“ To ensure an excellent relocation experience, it is critical that policy design and implementation recognise the implications for both accompanying and separated family members, and appropriate benefits and support are provided in this regard.”
include aspects relating to training and development. Preparation for an assignment is crucial to success. Such preparatory training might include language and cultural awareness support, as well as benefits for working partners and children. The employee and accompanying dependants will all need preparatory training if they are to settle in effectively. Training needs to be aligned to
EDI considerations. The employee experience is likely to be enhanced significantly when individuals feel they can fit in by being personally, culturally and linguistically attuned to their new location. To improve the employee experience, preparatory support should go beyond the pre- move stage and continue in the new location as necessary.
COMMUNICATION & ADMINISTRATION A key part of relocation policy design concerns clarity of communication. The wording of any policy must be understandable. Global mobility professionals may well feel that the language they use is understood widely, but just as with any professional group, global mobility has its own terminology and not everybody understands
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it. For example, global mobility professionals often talk about the need for ‘compliance’, but what does that mean? An employee and their family may not understand that this refers to factors including immigration, taxation, social security, pension provision, legislative requirements and so on. Policy wording must be clear so that readers who are not specialists in the field can understand what is being offered so they can make decisions easily. This will improve the employee experience. The policy must also be easy to administer. Those responsible for communicating with the employee and family must understand the content of the policy and be able to implement it easily and effectively. The points of contact must
be made clear so that everybody involved in the process knows whom to talk to and when to do so. It might be that a single coordinator is appointed to link employees and their families to the different providers within the relocation process. Or, a single point of contact might be put into place who deals with the employee directly so that the employee does not need to contact a range of different people. Either approach can be
appropriate, but it is clear that if the employee experience is to be a good one, then the employee and accompanying family must know if they are expected to communicate with a range of service providers under the guidance of a coordinator, or if they only need to contact one person for everything to be achieved.
SERVICE PROVIDERS It is important to remember that service providers may be based in different parts of the world and although 24/7 service provision is often proclaimed to be in place, this may not always work effectively across time zones if relocating employees and families need to communicate directly with one single point of contact or coordinator. Technology can help in
this respect, but it is important to remember that for a good experience, employees may need to speak to a human being and not be solely reliant on technology. This raises the issue of dealing
with different service providers. Third-party companies are under contract to provide services to the employing organisation, but each must fully understand the remit of the relocation policy if they
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