GROUP MOVES
Download our latest
Group Move Factsheet
Job demands can also affect employee
engagement. Mergers, acquisitions and joint ventures are times of uncertainty when organisational members have to work especially intensely to maintain outputs and productivity, especially during
the period of post-launch
integration. High workloads, tight deadlines and
role ambiguity can all lead to stress, poor work-life balance and even burnout. Group moves involve families as well as employees. Spillover of work demands into family life can damage family relationships. Family problems, in turn, affect employees’ work focus. All these factors have negative effects
on employee engagement, and steps must be taken to mitigate them.
Actions needed As Relocate’s factsheet series examining group moves and managing across cultures explain, global mobility professionals must work closely with senior management and the line to ensure that group-move policy implementation supports senior management’s vision, enables employee voice, and maintains effective relationships between line managers and employees.
Close working relationships with HR
and Talent are also required to address job–person fit, meaningful work and job- resources issues. If engagement is to be maintained, communication and dialogue are required post-move, not just pre-move, to ensure continuity. Research demonstrates that one of the
key problems undermining the success of mergers, acquisitions and joint ventures relates to lack of post-integration training. International relocation policy typically makes provision for cultural training. Generally, this is designed to support
individuals – and sometimes family members – to gain cultural awareness of the country to which they will relocate. It is usually delivered pre-assignment. In the case of group moves taking place internationally, such training is still appropriate, but it needs to be extended. This is where significant value can be added. Post-move cultural clashes can seriously
derail business functioning through loss of employee engagement. Misunderstandings and inappropriate behaviours result from the interactions of the receiving employee group and the relocated group. These can flow from lack of organisational and societal cultural awareness.
Training will therefore be beneficial if
it addresses not only national cultures but also the values that senior management wishes to foster in the new organisational culture. It should apply to both receiving and relocating staff, and should be delivered not only before but also after the integration period. Global mobility professionals who
champion such initiatives will play a major part in the development and maintenance of group-move engagement and positive business outcomes.
Our new Global Mobility Toolkit, available on
relocateglobal.com
12 | Re:locate | Autumn 2017
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