US FOCUS
Peggy Smith, president and CEO
of Worldwide ERC, says, “With our mobility focus, we keep a close eye on hiring and wage increases, since those are signals of economic expansion. As of early September, three consecutive months of increases showed that the American labour market appears to be moving into higher gear, and the most recent Federal Bureau of Labor Statistics jobs report noted that unemployment was steady at 4.9 per cent.”
Challenges for global mobility What does this mixed economic picture mean for companies’ relocation and global mobility priorities? Says Dale Collins, chief innovation
officer of Graebel Relocation Services Worldwide and current chairman of the Worldwide ERC board, “Economic growth generally acts as a stimulus to relocation, domestically and overseas. When the economy is growing, companies are more focused on how to create new markets, capture market share and innovate for growth, and less focused on reducing spend across all categories – including mobility. “At the same time, companies in search
of growth need to tap new markets, so they can’t afford not to continue talent mobility programmes. What we’re seeing is companies trying to do more with less, to manage spend while getting the greatest return on investment. That
means an increased focus on mobility policies and programme management, and more interest in best practices.” Laurette Bennhold-Samaan, COO
of talent development consulting and training provider Aperian Global, is also noticing a continuing focus on cost control combined with the need to invest in talent. “Our clients express their need to continuously reduce costs, address talent gaps and talent management shortages, remain creative and innovative, and better utilise technology.
“Those who have mastered how
to address and respond to these challenges remain viable and cutting edge. Businesses have been, and will need to, adjust to shifting demographics and workforce preference to build new capabilities and revitalise their organisations.” The major sectors for relocation
haven’t changed, according to Dale Collins.
“The most active, from a
mobility standpoint, continue to be f inancial services, manufacturing and pharmaceuticals. The technology sector also is a major driver, though, ironically, advances in technology make it easier to do business globally without moving people. “At the same time, companies with
the most advanced global mobility programmes believe there is no substitute for being there when it comes to developing new markets, building relationships, and leading people.”
Sourcing talent Laurette Bennhold-Samaan points out that expatriates are just one source of talent. Other options are to leverage local or regional talent, use more short- term or rotational assignments, or move parts of the organisation to the location in which the necessary talent can be found. Peggy Smith says, “Our HR and
supplier members are bullish on volume, but, as always, there are continued cost pressures. On the supplier side, companies are caught between needing to make investments to remain
24 | Re:locate | Autumn 2016
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