receiving workforce. Governance involves going beyond compliance issues
such as tax and immigration to encompass proactive leadership that recognises the development that comes through international mobility and to reward the career growth that can flow from it. In addition, it is important to remember that in
today’s technologically networked world, many of the roles that are performed by international assignees can also be done remotely. Hence, it is also important to consider the stakeholders involved in remote working and the ESG framework surrounding this in order to achieve success through this form of international employment.
TECHNOLOGY AND IN-PERSON SUPPORT There is always a debate as to whether relocation support should be provided through a strong hand-holding approach or more remotely via technology. If assignees are to focus on their job and reach their performance targets, the less time they spend on mundane issues linked to their mobility the better. As such technological solutions where they can access various services via phone apps are clearly helpful as they are cost- and time- effective, but these do need to be backed up by the human touch to resolve problems. It is therefore important to ensure that technological solutions are supported by personal service, ideally one that operates 24/7.
ENVIRONMENTAL, SOCIAL AND GOVERNANCE ISSUES Organisations today are very concerned about their ESG credentials and there is considerable effort being placed on reducing carbon emissions and helping to mitigate the effects of climate change. Stakeholder groups should therefore work together to ensure that they all follow a credible environmental policy and tailor policy provision and implementation in such a way as to ensure carbon reductions. ESG also involves a social aspect and efforts to
promote diversity, equity and inclusion goals should also be in evidence. It is also important to consider the role of stakeholders within context and in an international environment, the cultural aspects involved in moving individuals and their families must be taken into account. The receiving culture needs to be receptive to a diverse group of internationally mobile people and hence training interventions should go beyond the employee and family to encompass relevant individuals within the
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THE REWARDS OF STAKEHOLDER EXCELLENCE It can be seen that there are many stakeholder groups involved as international mobility touches on the work and lives of so many people. Excellence in leadership, global mobility and all of the service functions associated with international assignments is crucial to organisational success. This is why the Relocate Awards set out to champion this and to reward inspirational practice. Bringing together excellence across all of the stakeholders involved in international mobility sets the stage for high performance outcomes and organisational and individual growth. It can only be a win-win situation when all stakeholders champion excellence, communicate effectively and work together seamlessly for the benefit of global relocation.
THINK GLOBAL PEOPLE GLOBAL MOBILITY
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