STRATEGIC TALENT ISSUES Global mobility professionals have made the point for many years that they want a more strategic role in the relocation process. They want to be involved in talent identification as well as its deployment. This has ramifications for the employee experience. Employees and their families do not simply accept moves unless they see a benefit. This benefit is no longer just monetary. Indeed, as packages have become less generous over the years, the financial outcomes are not the primary driver for accepting relocation. Individuals increasingly are


are to interpret and implement it effectively and in concert to provide an excellent experience for relocating families. It is also important to remember


that the culture of the service provider may well be different from that of the employing organisation. Employees and their families may find this a little difficult to get to grips with. Service providers need to understand the culture of the companies they work for and to try to match this in their dealings with mobile employees. This will aid relationship building and improve the employee experience.


THE IMPORTANCE OF FAMILY SUPPORT Relocation involves the movement of both employees and family members. Assignment types that are typically single-status also have family implications due to separation when the employee goes on the assignment by themselves. 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.


seeking career benefits from international mobility. This is particularly the case given the implications for dual-career couples when one family member accepts a role abroad. If global mobility professionals are to improve the employee experience, then they need to be involved in career planning for employees and career guidance for working partners. Meaningful discussions are necessary with employees and their families if they are to accept transfers to different parts of the world. The career implications of these moves must be made clear. The employee experience can


be improved significantly through clear and careful career planning that identifies pathways to ensure a positive experience outbound as well as on repatriation. The quality of the communication in this regard is paramount to ensuring employee buy-in to the assignment’s objectives as well as engagement with business requirements and planned success outcomes.


A WELL-ROUNDED APPROACH Prioritising employee experience needs to be balanced against business requirements, objectives and cost control. It is likely organisations will place different emphases on the


various actions that can improve employee experience. However, it is important to ensure that attention is paid to all components because to place greater focus on only one or two aspects is likely to have a detrimental impact on others. For example, if an organisation places its main priority on a flexible package, but does not communicate effectively and pays little attention to career prospects, the likelihood of an excellent employee experience is slim. Global mobility professionals


need to ensure they maintain a wide field of vision to consider all the aspects that can contribute to employee engagement through policy design, implementation, communication and talent development. In this way, they can ensure an excellent all- round approach to improving the employee experience.


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“ The employee experience can be improved significantly through clear and careful career planning that identifies pathways to ensure a positive experience outbound as well as on repatriation.”


25


GLOBAL MOBILITY EMPLOYEE EXPERIENCE


GLOBAL LEADERSHIP MINI FACTSHEET: ESG


ESG: Employee engagement


Employee engagement forms an essential part of the governance pillar in ESG (environmental, social and governance) activities. Employee engagement is important to productivity, reputation and branding, making a big difference to organisational success.


THE IMPORTANCE OF EMPLOYEE ENGAGEMENT Employee engagement is viewed as an essential part of excellence governance. Employees can be


employees discuss work-related improvements with their work colleagues in the pursuit of better work outcomes.


CHARACTERISTICS OF ENGAGEMENT The


engagement So it is important that employees


understand their purpose and the roles they should perform. Organisational politics can prevent


characteristics of employee include having a positive


attitude, a strong team spirit, employer loyalty and commitment, high productivity, job and career satisfaction and mutual trust. To achieve these outcomes, excellent governance is needed, for example, in the form of an appropriate and engaging leadership style. The workplace


facilitate engaged with


their organisation and/or with their individual job within it. Engagement comprises intellectual, aff ective and social engagement, all of which contribute to positive


organisational outcomes.


Engagement can be thought of a state of mind or as behaviour. Intellectual engagement refers to when


employees think how to do their job better. When they are intellectually engaged they are absorbed in their work. Aff ective engagement refers to when employees feel a positive


connection to doing a great job. Social engagement


and encourage


communication, collaboration, and foster voice and autonomy. Employees should also feel rewarded (although not necessarily fi nancially) for what they do.


DRIVERS OF ENGAGEMENT Employee engagement is closely linked to senior management’s and leadership’s vision and integrity. Governance must embrace strong, clear, two-way communication.


Line


employees from learning about key information as well as damaging work relationships. So care needs to be taken here too to ensure a supportive political environment.


environment must excellent


ENGAGEMENT OUTCOMES Research indicates that there is a good correlation between employee engagement and business outcomes. Highly engaged workforces show high levels of discretionary eff ort leading to high performance. Engaged employees have


more


authentic relationships with clients, customers and other contacts. This improves customer relations thereby supporting another factor important in excellent corporate governance. Engaged employees are closely aligned with the organisational


mission and


values. This leads to a strong connection between employee engagement


and management emotional means that


also play a crucial role. They must encourage employees to feed their views upwards and provide a supportive work environment for them. Job demands play another key role


in supporting employee engagement. These include the urgency of work, workload, role confl ict/ambiguity and organisational politics. It is important to ensure that work- balance is considered as part of


life


governance actions. This is because if employees over-engage in terms of workload and meeting deadlines, they can suff er burnout. Poor work-life balance also aff ects family relationships. Role confl ict and ambiguity lead to stress as the job demands are unclear.


branding. Employee branding means that engaged employees act as organisational standard bearers. They will present a highly positive corporate image. This helps to enhance a further governance objective, namely to present a positive employer brand to all stakeholders.


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