with each remote employee to understand those needs and provide developmental support.” Business travel and international assignment should
start to pick up in the latter half of 2021 and into 2022, particularly in countries with strong vaccination programmes, says Steve Black of Topia. “The mobility supply chain has adapted its
operations to accommodate Covid-safe activities like virtual showings or masking on planes and transit and based on the feedback from our customers and prospects there is a pent-up need for deploying talent,” he says. “It won't jump back to pre-pandemic levels right
away but we should see a steady return so long as Covid surges and variants can be kept under control. Based on our recent Adapt survey employees are actually more interested in an international assignment than they were pre-Covid, so off ering these opportunities for talent will be important.” “I think it's an incredibly exciting time to be part of
the global mobility industry,” says Rosalind Smith of Mauve Group. “We've seen a huge upsurge in requests for our Employer of Record (EoR) service, and this is going to become an increasingly popular model for employing and payroling workers overseas, especially as it helps companies to guarantee compliance for their staff members.”
teams across many countries working from home, and unexpected benefi ts have emerged. “In many ways, it helped level the playing fi eld by
closing gender and socio-economic divides,” he says. “It gave greater voice to those who may have been limited by childcare. For those who have been empowered by remote working, returning to a 100 per cent offi ce-based model, or even a hybrid set-up, could disadvantage them again. “Being aware of potential issues and underlying
feelings is the fi rst step. Then leaders can act to circumvent unhelpful narratives, ensure inclusivity and consciously stop biases developing. Remote working improves engagement for companies with multi- site employees; staff who are not based at company headquarters now feel on the same level as their head offi ce colleagues.” This should not be an excuse to avoid proper
communication, he says. “Leaders and managers must be mindful of
the tendency to hide behind screens,” he warns. “It is important to learn how to deal with diffi cult conversations over video calls. Early in the pandemic, diffi cult discussions were often pushed further down the line in the hope of delaying face-to-face confrontations. But fi nding ways to communicate eff ectively, even if a conversation is challenging, is an important step to enable successful remote working.”
WILL TECHNOLOGY REPLACE BUSINESS TRAVEL? “We can expect less travel and more video conferences,” says Chris Dyer, founder and CEO of PeopleG2 and co- author of Remote Work: Redesign Processes, Practices and Strategies to Engage a Remote Workforce. “There will be broader opportunities to attract and place talent in remote and hybrid models, but remote employees' diff erent circumstances mean they will have diff erent development needs. Managers will need to work closely
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TECHNOLOGY AND EMPLOYEE CARE GO HAND IN HAND Technology can play a part in employee wellness, but it is not the whole picture, says Rob Fletcher of Heart Relocation. “We set up our company with a single thought process,
which was to create a better and more mindful process of relocation,” he says. “That is, not just the physical but emotional journey that someone going was going on. That can determine the set success or failure of an assignment because if you land unhappy, you're not going to be as productive. If you are happy, you're likely to work harder, stay longer and deliver more. “It also opens the door also to an agenda on wellbeing
and mental health,” he says. “People are more open with talking about how they feel, which can only be a good thing.”
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