in management information systems, I soon creating staff redundancy and subsequent layoffs. discovered that many of the platforms that I stud- What was certain to me was that I desired a career ied were becoming obsolete, so I decided to follow that encompassed the skills acquired over the years another area of interest—real estate. yet afforded me the opportunity to grow personally After obtaining my real estate agent’s license and and professionally. Recommendations from former struggling for two years due to a combination of youth, colleagues encouraged me to apply for a position with lack of experience, and a limited sphere of influence, the fourth-largest relocation management company in I shifted my focus, venturing into property manage- the world. Embracing the opportunity to work with ment. Realizing the skills acquired as a real estate agent a well-known and respected organization, I applied. would prove valuable, I joined the team of the largest With my diverse background in real estate, leasing, real estate company in the mid-South. This new posi- property management, and use of digital platforms, I tion combined my real estate skills and my interest in was offered an exciting new position within the com- technology. I soon became a top leasing consultant for pany. I was tasked to create a new division focusing rental properties throughout Memphis, Tennessee. on corporate housing. Collaborating with a former Motivated by a desire to explore new challenges and colleague, we built a successful independent division a lack of promotion opportunities, I became a property that expanded quickly. manager for a large local community. The challenges When we received the first request for international and task diversity of this new position motivated and housing in Beijing, I realized my true vocation in the inspired me. To my list of accomplishments, I added industry. Successful handling of this request led my aspects of property management to include account- colleague and me to seek formal channels of education, ing, month-end reconciliation, and management of and we earned the Certified Relocation Professional 15 staff members. Unfortunately, after a year’s time, (CRP)® designation. When my portfolio of business

32 Mobility | January 2019 was inundated with international housing requests, I As a team member of Corporate Housing Associates became a certified Global Mobility Specialist (GMS)®. LP (CHA), I am excited to lead global solutions and Eighteen years later, I have developed relationships discover innovative ways to expand CHA’s services with most RMCs around the globe, and I find myself internationally. I look forward to a rewarding and as excited by the relocation industry today as I was productive future in global solutions. M when I received my first request for Beijing. To date, I’ve helped clients to house employees in almost every Jamie Maslar, CRP, GMS, is global business manager at country in the world, and I realize being exposed to Corporate Housing Associates LP. He can be reached at different cultures, learning cultural values, and being +1 832 616 5706 or [email protected]. sensitive to the subtle nuances unique to each country qualify me in creating stress-free transitions. The How did you “fall into the mobility industry”? To tell relationships developed and the insights attained have us your story, contact [email protected] broadened my spectrum as a dedicated professional or +1 703 842 3417. and as a citizen of the world.

You’ve totally got this.

BECOME A CERTIFIED RELOCATION PROFESSIONAL (CRP)® THIS YEAR.

Registration is now open for the 2019 exam, offered 8 May – 24 May 2019.

www.worldwideerc.org/crp

worldwideerc.org | Mobility 33 THE

NUMBERSAIRINC LUMP SUM PULSE SURVEY

The payment of a lump sum—a one-time, fixed amount of money provided to an employee to cover specified costs—has been an increasing trend in mobility for international and domestic moves. Many organizations find lump sums, when used in the right context, to be an effective approach to providing flexibility and administrative simplification. However, there are also companies that don’t endorse the payment of lump sums for various reasons. AIRINC’s “Lump Sum Pulse Survey,” which included more than 200 companies, explores both perspectives.

COMPANIES REPORT USING A LUMP-SUM COMPANIES THAT PAY A LUMP SUM FOR: APPROACH IN ORDER TO:

Give more flexibility to the International long-term expatriate 38% employee 87% assignments

International one-way moves Simplify administration 77% (permanent transfers) 34%

Save money 26% Domestic moves 43%

Provide more cost transparency to the business 25% Don’t pay a lump sum for any international or domestic moves 19%

Excerpted from AIRINC’s “Lump DETERMINING THE LUMP-SUM AMOUNT Sum Pulse Survey” (air-inc.com). Reprinted with permission. Determine the amount as an internal calculation 44%

Provide a flat amount (same amount for everyone) 41%

Use a third-party provider to determine the amount 27%

34 Mobility | January 2019 HOW AMOUNT IS ADMINISTERED INTERNATIONAL INTERNATIONAL DOMESTIC EXPAT ASSIGNMENT ONE-WAY MOVES MOVES

Cash allowance (e.g., employee is paid a cash value 83% 80% 85% to use as needed) Managed benefit (e.g., lump sum is the amount up to 14% 18% 15% which the company will cover eligible expenses) Points approach (e.g., eligible expenses are assigned a number of points, and the employee has a certain 2% 1% 0% number of points to allocate toward eligible expenses)

WHAT THE LUMP SUM IS INTENDED TO COVER INTERNATIONAL INTERNATIONAL DOMESTIC EXPAT ASSIGNMENT ONE-WAY MOVES MOVES

Miscellaneous relocation allowance 88% 83% 69% Temporary living accommodation 24% 35% 51% Temporary living meals 23% 29% 46% Temporary living car rental 20% 26% 40%

Surface/sea shipment 23% 32% 39% Lease breaking for renters 15% 22% 37% Excess baggage 28% 28% 33% Relocation airfare 19% 22% 31% Pet shipment 20% 25% 30% Settling-in services (e.g., setting up bank accounts) 28% 28% 26% Pre-assignment visit 11% 13% 24% Home purchase assistance at host location 5% 21% 20% Sale of home-country residence 9% 18% 18% Protection on lease/sale of home automobile 18% 22% 18% Automobile purchase at host location 13% 22% 18% Spousal assistance 28% 18% 11% Ongoing assignment costs (e.g., cost of living, housing) 24% 17% 9% Tax briefing 10% 8% 9% Language training 13% 15% 7% Cultural training 9% 10% 6%

Excerpted from AIRINC’s “Lump Sum Pulse Survey” (air-inc.com). Reprinted with permission.

WORLDWIDE ERC® CHAIRMAN SUE CAREY ‘OUR JOURNEY MADE THIS POSSIBLE’

Sue Carey, SCRP, SGMS-T Chairman, Worldwide ERC® Vice President, Corporate Relocation Strategies Baird & Warner Chicago, Illinois, USA Seeing challenge as possibility and an opportunity for innovation is in Sue Carey’s DNA. In her role as 2019 Chair of Worldwide ERC® Board of Directors, Sue looks forward to guiding the work of an organization that’s learning from and leveraging disruption.

Mobility: You’ll be at the helm during an exciting both established and nontraditional expertise, we’re ® time for Worldwide ERC . The start of 2019 ushers taking a page out of that same playbook by exploring ® in the final year of Worldwide ERC ’s current key strategic partnerships, weighing the advantages three-year strategic plan—to educate, inspire, and of gig-style advice, and recruiting new talent onto our engage. You will also transition the organization board this year that fills areas in which we want to to a new strategic plan later this year that designs build our expertise. around widespread disruption in business and the We’re making investments: in technology, in skills, type and availability of talent—and readies the in expertise, in learning. For example, we’re currently industry for the future of work. What’s foremost on developing an enhanced online learning platform your mind as we kick off 2019? with a modular approach and gamification tech- SC: We are living and working in one of the most niques to make learning easier, more memorable, and uncertain and turbulent eras in our history. Consider quite frankly, more fun! Increasingly, our programs the convergence of advanced technologies, changing will be more customized, and our solutions both employee and customer preferences, massive move- people-focused and digitally enabled. ment in the way people can and are working, and And we’re building our brand as we expand. As the speed at which all this is occurring. Overlay these anyone in leadership knows, some of an organiza- elements with a shifting geopolitical landscape, and it tion’s best ambassadors are in its leadership ranks. couldn’t be more complex! We rely on committee, task force, and board leaders We talk a lot in the Worldwide ERC® boardroom to network with professionals and companies ready about how important it is to accept and embrace the for the next mobility step. We’re growing our knowl- fact that this is our space right now. Like our member edge network with new professionals, companies, companies, to be effective, to succeed, and to grow, and regions, so we look to President and CEO Peggy Worldwide ERC® must be flexible and agile enough Smith, SCRP, SGMS-T, who connects with audiences to both see and seize opportunities in our path. and pacesetters around the globe. As she brings We’re studying our customers, how they want back insights about their unique needs or observa- to interact with us, what they need to be successful tions, we’re working together to develop “next-gen” in their jobs, where we need to meet them—and concepts that grow Worldwide ERC®’s outreach, with what tools and information—to help navigate visibility, and reputation as the unbiased source of the future of work. One of the first things we put information for mobile people. in place when our current strategic plan unfolded was to launch our Community, followed by a keenly Mobility: Tell us how your career—which has customer-focused and content-driven website. Both been cultivated in both the real estate and talent initiatives help us deliver broad-based business and acquisition sectors—gives perspective on today’s mobility-specific information, and to stay in touch business environment? with a range of people and time zones. SC: In the real estate industry, we’ve seen traditional Our meetings are reflective of this shift as well— employee assignments and demographics dramat- we’re peppering our conferences with smaller, ically shift, but housing and homesale programs quicker ways to connect within the context of remain very important parts of the mobility process. I the larger meeting, like our pop-up sessions and can’t even put a number on the startups and ancillary Innovation Lab presentations. And just as the busi- businesses that have disrupted the real estate indus- ness world is growing its capabilities by tapping into try. It can be daunting to those of us who grew out of traditional companies, to be faced with a newcomer to loop in our industry: The journey we all have been upending “our” business. I’ve been so proud of my taking in our respective business sectors has made fellow real estate colleagues when we gather; we are success in this current setting possible. spending time understanding disrupters—figuring out where they are appealing to a new consumer Mobility: Can you share with us a little bit about who and where we can leverage a new service, rather Sue Carey is outside of her day job? than seeing them only as competition. This is a new SC: I’m a longtime and proud Chicagoan, as well landscape, and we must assess everything without as an active member of and participant in not only fear, with an eye toward innovation. That’s a big Worldwide ERC®, but also RDC® and the Corporate lesson for all of us these days: to learn, to understand Relocation Council of Chicago (CRC). I’ve had the the customer better than we ever have, and to pivot pleasure of being happily married for 41 years, and quickly when we need to. my husband and I have two grown daughters. We I also want to emphasize the one thing that has have three beautiful grandchildren, with another remained constant throughout my career: the need to one on the way, due to arrive before the end of this deliver personal attention and high-quality levels of month, in fact! They are not local, so every chance I customer service and satisfaction. We’re all working get, I’m on the phone with or boarding a plane to go to increase our digital capabilities and offerings, but and see them. It has been such a joy to hear the excite- the bottom line is that it’s still all about the people ment in their voices as they increase their abilities to on the other end of that technology, and how the communicate with us. And, talk about your digital tools support their work, enhance their learning, and natives—my 3-year-old grandson has dubbed our enrich their lives. in-person visits “real FaceTime.” There’s something wonderful that happens when The bottom line for me is that now is a great time we work with other professionals who are as focused for our industry to engage, inspire, and educate on best practices and innovation and industry together, and I’m very excited to serve as your chair- enrichment as we are. Whether I’m working with our man this year, alongside an outstanding and talented Government Affairs team, our partners within the group of people on the board. I hope you’ll reach Relocation Directors Council (RDC)®, with regional out to me at meetings or in the Community—I look relocation groups, or in other industry gatherings— forward to enjoying virtual and “real FaceTime” with that same feeling is there, that desire to learn, and as many of you as possible! M that certainty that everyone is working toward a brighter future together. There’s a part of me that feels that all of my experiences and efforts to under- Keep the conversations going on this and other stand evolving customer needs and develop solutions topics by participating in our online Community. to meet them are now aligned, and have prepared Sign in at community.worldwideerc.org/login with ® me both for the environment we’re facing and for my your Worldwide ERC username and password. role with Worldwide ERC®. I’d even go a step further

38 Mobility | January 2019 2019 WORLDWIDE ERC® BOARD OF DIRECTORS EXECUTIVE COMMITTEE

CHAIRMAN CHAIR-ELECT VICE CHAIR – FINANCE VICE CHAIR – PRESIDENT & CEO OF THE BOARD Ed Hannibal, GMS Robert Brezosky TALENT COMMUNITY Peggy Smith, Sue Carey, Deloitte Tax LLP The Walt Disney Andrew P. Walker, SCRP, SGMS-T SCRP, SGMS-T Chicago, Illinois, USA Company GMS-T Worldwide ERC® Baird & Warner Burbank, California, EY Arlington, Virginia, Chicago, Illinois, USA USA New York, New York, USA USA

BOARD OF DIRECTORS

Merritt Q. Anderson Heather Henry Sigrid Nauwelaerts GitHub Inc. Netflix Inc. Johnson & Johnson San Francisco, California, USA Los Gatos, California, USA Beerse, Belgium

Erik Eccles Gustavo Higuera, CRP, Shelby Wolpa Urbandoor GMS-T InVision San Francisco, California, USA Weichert Workforce Mobility Inc. Austin, Texas, USA Miami, Florida, USA

Kerwin Guillermo Hewlett Packard Enterprise Singapore

EX-OFFICIO DIRECTORS

CHAIRMAN, FOUNDATION PAST CHAIRMAN FOR WORKFORCE MOBILITY Robert J. Horsley Robert L. Giese, SCRP, GMS Fragomen Worldwide Graebel Relocation Services Worldwide Santa Clara, California, USA Aurora, Colorado, USA

worldwideerc.org | Mobility 39 RE LOCA TION: The First-Year Flight Risk 10 best practices to help companies support their relocated employees in the most critical adjustment period RE By Sarah Pynes Guyuron A familiar story: A company invests thousands of neighborhood with the right connections to feel that dollars—sometimes hundreds of thousands—to relocation was the right choice.” relocate a key employee. The company provides an There are many ways to prevent the heartache and onboarding program to ensure that the employee hassle of failed employee relocations. On the follow- feels connected, comfortable, and engaged in their ing pages is a top-10 list of best practices that can new role. Within one year of accepting the position, help to ensure relocation success. The advice is based the employee resigns to head back “home.” upon conversations with mobility industry insiders, If you are in the mobility industry, you have seen or relocation experts, and people who have happily and experienced this frustrating scenario. The first year in successfully relocated. LOCA a new job and a new city can feel exciting, yet daunting and uncomfortable, for many relocated employ- MAKE A GOOD FIRST IMPRESSION. ees. The employee may enjoy their new job but resign It may sound cliché, but first impres- because they or their family are unable to acclimate 1. sions matter. Anthony Bartlett, founder to their new community. It is a scenario in which the and president of the custom relocation employee and the company are both disappointed. firm St. Louis Transplants, says, “You can’t unring The company has lost not only a valuable a bell! Sometimes a relocation will not ‘stick’ if we employee, but also a significant amount of time, connect with an employee and their family too late in energy, and financial resources. A 2012 study by the the process. Companies must pre-emptively set the Center for American Progress found that “very highly stage for a happy and healthy relocation.” According TION: paid jobs and those at the senior or executive levels to a 2007 corporate transferee satisfaction study by tend to have disproportionately high turnover costs J.D. Power and Associates, a transferee’s relocation as a percentage of salary (up to 213 percent).” This experience may affect their attitude and satisfaction means that the cost to replace a CEO with a salary of regarding their employer. If the employee has an $100,000 could be as high as $213,000! unfavorable relocation experience, they may become So, at what point and why do employees typically disenchanted with both their new community and resign after a relocation? And what can you and your their new employer. Set your company and your employee do to avoid a failed relocation? employee up for success with a carefully customized According to a 2014 Entelo study regarding when relocation experience. employees are likely to leave their job, “the highest- probability month occurs right at month 12.” Margy SUPPORT THE EMPLOYEE AND Judd, president of Executive Arrangements, says, THEIR FAMILY. “A key issue in failed relocations at the one-year 2. While this might seem to be common mark is that attention is often paid to only the sense, many companies neglect to offer ‘professional’ and not the ‘person.’ Most relocated relocation support services to the employee’s family. employees bring with them a family, personal inter- “Most employees relocate with [an accompanying] ests, unique needs, and a plethora of other details spouse, children, and sometimes parents,” Judd requiring attention. People need to be in the right says. “Companies typically focus on the employee’s “A key issue in failed relocations at the one-year mark is that attention is often paid to only the ‘professional’ and not the ‘person.’” — MARGY JUDD

comfort level in their new role while ignoring the and their family. You must show that the decision- employee’s family … where the real retention risk lies.” maker’s ideal world can be achieved in the new For example, Washington, D.C.–based relocation neighborhood. Keep in mind that the decision-maker firm Chasing Dragons recently provided support could be the employee, the spouse, or the kids!” for an employee who was relocating with her young family and elderly parent. The employee’s relocation GIVE A BOOK. anxiety stemmed from moving her mother away from Simple yet effective! Consider provid- a vibrant knitting community that kept her active and 5. ing a copy of This Is Where You Belong: engaged. Chasing Dragons addressed the concern Finding Home Wherever You Are by by scheduling an introduction with the “yarnistas” Melody Warnick to your employee. This book is a at a local fiber store and showcasing the vibrant new must-read for anyone in the mobility industry or any- community her mother could enjoy. Chasing Dragons one who has relocated. It offers practical suggestions addressed the needs of the employee and her family on how to fall in love with a new city. The advice and ensured relocation success. is simple and doable. Simple steps such as walking more, eating local, exploring nature, and volunteering BE FLEXIBLE. can expedite the “at-home” feeling. Also, provide A study published by the Joseph your employee a book about the history of their new 3. Rowntree Foundation found that “the community and the address of a great local bookstore diversity of family circumstances and of or library for them to visit. individual preferences means that relocation policies ideally need to be both flexible to meet individu- PROVIDE A PEER. als’ circumstances and at the same time equitable Offer a mentoring program so that the and transparent.” Each relocation strategy must be 6. employee has a peer within the company developed on a case-by-case basis to increase your who will serve not only as a guide to company’s return on investment and your employ- your company’s culture but also as someone who will ee’s general satisfaction with the relocation. listen and advise the employee regarding the many challenges that they and their family will face as they PROVIDE NEIGHBORHOOD acclimate to their new home. Most employees feel more GUIDANCE. comfortable engaging in personal conversations with a 4. If you want a relocated employee to peer rather than with an “HR official.” Make sure that thrive in their new community and job, the assigned peer encourages the relocated employee proactively help them find the right neighborhood to take advantage of the support services provided by to suit their lifestyle. If a stellar recruit is telling you your company. Sometimes employees need a gentle during the interview process that they are nervous reminder to use the resources available to them. about finding the right neighborhood, do not just hire them and hand them a check to cover moving BUILD A COMMUNITY. expenses; work with them to narrow the field based Help relocated employees and families upon their interests and lifestyle preferences, or 7. find a social circle in their new com- provide them with access to a firm that specializes munity. Bartlett says he has seen time in making neighborhood connections. and again that relocated families fare better when Many failed relocations occur because the they form strong bonds with people in their new employee bought a house in a lovely neighborhood community. According to the long-running “Harvard near their new office; however, the neighborhood was Study on Adult Development,” health and happiness the wrong fit for their family. Bartlett says, “The right require strong bonds and relationships with other neighborhood is so crucial for retention. The environ- people and with community. People who do not have ment must be relevant to the lifestyle of the employee a sense of belonging and connection to people in a

42 Mobility | January 2019 new environment are lonely and easily tempted to specific questions is also more helpful than a generic, return “home.” “How’s everything going?” Ask whether their child Caroline Weingart, an expert in post-relocation ser- is enjoying their new soccer program. Ask whether vices, says, “Building a community will shorten the they were able to find a great breakfast spot in their acclimation period for an employee and their family. neighborhood. Ask questions that truly engage them Help introduce them to people outside of the office. A in a conversation. reliable social network can become an indispensable go-to resource for everything from shops to doctors to AUGMENT YOUR COMPANY’S youth sports programs. Employees and families with TALENT RETENTION PROGRAM. roots in their community are a lesser flight risk.” 10. If your relocation and retention services Introduce your new employee to one person out- are unable to handle the workload side of the office with some common interests. Here is associated with a successful relocation, augment your an example of the effectiveness of a thoughtful intro- efforts. Boutique acclimation firms with deep subject duction. A few years ago, Executive Arrangements matter expertise in one geographic area are trending was assisting a pregnant woman relocating for her as companies around the globe compete to attract top husband’s job. They asked one community member to talent. Hyperlocal relocation firms focus on lifestyle invite her to a baby shower. The woman walked into opportunities, acclimation, and personal connections the party not knowing one person and left with a play for both the employee and their family. They help group that has been meeting weekly for four years. newcomers find the neighborhood that is the best fit for them, connect them to the people and resources OFFER VOLUNTEER OPPORTUNITIES. they need to feel at home, and provide personal intro- Volunteering together creates unity ductions to social circles, clubs, volunteer opportuni- 8. among employees and creates an ties, and more. investment in a relocated employee’s new community. Either offer corporate volun- CONNECTIONS AND PURPOSE teer programs or work with a relocation firm that There are many ways that a company can empower a includes volunteer opportunities in their acclimation relocated employee to find connections and purpose programs. Chasing Dragons brings its community in their new community. When the desire to embrace of transferees and their families together several the adventure is coupled with company support, times a year for iconic Washington, D.C., service these employees can adapt and enjoy their new home opportunities. The opportunities range from placing while excelling in their new job. M holiday wreaths at more than 245,000 headstones at Arlington National Cemetery to meeting Honor Flights for military veterans at Ronald Reagan Sarah Pynes Guyuron is an experienced freelance Washington National Airport. Rewarding invitations writer and project manager who is currently providing provide additional connections and friendships in an e-communications, content generation, marketing, and employee’s new community. social media support for Executive Arrangements Inc. She can be reached at +1 216 231 9311 or sarahguyuron@ TOUCH BASE FREQUENTLY AND executivearrangements.com. SPECIFICALLY. 9. Simply asking your employee once a month how they are settling into their Keep the conversations going on this and other new community and how their family is doing topics by participating in our online Community. is a tremendous—and easy—way to gauge how Sign in at community.worldwideerc.org/login with ® well the relocation is going so that you adjust your your Worldwide ERC username and password. support plan for the employee as needed. Asking

worldwideerc.org | Mobility 43 s global mobility professionals, we often So if there is no one single best global mobility wonder what the best global mobility model model, you may wonder, “How do I determine the is for our company. Should I outsource global best model for my company?” mobility?A Should I handle some functions in-house? What does the best global mobility model look like? THE BENCHMARK However, there is no single best global mobility First, let’s get a better understanding of what kind of model. For some companies, outsourcing the whole global mobility models companies have nowadays. global mobility function is best; for others, doing According to a recent Orion Mobility survey, 52 per- everything in-house is most effective; and for yet a cent of surveyed companies identified their relocation third group, a combination of in-house and out- programs as hybrid models, 33 percent are fully sourced services works best. outsourced, and 15 percent are fully in-house. The what, why, and how By Shawn Sweeney, CRP, GMS

• Do you manage any part of the expense and payment process? If you answered yes to any one of these questions, you have a hybrid model.

THE TIMES ARE A-CHANGING: EXTERNAL FACTORS Right-sizing your global mobility model is not just about identifying the best model for your company; it is about the best model for your company now and in the future. Circumstances change, and those changes can impact what model works best for you.

War for Talent and Employee Experience That result may surprise you, as hybrid models As we all know, we lost the war for talent. The job are typically seen as a new trend. What’s interesting, candidate pool is shrinking, and employers are vying though, is that this model isn’t new at all; in fact, you for top and hard-to-find talent. Recruiting qualified may be very familiar with it. candidates has become a corporate priority that is Take a look at your current mobility program: now discussed within the walls of the C-suite. • Do you negotiate contracts with multiple provid- As the “candidate experience” (attracting new ers, e.g., household goods, temp housing? talent) got more important, so did the “employee • Do you counsel your transferees before turning experience” (retaining the right talent). The impact them over to your third-party provider? on global mobility? Previously seen as a business necessity, global mobility now often functions as a capabilities, nor will they be logging in and out of powerful mechanism to attract and retain talent. multiple programs to piece together data that is part Many mobility departments are now re-evaluat- of a bigger picture. Instead they will use an open soft- ing what transferees are offered and how they are ware platform that can facilitate vendor collaboration supported. The overall shift has prompted some com- and centralize data. panies to return the counseling function to corporate staff, empowering employees to take care of fellow THE TIMES ARE A-CHANGING: employees. For others, the solution is a matter of INTERNAL FACTORS proximity, wherein RMC staff members work at the Just as there are external factors impacting which client’s site to improve communications and, equally global mobility model is the best fit for your com- important, absorb company culture. pany, there are also internal factors. These factors are by definition company-specific; however, there are a Expectations of an Increasingly few that seem to be common to all companies. Demanding Workforce Technological developments in other industries have Budgets and ROI changed the expectations of employees. We expect to Tight budgets and ROI discussions are nothing new, get full visibility and up-to-date personalized informa- and even though there is more focus on employee tion. After all, if we can get live updates on our pizza experience now than ever before, that doesn’t order or our online purchase, we certainly expect always result in a bigger global mobility budget. such visibility and on-demand availability of relevant Furthermore, the new federal tax law (Tax Cuts and personalized data when it concerns relocations. Jobs Act of 2017) makes relocations in the U.S. even Furthermore, employees expect more—more more expensive, as moving expenses are no longer options and more control over their own relocation. deductible or excludable, subsequently putting more Traditionally, it was common for employers to offer pressure on already tight budgets. job candidates and employees two or three types of As a result, corporate global mobility teams are relocation packages. Within today’s competitive cli- more cost-conscious than ever, and they are now mate, employers need to be more flexible and better demanding that providers unravel complex package cater to specific needs and desires. deals and complicated billing to get a better understanding of actual costs. This, in combination with Availability of Better Technology technology providing better visibility of all spend Technological developments are impacting all aspects with all providers, means that the numbers are no of our life. We use our cellphone to pay for a cup of cof- longer blurry; they are black and white, and precise, fee, our car can parallel park itself, and we use software which often invites further analysis. to analyze job candidates’ facial expressions to assess whether or not they are a good fit for the position. Demand for Visibility and Control HR in general and global mobility in particular Often triggered by internal pressures, global mobility have been slow to adapt. Global mobility software teams are looking for more visibility of and control has been around for more than 30 years, but mostly over their mobility operations. Visibility in itself is a focused on improving back-office processes. Only significant benefit, as it provides the insight needed to in the last three to four years has the focus shifted to make strategic decisions and proactively manage the improving the process for the users and providing a global mobility operations, giving the global mobility better user experience. team better control over the mobility program. As technology in the global mobility space is evolv- In some cases, this data clarity has led to a push ing, it is now easier for corporate global mobility for more one-on-one relationships with vendors, teams and vendors to share information and provide trimming excessive fees and yielding leaner budgets instant data access to everyone involved in the reloca- through direct negotiations and insights into true tion process. costs. In other cases, the data visibility has led to stra- Soon corporate global mobility teams will no tegic decisions to outsource certain functions that are longer be tethered to a single system with limited more cost-efficiently handled by specialist providers.

46 Mobility | January 2019 Deciding which functions to outsource, and which to keep in-house, can be puzzling. The best advice is to start with your pain points.

IT Support are relocating to places with limited real estate options, Even more problematic than budgets is IT support. A lot temporary housing becomes a priority, and you will of companies have a chronic lack of sufficient IT support want to outsource that function to a top-tier vendor. for implementing new technology solutions. This limits new initiatives just as much as insufficient budgets do, Vendor Collaboration and it leads to a preference for the status quo. A survey Putting together a team of hand-selected vendors taken during the Corporate Benchmarking Session at may seem appealing and replete with benefits. Worldwide ERC®’s 2017 Global Workforce Symposium However, managing this team will require a differ- revealed that only 6 percent of respondents have highly ent approach, although not necessarily requiring integrated their databases with their vendors’ systems, additional staff. The key is to create a collaborative and 70 percent have no integration at all. network of vendors among which clarity, transpar- Technological innovations and system integration ency, and collaboration reign. are future certainties, though, and most vendors already have a technology solution that makes Technology integration with other systems easy and seamless, Technology is the fuel that drives the hybrid model. requiring less IT support to implement. Without it, the hybrid would have been a no-go from the start. Due to advancements in relocation software, THE FUTURE OF GLOBAL MOBILITY corporate global mobility teams and vendors have MODELS increasingly better options to share and access global Whether or not these external and internal factors mobility data. As this technology advances, so will push the global mobility model pendulum in one the hybrid model. direction or another remains to be seen. Most likely, though, there will be a greater number and variety of THE GOAL OF A HYBRID hybrid programs with technology as the enabler. In-house or outsourced? Mobility professionals no The combination of the need to provide the best longer need to choose a side, as each has its benefits. employee experience possible—i.e., high service A hybrid global mobility model offers flexibility and levels and flexibility—and technological advance- control—two things that typically countercheck one ments will drive this shift. There will no longer another—so it’s easy to see the benefits. be a need to settle for less than the best service for Exactly how it will benefit your organization is up certain functions just because they are part of a to you. Start with your business goals, e.g., recruiting, bigger package. culture, or cost savings, and prioritize them. Take an Instead—and we are not there yet—there will be inventory of your capabilities, and then weigh your more flexible networks of vendors specifically suited options—there are many. to service that specific group of relocations supported Remember: The goal of any hybrid—whether it’s a by technology enabling interaction and coordination car or a business model—is to combine the best aspects between vendors. of all available options. The result is a new, additional option that is engineered to meet evolving needs. M SO HOW AM I IMPACTED BY THIS? You are probably thinking, “How is this going to impact me?” or “These are future developments, Shawn Sweeney, CRP, GMS, is senior vice president of but why should I care about this now?” How this is Orion Mobility. He can be reached at +1 203 563 2135 or going to impact an individual company is hard to say [email protected]. without knowing the specific circumstances. So how can you prepare yourself? Keep the conversations going on this and other Choose Wisely topics by participating in our online Community. Deciding which functions to outsource, and which to Sign in at community.worldwideerc.org/login with ® keep in-house, can be puzzling. The best advice is to your Worldwide ERC username and password. start with your pain points. For example, if transferees

worldwideerc.org | Mobility 47 No question, having enough money to live comfortably when you’re done working will likely drive retirement security. But there are other factors that contribute as well, not the least of which is how a country treats its older residents.

The U.S. finished in the middle of the pack in an annual ranking of a global retirement index that looks at developed countries around the world. The U.S. earned high marks for material well-being and its financial system but was dragged down by high health care costs and declining life expectancy. Switzerland, Iceland, and Norway all did better than the U.S. The U.K., Malta, and France did worse. Source: cbsnews.com

Iceland—yes, Iceland—is a great place for retirees. First, health care is free for all of Iceland’s citizens. Second, the Nordic country has a reasonable cost of living, with a one-bedroom apartment in the center of Reykjavik renting for about $1,356 a month and one outside the city for about $980. Third, the cost of utilities is low because the country relies exclusively on renewable energy sources. Fourth, Iceland’s natural beauty, with its waterfalls, glaciers, and volcanoes, encourages an active lifestyle. And did we mention that the Institute for Economics and World Peace has named it the most peaceful country in the world seven years in a row? Source: nextgenerationtrust.com

A report by France’s National Ethics Committee paints an unpleasant picture of life for many older residents. According to the report, there are 6.1 million people over the age of 75 in France, 61 percent of whom are women. Among this group, 25 percent live alone, 50 percent do not have a network of friends, and 41 percent have little or no contact with their children. Source: thelocal.fr

Chinese retirees looking to spice up their lives are increasingly enrolling in schools like the Shanghai University for the Elderly, where they can take classes in such subjects as foreign languages, music, and dancing. The increase in China’s older population and a growing desire for a better quality of life have led to the creation of more than 70,000 elderly universities, which enroll more than 8 million students. Source: chinadaily.com

Millennials in Great Britain apparently think life is less than ideal for elderly retirees. According to a study by the Royal Society for Public Health, 25 percent of millennials believe it is normal for the elderly to be unhappy and depressed, and 40 percent think dementia is inevitable. Even among all age groups, almost a third of those surveyed agreed with this statement: “Being lonely is just something that happens when people get old.” Source: theguardian.com

48 Mobility | January 2019 Mobility Matters Interesting, challenging, and surprising stats and finds around the globe

By Jon Ferguson

The Global Retirement Index, which looks at key factors affecting retirement security, pushed Canada up two spots to No. 9 in 2018, partly due to the country’s economic conditions and its environment. Canada finished second in air quality and has the seventh-highest score for personal happiness. It finished 10th in two important health care categories. On the downside, Canada recorded a slightly lower life expectancy than the previous year, and its per capita income fell. Source: moneysense.ca

Japanese workers have always enjoyed tremendous job security, thanks to the nation’s traditional jobs-for-life employment structure, in which workers are basically guaranteed a paycheck from graduation to age 60. Because of that, most companies require full-timers to leave and settle in to retirement when they turn 60. That’s beginning to change, however, as Japan faces a severe labor shortage because of an aging, shrinking population, which is expected to fall from 127 million to 88 million over the next four decades. As a result, many companies are planning to increase the retirement age to 65, and the government says it will raise the mandatory retirement age for civil servants from 60 to 65. Source: reuters.com

Australia’s age discrimination commissioner reported in 2017 that the nation faced a “tsunami of older women at risk of homelessness.” She cited a report on homelessness that said the number of older women who were “couch surfing” has risen 83 percent in the previous four years, and that there was a 75 percent increase in the number of older women sleeping in cars. Her report said many women face old age as renters and with inadequate pensions, meaning the day they stop working is the day they risk homelessness. Source: humanrights.gov.au

Two U.S. universities in 2017 conducted a study of a variety of social and economic indicators that reflect the status and well-being of older people in a country. These included productivity and engagement, well-being, equity, cohesion, and security. The study concluded that Norway is the best country in which to grow old. That same year, Norway was at the top of the “World Happiness Report.” Source: independent.co.uk

worldwideerc.org | Mobility 49 Is This the End of the Long-Term Assignment? Is This the End of the Long-Term Assignment?

Companies are seeing a rapid increase in permanent transfers By Rebecca Darling

t’s no secret that companies have been increasingly using alternatives to long-term assignments to manage their mobility programs in recent years. While many companies still expect their numbers of long-term assignees to increase, successive surveys by ECA International have found that the rate of increase is slowing each year. In contrast, the use of short-term assignments, commuter assignments, and permanent transfers is on the rise. IECA’s January 2018 “Permanent Transfers Survey” found that nearly 40 percent of international transfers lasting more than one year are made on a permanent basis, where there is no expectation or commitment for the employee to return to the home country. Four years earlier this figure was only 22 percent. Nearly two-thirds of companies have seen the proportion of permanent transfers increase in the last three years, and a similar number forecast further increases in the next three. Given this rate of increase, will traditional long-term assignments soon become a thing of the past? Change in the proportion of permanent transfers — as a percentage of assignments of more than one year

Past three years Next three years

to incentivizing less-eager candidates with a more 30% 31% generous assignment package.

63% 61% 7% 8% WHEN TO USE PERMANENT TRANSFERS The main reasons companies use permanent transfers Increase Decrease No change are to fill skills gaps and to manage operations, which are also common purposes of international assignments. Companies are far more likely to use assignments, however, as a way of transferring expertise or corporate values. Broadly speaking, then, companies WHY PERMANENT TRANSFERS ARE are more likely to use assignments for strategic pur- ON THE RISE poses, whereas permanent transfers are more suitable As more employees want and expect to be interna- when there is simply a job that needs to be done. That tionally mobile to satisfy their own professional and may depend on where the job is based, however; personal ambitions, 38 percent of companies reported assignments are more likely to be used for postings to that they will increasingly use permanent transfers to more challenging locations—the engineering and con- meet employee demands. However, the results indi- struction sectors, for example, use permanent transfers cate, overall, that the rise is being driven primarily by less than the finance and technology sectors, which the needs of businesses rather than employees. tend to be based in well-established urban centers. The most common reason for the increasing use of Permanent transfers work better for some com- permanent transfers, cited by 65 percent of compa- binations of home and host countries than others. nies, is that they are more cost-effective than tradi- The top 10 home-to-host combinations reported in tional long-term assignments. This may be due to the ECA survey suggest that geographical proximity employees being more likely to be employed on local and the existence of a common language influence salary terms and provided with fewer benefits than the likelihood of a transfer being made on a per- assignees, as we will see. manent basis. Another finding was that companies A little more than half of companies expect their headquartered in Europe are expecting a bigger rise permanent transfers to increase simply because the in the use of permanent transfers than other regions; role requires the employee to be in the host location this may be because it is easier for Europeans to permanently. Where companies are struggling to fill a integrate into other European countries due to sim- role with a local national, they must search inter- ilarities in culture and the relatively short distance nationally to source the talent they need. It makes from home, plus the fact that it is easy for employees sense to first advertise to interested parties, offering a to relocate permanently within the European Union cheaper permanent transfer package before resorting without visas.

52 Mobility | January 2019 Most importantly, unless they have personal within long-term assignment and permanent transfer reasons for wanting to relocate and request a transfer policies suggests that average levels of provision are themselves, employees are unlikely to undertake an broadly similar for each, whereas ongoing benefit international move if it makes them poorer. Although provision tends to be more generous for assignees. companies look to provide leaner packages for permanent transfers compared with international Salary assignments, if the employee is moving at the compa- It is intuitive to pay a host-based salary for someone ny’s request, the package on offer still needs to ensure being transferred permanently to another country, and that they will be no worse off than they would have that is what the majority of companies do. Salaries for been at home. international assignments are more commonly calcu- lated using a home-based approach, which is often ARE PERMANENT TRANSFERS perceived as being more expensive due to the various CHEAPER? included allowances. However, paying a host-based salary does not automatically guarantee cost savings. Relocation Costs The example below compares the costs of a typical Just over 40 percent of companies reported that home-based salary calculation, including COLA and they provide a less generous package of relocation mobility allowance, with the host-based salary for the assistance for their permanent transfers than they equivalent job grade for a move from the U.K. to the do for their long-term assignees, but this finding U.S. (the most popular permanent transfer route in may be due to companies having different under- the ECA survey). standings of what counts as a “relocation benefit.” A In this case and many others, it would clearly be comparison of one-time benefits typically provided cheaper to use a home-based approach to calculate

Home-based Host-based GBP USD USD Home gross salary 61 718 80 171 — Less hypothetical tax and social security (17 906) (23 259) Home net salary 43 812 56 912 COLA 10 030 13 029 Mobility allowance 6 172 8 017 Host net salary 60 014 77 958 90 608

worldwideerc.org | Mobility 53 the salary rather than pay a host-based salary. buying power once they are paid an equivalent local However, one factor to be aware of is that some salary in the U.S. countries have discrimination rules that prevent However, the second-most popular permanent companies from paying different salaries to employ- transfer was the reverse route, from the U.S. to the ees of different nationalities. In many countries where U.K., which would result in a reduction in relative discrimination legislation applies, differential treat- buying power and presumably a reluctance from the ment and the payment of additional expat-specific employee to relocate on such terms. In such cases com- allowances and benefits may be permitted if there panies need to find a way to make the salary package are objective business reasons for the differences. In more attractive. Almost 40 percent of companies use other words, if you are transferring someone on a alternatives to the host-based approach to calculate permanent basis, you might have to pay them a host- salaries for permanent transfers, the most common based salary—and phase out any “expatriate only” of which is the net-to-net approach. This takes into payments—to avoid discrimination claims. account differences in tax and living costs to ensure the It’s unsurprising that moves from the U.K. to the employee will be no worse off on a net basis. U.S. are so popular. Often, when differences in gross Even where a host-based approach is applied, it is salary, income tax, and cost of living are taken into not unusual to include further benefits in the remu- account, U.K. nationals have much higher relative neration package above what a local national would receive—i.e., a local-plus approach.

Benefits and Allowances Methods used to determine salaries Many companies use a host-based or net-to-net for permanent transfers approach to calculate salaries for their long-term assignees, too. The main difference between over- Company-initiated Employee-initiated all packages for assignees and permanent trans- 3% fers relates to the ongoing provision of benefits 5% 11% 6% 15% and allowances. 23% Location and mobility allowances are commonly included in long-term assignment packages, even 61% when a host-based approach is used, but they are 76% rarely included in permanent transfer packages.

Home-based/build-up Net-to-net Host-based or local-plus Other

54 Mobility | January 2019 Employers are similarly less likely to provide com- next few years, we expect to see companies increas- mon assignment benefits such as home leave, medical ingly formalizing their permanent transfer policies insurance, accommodation, and education for chil- and enforcing them more strictly. dren. The only benefit provided to a similar extent as for assignments is tax assistance, presumably due to AN INCREASINGLY POPULAR concerns about the potential penalties for noncompli- ALTERNATIVE ance. When benefits such as housing and education Permanent transfers will become an increasingly pop- are provided, monetary limits are more likely to be ular alternative to long-term assignments over the next imposed than for assignments. few years but are unlikely to replace them altogether. When a skills gap arises that cannot be filled by a local CHALLENGES national, permanent transfers can be a cost-effective Given these complexities, it is unsurprising that way of recruiting foreign talent without resorting to a “salary package competitiveness” was found to “full” international assignment package to incentivize be the third-greatest challenge for staff managing a less willing candidate. However, they work better for permanent transfers. Considered more challenging, some home-host locations than others, and the salary though, are managing expectations and ensuring and benefits on offer still need to be sufficiently gen- that the policy is applied consistently. This is to be erous to persuade the employee to relocate; in some expected, given that only around half of companies cases the necessary package may not be any cheaper have a policy to govern their permanent transfers— than that for a long-term assignment. M compared with 80 percent of companies having a long-term assignment policy—and only a quarter of those always stick to it. Rebecca Darling is head of production at ECA Poor enforcement or lack of policy can reduce International. She can be reached at +44 (0)20 7351 5000 the potential cost savings of permanent transfers as or [email protected]. expensive exceptions are made. It also increases the risk of noncompliance with tax and immigration Keep the conversations going on this and other requirements. The current lack of policy in this area topics by participating in our online Community. compared with long-term assignments reflects the Sign in at community.worldwideerc.org/login with relative immaturity of this approach; as the use of your Worldwide ERC® username and password. permanent transfers is set to increase rapidly in the

worldwideerc.org | Mobility 55 Mobility

INDEXA handy reference to the articles and columns that have appeared in the past year

n 2018, Mobility published 56 main feature articles—averaging four to five per month—and numerous columns and shorter pieces. More than 120 individuals have written or contributed to articles and columns. Here we’ve arranged the features according to Worldwide ERC®’s six content channels, writer(s), and month of publication. Plus, we’ve listed some regular columns and departments by month. No list of topics, of course, is all-encompassing. Categories do not always divide neatly, and sometimes themes overlap. But we hope this list, apart from making you aware of the sheer volume of useful information we make I ® available to you each year as a benefit of membership in Worldwide ERC , will serve as a reference to help you find an article you recall—as so often happens—from “last May or June, or maybe it was October.” With the help of this index, we hope you’ll be able to revisit some of the pieces that made an impact on you, or discover a meaningful treatment of an issue you are now dealing with.

FEATURES BY CONTENT CHANNEL • A Few Years Down the Road. Steven M. John, SCRP, SGMS-T. August. TRENDS TO WATCH • Plugging In to Technology Solutions. Heather Larson. • The Tao of Globalization. Soo Gurtcheff-Smit, Kent October. O’Neil. January. • Digitizing the Deployment Life Cycle. Katie Kaminsky, • Disruption and Opportunity in the World of Global Jana Hirn, Katie Olsen, Ed Hannibal, GMS. December. Nomads. Rohini Manian. March. • Technology Today. Steven M. John, SCRP, SGMS-T, • Mobility 4.0: Global Talent Mobility and Immigration. Mary-Grace Ellington, CRP. December. Glenn Faulk, CRP, SGMS-T, Katharine Salem, CRP, SGMS-T. May. EMPLOYEE JOURNEY • Real Estate in the 21st Century. Steven M. John, SCRP, • Brexit and Schooling: Planning, Not Panicking. SGMS-T. May. Alexandra Ruttenberg, Pauline Rodriguez. February. • The Transformation of Mobility. Karen Reid, CRP, • Now It’s Personal. Rachel D’Argenio. March. GMS-T. June. • Special Education Needs 2018. Stacey Kinnamon, • Tips on Hiring Gig or Independent Workers. Avalyn C. Alexandra Ruttenberg, Pauline Rodriguez. August. Langemeier. July. • Ignorance of the Law. Geoff Williams. August. • The Legalization of Marijuana: Will It Have an Impact on • Pre-decision Discussions. Holly Clontz, CRP, GMS-T. Global Mobility? Sheryll Young, GMS-T. September. September. • Mobility 4.0: Global Talent Mobility and Integrated Tax • Are We Creating a Serious Retirement Issue in Mobility? Compliance. Glenn Faulk, CRP, SGMS-T, Katharine Simon Rogers. September. Salem, CRP, SGMS-T. October. • Challenging Status Quo Relocation. Ed Marshall, CRP, • Mobility 4.0: Global Talent Mobility and Innovation. SGMS-T. October. Glenn Faulk, CRP, SGMS-T, Katharine Salem, CRP, • It’s a Wonderful Relocation. Tim McCarney, SCRP, SGMS-T. November. SGMS. October. • A Seat at the (Virtual) Table: E-closings. Eric Arnold, • 5 Red Flags That a Transferee Might Not Be Successful. SCRP, Serena Torvik. December. Geoff Williams. October.

INNOVATION SPOTLIGHT GOVERNMENT AFFAIRS • Paradigm Shift in International Moving. Michelle • Government Affairs Forums Continue to Flourish. Sandlin, SCRP, GMS-T. May. Tristan North. January. • Innovation in Global Immigration Law. Jeremy • Buyer Incentives: Are They Taxable to Employees? Peter Fudge. June. Scott. February.

58 Mobility | January 2019 • What You Need to Know About the New Tax Law. Peter Scott. March. • Worldwide ERC® Government Affairs Forums Engage Year-Round. Tristan North. April. • Navigating Immigration in Uncertain Times. Michael D. Ray, CRP. April. • GDPR: It’s Almost Here! Bill Tehan, Hank Roth, Lei Shen, Tristan North. May. • Home Equity Loans: Some Still Deductible. Peter Scott. June. • Forums Quickly Adapt to a Changing World. Tristan North. July. • U.S. Immigration Policy and Legislation: The Current State of Play. Careen Shannon. July. • U.S. States React to Moving Expense Change. Peter Scott. August. • California Enacts Rules on Consumer Data Privacy. Bill Tehan, Tristan North. September. • Intra-EU Mobility: A Work in Progress. Neha Hemmad. October. • Is Your Foreign National Employee Internationally Recognized as an Outstanding Researcher? Let’s Find Out. Joshua S. Mirer, Jennifer L. Shanley. October. • Worldwide ERC® Government Affairs Forums Update. Tristan North. October. • Repayments Under Payback Agreements No Longer Deductible. Peter Scott. November. • 2018 Reimbursements for 2017 Moves Are Tax-Free. Peter Scott. December.

BUSINESS SOLUTIONS • Noise-Canceling Global Mobility. Tim McCaffery, CRP. February. • Wisdom That Works: Leveraging Your Leadership. Dave Nelson, CRP, GMS-T. February. • Engaging the Veteran & Service-Member Population. Cathleen Podell, SCRP. February. • Domestic Household Goods: The Past, the Present, and the Obvious. Cliff Cannon, CRP, GMS. March. • Self-Manage or Self-Destruct? Craig Anderson, SCRP, SGMS. April. • Excess Baggage Provision for International Flights. Cheryl Gomez-Jareno, CRP, GMS-T. April. • Mobility & Inclusiveness in a Protectionist World. Christopher Gordon, GMS. April. • A New Blend of Skills. Diane McIntire. May. • Inclusion & Diversity: How Global Mobility Can Help Move the Needle. Marc Burrows, Alison Shipitofsky. June.

worldwideerc.org | Mobility 59 • Up to a Point: Looking for Immigration Info Online? Watch Your Step! Carolina Rojas Newman, GMS-T. July. • Employee International Travel: It’s Never “Duty-Free.” Kent O’Neil. July. • Is Your Employee Global Transportation Policy Strategic? Ben Ivory, CRP, SGMS-T. August. • Talent Mobility Policy & Trends. Susan Krupa McCune, CRP, GMS, Ish Bajwa. September. • Reduce Costs With a Better Policy Exceptions System. David Remedios. September. • The Lowdown on Gross-Up. Martijn Bouwman. October. • It’s a Match: Mobility and Corporate Responsibility. Janelle Piatkowski, SGMS. October. • In the Eye of the Talent Shortage Storm. Pamela Dunleavy, CRP. November. • Pros and Cons of International Expansion. Duncan Macintosh. November. • Striking a Balance Between Technology and Data Security. John Kirk. December. • How to Control Costs Through Customer-centric Payment Solutions. Mike Shamburg. December.

ORGANIZATION NEWS • To Serve, and to Impact Change. Mark Lozano, SCRP, GMS. January. • Teaming Up to Help the Next Generation of Leaders. Worldwide ERC® Foundation/Regional Relocation Group Student Essay Scholarship Program. January. • 2017 Mobility Topical Index. January. • Mobility’s Own Sharing Economy. Worldwide ERC® Award Recipients. May. • Regional Relocation Groups. June. • 2018 Foundation for Workforce Mobility Scholarship Essays. November. • Class of 2018: Worldwide ERC® Recognizes 119 Certified Relocation Professionals (CRPs)®. November. DESTINATION PROFILE January. New Zealand February. South Africa March. Colombia April. Norway May. Brazil June. Singapore July. Austria August. Beijing September. Israel October. Bengaluru November. Toronto December. Taiwan

60 Mobility | January 2019 MARKET SUMMARY November. The State of Mobility Analytics: A Worldwide January. Austin, Texas ERC® and Aon Survey February. Kansas City Metropolitan Area December. Weichert Workforce Mobility’s Extended April. Las Vegas–Henderson, Nevada Business Travelers: Challenges, Trends, and Best Practices May. Chicago June. Princeton, New Jersey MOBILITY MATTERS August. San Francisco January. Calendars September. Richmond, Virginia February. Collaboration October. Denver March. Distance Learning November. West Virginia April. Getting Rid of Unwanted Stuff December. Columbus, Ohio May. Rental Market and Rules June. Subscription Services MEMBER PICKS July. Famous Immigrants January. (Un)Skirting the Issues: A Guide for the Well- August. Things to Take and Leave Intentioned Man in Today’s Workplace. Reviewer: Holly September. Business Language Clontz, CRP, GMS-T. October. Mistaken Impressions February. Black Box Thinking. Reviewer: Brian Egan. November. Sports Worldwide April. Meditation for Fidgety Skeptics. Reviewer: Mary- December. Technology and Paperwork Grace Ellington, CRP. May. Find Your Why. Reviewer: David Sabey. INDUSTRY INSIGHTS June. Thank You for Being Late. Reviewer: Kaitlin Nygren. January. Virtual Reality Tools and Relocation Challenges. July. The Year of Living Danishly. Reviewer: Steve Kerry Daniels. Kennedy. February. Rethinking Relocation: 5 Questions to Ask. Paul August. The Assertiveness Workbook. Reviewer: Sandi Casey. Stoltenberg. September. Gigged. Reviewer: Anita Brienza, GMS. March. Moving Mom. Ben Ivory, CRP, SGMS-T. October. Go Put Your Strengths to Work. Reviewer: April. 7 Tips for Organizing Your Business Traveler Cheryl Pfaffenberger, CRP. Program. Liam Brennan. November. Ask a Manager. Reviewer: Sara Miller, CRP, May. Augmented and Virtual Reality. Kristin White. GMS-T. June. Moving Industry Faces Key Issues. Scott Michael. December. The Gift of Global Talent. Reviewer: July. Corporations and Business Traveler Well-Being. Stephanie Lewin. Michael W. McCormick. August. 4 Tips for Cutting the Travel Visa Hassle. THE NUMBERS Anirudh Pratap Singh. January. BGRS’ 2017 Talent Mobility Trends Survey September. A Diverse Industry. Ron Waddling. February. Santa Fe Relocation’s 2017 Global Mobility October. Top 10 Things to Be Mindful Of When Working Survey Report Across Cultures. Dean Foster. March. Future Workforce and Mobility, Cite Research for November. The Mobility Professional’s Immigration Graebel Companies Survival Kit. Dan Morris. April. 41st Annual United Van Lines National Movers December. What to Know About Doing Business in Study Mexico. Sue Durio. May. Cartus’ 2018 Trends in Global Relocation: Biggest Challenges June. IMPACT Group’s The People Perspective on Relocation July. AIRINC’s 2018 Mobility Outlook Survey August. Atlas Van Lines Corporate Relocation Survey Keep the conversations going on this and other September. The Perfect Storm: Mobility Leaders Decode topics by participating in our online Community. the Future Sign in at community.worldwideerc.org/login with ® October. The Global Serviced Apartments Industry Report your Worldwide ERC username and password. 2018/19

worldwideerc.org | Mobility 61

Photo by Steve Kennedy

DESTINATION PROFILE: FRANKFURT

European financial hub beneath the ‘Main-hattan’ skyline By M. Diane McCormick

o paraphrase a Gershwin song, they all laughed in the 1960s when the banks of Frankfurt’s River Main sprouted a skyline dubbed, derisively, “Main-hattan.” But as the song also says, “Who’s got the last laugh now?” Today’s Frankfurt is a center of commerce along the River Main, home to 155 foreign banks and one of the world’s largest stock exchanges. All that activity has earned the district a nickname uttered in a more respectful Ttone: “Bankfurt.” The EU’s European Central Bank, steward of the euro, built a new headquarters here in 2014, sealing the city’s place in world finance. That economic vitality fuels a thriving scene for job creation and investment, especially as forces uprooted by Brexit seek new homes and new opportunities. Frankfurt’s sophisticated electronic infrastructure also constitutes the world’s largest data hub, traffic cop to 35 percent of Europe’s internet traffic. The information, communications, and financial technology industries thrive here at the leading edge of big data, cloud computing, and cybersecurity, contributing to Frankfurt’s reputation as “Europe’s Silicon Valley.” It all overlays a traditional manufacturing base and a mercantile heritage stretching back to the 12th century, when the city square (Römerberg) was a focal point of medieval commerce in the Holy Roman Empire. Today’s Frankfurt continues that tradition, hosting regular trade shows that include the world’s largest book fair, an annual dental equipment exhibition, a triennial exhibition for chemical engineering, environmental protection, and biotechnology, and the International Trade Fair for Retreading, New Tires, Tyro Trade, Tire and Chassis Technology, Vulcanization. The “right-sized,” global-facing city of 736,000, with a metro area population numbering 5.6 million, sits at a crucial central point of continental Europe. Highways and trains zip from this transport hub for central Europe straight to Paris, Brussels, and Zurich. The Frankfurt Airport is a major aviation hub—and only 12 minutes from downtown.

The European Central Bank (at right) and Frankfurt’s “Main-hattan” skyline

worldwideerc.org | Mobility 63 DESTINATION PROFILE: FRANKFURT

Doing Business in Frankfurt

Today, small but multicultural Frankfurt thrums Businesspeople in corporate settings and high with the food and languages of 180 nationalities. finance dress conservatively, while the fields of It offers delights to satisfy all lifestyles, whether fashion, art, and advertising are less restrictive. centered around pubs, family, or culture. Mercer’s German businesspeople value punctuality, effi- 2018 “Quality of Living Survey” ranked Frankfurt ciency, and formal dealings in the workplace. Small at a perhaps surprising seventh, trailing only such talk is eschewed, and first names are used only at glittering expat posts as top-ranked Vienna. the invitation of a senior colleague. In meetings, The key industries of Frankfurt are chemicals, preparation is key, with facts and figures backing pharmaceuticals, and life sciences; financial services, up all proposals, and readiness to answer detailed IT/telecommunications, advertising, communications, questions. Eye contact, especially on first introduc- and game development; and logistics and mobility. tions, is expected, but humor is not. English is commonly spoken in business circles, Gifts are rarely given in business settings, but hiring a translator for negotiations and import- although flowers, wine, or chocolate are appre- ant meetings is recommended. As always, expats do ciated from those invited to a colleague’s home. well to learn basic German, especially for dealing Business and personal affairs are kept separate with small companies and local officials. Remember, until stronger relationships are forged. though, that Germany is a land of distinct dialects, And when invited to a lunch meeting, many so Frankfurters may cringe if you order the local Germans frown on anyone who declines to drink apple wine by the High German word Apfelwein. alcohol, so ordering a beer and toasting “Prost!” Better to use a Hessian term like Ebbelwoi. helps curry favor.

Immigration / Permits Expats staying in Germany for longer than three months must obtain a residency permit. Those with firm employment offers get a general employment permit (an Arbeitserlaubnis), while holders of sought-after skills, usually in technology and science but also including experienced managers, could qualify for specialist professional residence permits. An expat’s residency permit should be approved before arrival. An expat must apply for a residency permit, an Aufenthaltstitel, in person at a German embassy or consulate, or through German immigration authorities.

64 Mobility | January 2019 Housing Many Frankfurt expats rent apartments in the city, known as Handkäse mit Musik (initiates say it takes finding comfortably upgraded lodging in 20th-century some getting used to), bee sting cake, and a nice wine buildings. As always, rent rises and space shrinks the from the nearby Rheingau region. closer the accommodations get to the center of the city. Apartment-hunting expats who see the term A furnished two-bedroom house can run up to €1,800 “warm rent” should think literally, because it means (US$2,040), while a furnished or unfurnished two-bed- heat is included, but not electricity. “Cold rent” sig- room apartment can be in the €1,000–1,300 range nals that no utilities are included. (US$1,133–1,473). When looking for apartments, the tenant pays the Fortunately, expats have suitable options in neigh- agent’s fee, which can come to about twice the rent borhoods, depending on their circumstances: on a cold-rent flat. Most landlords also seek a security • Trendy: Bornheim hosts a vibrant nightlife, pub, deposit worth two to three months’ rent. and dining scene, where a stroll to Berger Strasse Naturally, scammers have found their way into the brings you to public houses serving the region’s Frankfurt rental market. Red flags include a very low famous apple wine. The artsy, more affordable rent for a large apartment, a lack of agency fees, and Sachsenhausen attracts expats seeking world-class nothing but an email for contacting the landlord. museums, flea markets, and cafe culture. The housing market is tight. While apartment seek- • Family-friendly: The Kronberg area, at the foot ers are advised to submit offers immediately when of the nearby Taunus mountains, offers parks and seeing an appropriate property, landlords usually international schools, making it popular—but expen- have the luxury of selecting tenants not on a first- sive—for expats with children. Nordend also offers come, first-served basis but from among multiple good schools and a tight-knit community, with the candidates. Most housing contracts are open-ended, bonus of upscale wine and cocktail bars. but tenants should provide three months’ notice • Convenient: Niederrad sits near Frankfurt when vacating. Renters are required to buy home Airport and the Central Station, where 1,000 trains insurance, which can be purchased from such provid- connect with cities throughout Germany and the con- ers as banks and private insurers. tinent. Niederrad also offers an abundance of restau- Many apartments are unfurnished, so expats often rants and coffee shops attracting an international have their furniture shipped to Frankfurt. Many proper- crowd. The upscale Westend beckons with historic ties lack fully equipped kitchens, so expats are advised architecture and the green oases of Grüneburgpark to consider the cost of appliances when budgeting for and Palmengarten—ideal for picnics of chilled housing. Another expense could be painting, which Frankfurter sausages, the pungent Hessian specialty tenants are expected to do before or after moving in. DESTINATION PROFILE: FRANKFURT

Education Good international schools, many offering International Baccalaureate curricula, are available but scarce in Frankfurt. Expat parents should apply early to the schools of their choice in order to get on waiting lists, which tend to be long. Tuition is high, and so are nonrefundable registration fees. Extra costs can be imposed to cover field trips, extracurriculars, and uniforms.

Photo by Steve Kennedy Shopping Food options range from the gourmet sections of the Galeria and Karstadt department stores to the mid- range Rewe supermarkets popular with expats, to the budget-minded Lidl and Aldi chains. The international flair of Frankfurt shows in the wide range of ethnic groceries—Asian, Indian, Middle Eastern, and even British. A Reformhaus, found in most neighborhoods, offers health food, including meat substitutes and gluten-free items. On almost any day, expats can find farmers markets offering the bounty of local agriculture, and the huge Kleinmarkthalle is a culinary dream of meat, produce, flowers, and Frankfurt’s famous “green sauce” of sour cream and herbs, which locals consider essential for dressing up potatoes.

66 Mobility | January 2019 Transportation Many expats forgo a car in Frankfurt due to the city’s sophisticated public transit system. Monthly and annual travel passes are not only affordable but also cover travel with children in the evenings or on weekends, making them a great value. Those who want or need a car find that Frankfurt driving is safe and efficient, with well-maintained roads and courteous motorists. However, parking is expensive and scarce.

worldwideerc.org | Mobility 67 DESTINATION PROFILE: FRANKFURT

Health Care

Health care in Germany is very high-quality, and GKV. Those earning more than €57,600 (US$65,303) medical providers typically speak English. Expat can opt into private health insurance, and private holders of residence permits for longer than 12 options are also available to supplement public months must sign up for—and pay into, at 7.5 coverage. Germany’s statutory insurance covers percent of income—Germany’s statutory health nonworking spouses and children for free, while insurance, the gesetzliche Krankenversicherung, or private coverage usually charges extra for children.

Photo by Steve Kennedy Finances German income taxes are progressive, rising from a low of 14 percent for those earning up to €54,057 (US$61,287), to 45 percent at €256,304 and higher (US$290,584), plus a 5.5 percent “solidarity sur- charge” helping finance the reunification of East and West Germany. Although the nation has a double taxation treaty with the U.S., every expat must complete an annual tax return. Registered members of official churches also pay a “church tax” of about 8 or 9 percent. Expats automatically receive a tax identification number, or Identifikationsnummer. This 11-digit ID number should not be confused with Germany’s tax number, or Steuernummer, used as a commercial business tax number. Frankfurt is Germany’s second-most expensive city, behind Munich, according to Mercer’s 2018 “Cost of Living Survey.” Numbeo’s 438-city index ranks Frankfurt at 109, with a cost-of-living index of 70.43. All employees in Germany are protected by generous workers’ rights, including holidays, paid sick days, and maternity and paternity leave.

Frankfurt’s financial district

68 Mobility | January 2019 Exploring the “New Frankfurt Old Town” Photo by Steve Kennedy Unexpected Frankfurt

“New Frankfurt Old Town” might sound like an Römerberg square and the Frankfurt Cathedral, was oxymoron, but this is a city calling on its heritage officially dedicated in September.M to aid the plunge into 21st-century commerce. Old Town is a painstaking reconstruction of the medieval town core destroyed in World War II, M. Diane McCormick is a freelance writer in built according to historical blueprints, using Harrisburg, Pennsylvania, and a frequent contributor ancient techniques and original materials. The most to Mobility. She can be reached via mobility@ recently reconstructed section, between the central theYGSgroup.com.

worldwideerc.org | Mobility 69 CREATING CONFIDENCE IN THE COMPLEX WORLD OF CORPORATE IMMIGRATION

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worldwideerc.org | Mobility 71 INDUSTRY INSIGHTS Tips and advice from the global talent mobility community

Six Practical German Business Phrases By Megan Polom

With the largest economy in Europe, Germany is not powerful in expressing a speaker’s attitude, opinions, only a culturally and historically influential coun- or emotions. try, but a worldwide economic powerhouse as well. Read on to discover six key German phrases perfect 4. “Lassen Sie uns anfangen. Es ist schon fünf nach for networking in Germany’s efficient, no-nonsense neun.” (LAHSen zee oons UNfahngen. es ist shohn business culture. fewnf nahkh noyn) — Let’s begin. It’s already 5 past 9. Germany’s reputation as a punctual nation precedes 1. “Bitte.” (BITuh) — You’re welcome. itself! Whether you’re just getting your foot in the The German word bitte is a jack-of-all-trades. If you door or heading an international conference call, use it as a reply to danke (thanks), it means “you’re you’ll impress those around you by being on time welcome.” You can also use bitte to mean “please” and ready to go. when requesting something. Get comfortable with this word, as it comes up naturally in many 5. “Die Verbindung scheint sehr schlecht zu sein. German conversations. Können Sie mich hören?” (dee fairBINdoong shynt zair shlesht tsoo zine. KERnen zee mish HERen?) — The 2. “Freut mich, Sie kennen zu lernen, Herr Richter.” connection seems to be very bad. Can you hear me? (froyt mish, zee KENen tsoo LAIRnen, hair RISHtah) If you’re on a call with Germany and the signal starts — Pleasure to meet you, Mr. Richter. to drop or the connection isn’t clear, use this phrase In German business culture, it is very important to to make sure the folks on the other end of the line can address people respectfully. The German language hear you. has two ways of addressing someone, both formal and informal. Sie, the formal way to say “you,” is the 6. “Wir freuen uns auf die Zusammenarbeit mit Ellio Thomas, A orney safe choice in business and networking situations. Ihnen. Auf Wiedersehen!” (veer FROYen oons Start off on the right foot by using Sie and either Herr owf dee tsooZUMenahrbite mit EEnen. owf (Mr.) or Frau (Ms.), plus their last name. If someone VEEdaZAYen!) — We look forward to collaborating holds a specific title, make sure to use it—for exam- with you. Goodbye! ple, Frau Doktor (for a female doctor) or Herr Doktor The way you say goodbye in German always reflects (for a male doctor), plus their last name. how you’re talking at that moment. Are you video Helping Your Transferees chatting? You can go ahead and say Auf Wiedersehen, 3. “Erklären Sie mir das bitte mal!” (airKLAIren zee which translates literally to “until we see each other meer dus BITuh mahl) — Explain that to me, will again.” But are you simply calling in and voice Discover New Opportunities. you please? chatting? Then make sure to use the phrase Auf With ninety years in the moving industry, Mayfl ower provides your transferees with a German business conversations are very direct and Wiederhören (until we hear each other again). M seamless moving experience, enabling them to quickly settle-in to their new assignments. to the point. With a phrase like this, you can ask for With a national network of 250 agents, Mayfl ower provides versatile moving solutions, clarification and avoid miscommunications. In this Megan Polom is junior copywriter at Mango Languages ® coast to coast. Mayfl ower. America’s trusted mover since 1927. sentence, the word mal is used to soften the tone of (mangolanguages.com). She can be reached at megan. the request, making it seem more friendly. Particles [email protected]. like mal don’t have an exact meaning but are very

mayﬂ ower.com/Mobility

72 Mobility | January 2019 Mayﬂ ower Transit, LLC/ U.S.DOT No. 125563 Ellio Thomas, A orney

Helping Your Transferees Discover New Opportunities. With ninety years in the moving industry, Mayﬂ ower provides your transferees with a seamless moving experience, enabling them to quickly settle-in to their new assignments. With a national network of 250 agents, Mayﬂ ower provides versatile moving solutions,

® coast to coast. Mayﬂ ower. America’s trusted mover since 1927.

mayﬂ ower.com/Mobility

Mayﬂ ower Transit, LLC/ U.S.DOT No. 125563

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.

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