companies have tended to define a scenario and create a process and set of policies that can be applied universally and consistently. What we’re finding in this modern workforce scenario is that demands are more complex, and no two requests for flexible or remote working are the same. “That makes it very difficult to set up that traditional,
single process/single policy approach and keep it ticking over. The only way you can potentially meet the demands around flexibility for your employee base is if you adopt technology to make the process more manageable.” Using technology to process requests can also make
the process more equitable, he suggests, and ensure that within a company’s mobility practices people are not excluded and are encouraged not to exclude themselves from the opportunity of an assignment which might enhance their career. Having said that visa and working regulations have
become more complex, there is also a move among some countries and jurisdictions to make themselves more attractive to talent. Often these initiatives are government-led and are twofold in their objectives – to attract talent but ensure that taxation and immigration rules are not exploited. “There are indications that governments are looking
at what they can do in order to address the changing nature and shape of the workforce,” says Marc Burrows. “One is: how do we how do we make ourselves an attractive location for talent? On the other hand, how do we as a country, ensure that we are not being taken advantage of ? It is both a talent enticement and also a protection against abuse that is going into those policy discussions.” He says there has been a limited amount of movement
within countries in terms of legislation, and those governments that have introduced regulation quickly have tended to do so in order to entice talent. However, the conversation is now moving towards ensuring that the right protections are in place when supporting and encouraging remote working.
HOW SHOULD LEADERS RESPOND TO THIS NEW ERA? As new generations enter the workforce, their expectation of a work-life balance, inclusive workspace and lifestyle benefits do not match the incentive packages that have been offered by organisations in the past. Marc Burrows says younger people are quick to
notice if there is a disconnect between lofty corporate strategy statements and the reality of the workplace. “For organisations, the most important connection is
ultimately with their people,” he says. “Companies need to examine whether the benefits and incentives that they offer connect closely enough with their public, purpose- driven statements. There can be a lot of very modern, committed statements but a very old-fashioned and disconnected reward package at the end of it.” Issues such as the office dress code, which he says
“should not be created within a non-diverse group of people in a windowless room” need to be addressed with reference to the reality of the business and its people. Marc Burrows says smart companies will start to
think about what is important to the business in terms of the standards that are set, and the environment created so all employees feel comfortable and can do their best. “Technology has enabled rank to be broken down and
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“There is a recognition that moving around the globe can impact an individual’s ability to contribute to a pension scheme and to accumulate long term retirement benefits.”
MARC BURROWS, HEAD OF GLOBAL MOBILITY SERVICES, KPMG INTERNATIONAL
people now feel that they have access to leaders, which has enabled new and different types of interactions and communication,” he says. “It has given leaders better access to a broader group of people both geographically and in terms of the different communities where talent might be found.” Younger workers are not swayed by grand statements
but instead want to see real evidence of equality and opportunity being deployed in practice. “They key is to get better at enabling diverse stakeholder management within organisations,” he says, “It is about how leaders incorporate authenticity and responsiveness into their leadership and their vision for the company.”
THINK GLOBAL PEOPLE GLOBAL MOBILITY
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