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WORKFORCE MANAGEMENT


created grey lines on where business starts and stops. And you’ve got the same challenges here.” Any travel manager considering allowing an employee to make such a move needs to take into consideration what insurance does and doesn’t cover, the law in any given country and also any impact on taxation. Those same blurred lines can arise when working out how to manage the business travel of an employee that is already working remotely and so travelling under their own steam. Heinrich suggests an exception to standard travel policies might be the best way to address this. “If a person is required to attend a meeting in the UK, for example, but lives abroad, my argument would be that we’ll pay for the flight but not business class. “It’s the same way you have different policies for


contractors or if you fly someone over for an interview. It’s decided on a case-by-case basis. It may even be set out in their employment contract that if they decide to base themselves in different countries then if there are additional travel costs then they are liable for those.”


EVOLVING TOOLS Krau says there are online booking tools in their infancy that can accommodate this kind of scenario, too, allowing users to flit between booking business trips, where expenses are routed to an employer, and personal trips, where expenses are their own responsibility. “But this isn’t mainstream yet and online booking tools do need to reinvent themselves” to reflect this shift. “Think of Uber,” says Krau. “You store as many cards as you want. If it’s personal you pay with your personal card; if it’s a business trip you pay with a corporate card. It’s easy. With Booking.com you have personal and profes- sional profiles. We don’t have that yet in a business tool.” Some suppliers do offer such a service when booking direct though, such as ground transport provider Groundscope. “Our services can also be booked for the employee’s personal travel and our system allows travellers to hold a personal credit card to pay for these personal trips alongside their corporate credit card, a big plus for digital nomads,” says chief executive John McCallion. “Making personal bookings while travelling abroad also allows us to know where people are travelling so if any incident occurs we or your company can get hold of you to check that you are safe.” It’s clear that for all the employee perks of jetting off while still receiving a pay cheque, there are all sorts of complexities that can arise for the travel managers left behind. Which goes some way to explain a sense of hesi- tation that surrounds the concept of digital nomads. But what’s also clear is that the next generation of workers have a serious case of itchy feet.


Companies that plan for managing digital nomads


have a value proposition that gives them the edge when it comes to recruiting and retaining talent, believes Krau. And, with that, she’s off, no doubt, to plan her next trip.


110 JANUARY/FEBRUARY 2020


BLEISURE HAS


CREATED GREY LINES ON WHERE BUSINESS STARTS AND STOPS


A CHECKLIST FOR MANAGING DIGITAL NOMADS


1. CHECK FACILITIES ARE RIGHT FOR REMOTE WORKING “People often underestimate the ability to work from cafes and restaurants in foreign cities,” says Remote Year. “They can be loud, crowded, have internet limitations, etc.”


2. CHECK AN EMPLOYEE HAS THE RIGHT TOOLS Alongside the obvious – a decent laptop and smartphone – companies will need to consider supplying international sim cards, Skype for Business subscriptions for long-distance calls and private VPNs where work material might be sensitive.


3. CHECK YOUR INSURANCE “Check whether the company insurance covers this scenario,” says Judith Heinrich of Travelicity. For example, some policies restrict the number of days an employee can be out the country and so aren’t suitable for digital nomads.


4. VERIFY DUTY-OF-CARE FOR EACH DESTINATION Whether or not an employer may be liable for any accidents or incidents that arise will depend largely upon the law in which a digital nomad is currently based. France, for example, is well known for being strict in placing duty-of-care on employers in most cases.


5. AGREE WHEN AND HOW THE TRAVEL BOOKING POLICY WILL APPLY Ensure this is explicitly agreed with an employee and HR ahead of them embarking on their travel. If necessary, write an additional clause into their contract, advises Heinrich.


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