RELOCATION POLICY
emphasis is needed today on addressing dual careers. For single assignees though, given their demographic profile has changed, is this justification for further policy segmentation to address millennials on the move?
Policy design for millennials As the workforce ages and retires, so organisations’ demographics
are changing to include a higher proportion of millennials. It is widely reported that having grown up in a world where international travel is a regular occurrence and having attended universities where international diversity and the opportunities to study abroad are widespread, the new workforce generation is keen to work abroad and expects to do so as part of their career development. For their part, organisations are recruiting more widely, including from across-borders, and from international pools of university graduates. Career development graduate intake programmes regularly
include international mobility as do training and development programmes for other entry-level positions for highly educated junior staff. Potentially, this suggests that organisations might view this section of their workforce as ‘global volunteers’ – reflecting their expectations and willingness to work internationally. By extension, this leads to the notion that a segmented policy approach whereby millennials on the move receive basic relocation policy components should be sufficient.
Currently, it is not typical of organisations to enact policy specific
to entry-level moves. An AIRINC and Benivo survey, The Future of Entry-level Mobility, reports that entry-level moves take place but without formal policy to support them. When compliance only or reduced benefits policies are applied, little attention is paid to the employee experience with consequent detrimental effects on talent attraction and retention. Provision of benefits often falls short – for example this generation requires help with rental deposits and given their relatively low incomes, lump sums offered as percentages of salary can be insufficient to meet basic costs. Lack of intercultural training, welcome packs and country/city guides to help settling in are policy omissions that do little to integrate entry-level or early career assignees and give a positive relocation experience.
Supporting and retaining talent Improving the employee experience for entry-level moves is
critical to reducing turnover and improving employer brand. It is clear therefore that policy design should encompass this new and expanding group of relocatees. AIRINC and Benivo report that 85% of global mobility teams
believe that expanding relocation support with a wider selection of basic policies is a strategic opportunity to support the business. But care must be taken here. Segmenting policy even further to provide basic relocation support for millennials must also take into
42 | Relocate | Autumn 2018
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