grocery delivery prior to arrival (depending on client's dietary requirements), wellness packages, vetted airport transfers, home office set-up, in-house technology & entertainment, and WFH amenities.” Assignees are now looking for more space because
during Covid their home has become an anchor, she says. Many employees are still working from home while offices around the globe are still closed. “Our technology really helps streamline the response
rate,” she says. As part of the service, the accommodation is checked 24 hours before the assignee arrives to ensure that wifi and air conditioning or heating are working, to enable arrivals to work from home effectively. Technology also empowers younger assignees to
choose their own accommodation if presented with a menu of suitable properties. More complex relocations, such as those involving families and people with pets, can enjoy the benefit of a technology-enabled process while still receiving a more personalised service. PerchPeek, the Digital Relocation Agent, says the
global talent shortage is causing businesses to seek out international talent and support employees that want to move around the world. A first-of-its-kind relocation agent that is 70% cheaper than traditional services, PerchPeek combines highly intuitive tech with 200 relocation experts to fully manage the DSP journey in one App. Shawn Tan, CEO of AI firm Skymind, an open-
source, enterprise deep-learning provider based in San Francisco, California, says the company focuses on motivating team members by reminding them that there will be an end to Covid-19 and there are exciting plans and opportunities on the horizon. "We use software to keep in touch – that is pretty
straightforward,” he says. “Google Hangouts, WhatsApp and Slack are essential portals of communication. We are used to a remote working culture as we have offices in more than 10 cities across the globe. There are over 300 employees at Skymind and its subsidiaries. Morale, on the other hand, is a bit of a struggle.” He recommends that managers help employees
at home who aren’t used to working from home and keep the communication channels open. That way, technology can be inclusive, rather than exclusive.
ADAPTING TO NEW WORKING PRACTICES Martin Boroson and Carmel Moore are directors of The One Moment Company which coaches senior leaders and helps organizations design new time cultures. They say leaders have a dual responsibility – not only
to restate, refresh, and clarify the business strategy post- pandemic, but also to listen to their people and hear their ideas for inventive and sustainable hybrid ways of working that can deliver this. The changes need to include reconfiguring office
space, tech upgrades, and devising radical new meeting practices. But in order to create real change, the hybrid working experiment needs to start from a conversation that is based on trust and radical transparency, they say. Annil Chandel, CEO and Co-Founder of Wurkr,
a start-up born in London in 2018 that has the vision of transforming the future of working together from anywhere in a connected world, says after a year of working remotely, location is no longer relevant to the performance of a team.
"Even before lockdowns, many larger companies
faced the difficulty of trying to align managers and teams located in different regional offices or large multi-floor blocks,” he says. Departmental siloes can make it harder to streamline tasks and maintain an effective level of communication at all times. Managing a global remote workforce – and keeping all team-members motivated and aligned on business goals – was always a challenge. Once the pandemic came along, it forced managers to put digital front and centre in order to elevate team collaboration to a new level. “With the help of fast-evolving digital and
video technology, the entire talent recruitment and development journey, including training, feedback and programmes tailored to aid individuals' progress within a company, can take place virtually and just as effectively as in-person,” he says. “As business leaders realise that the hybrid model works well, it will mean that both traditional and digital-first companies will find it easier to hire talent around the globe and expand without the need for more physical office space.”
MANAGING EMPLOYEE EXPECTATIONS AND MENTAL HEALTH Many people have struggled during the lockdowns and will be returning to work with different priorities. Research by AXA, in which expats were surveyed, has found that two-in-five (39%) feel as though their mental health has deteriorated as a result of the Covid-19 pandemic. Prior to the outbreak of Covid-19, nearly two-in-
three (62%) would have described their general state of mind as good. However, this fell to just one-in-three (35%) during the pandemic. “Covid-19 has clearly had a very real impact on
the mental health of the expats that were surveyed,” says Andy Edwards, Global Head of International
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