policies that underpin them. From a practical perspective, it is therefore critical to defi ne what is meant by business fl exibility and employee experience, especially as these are somewhat nebulous terms and refer to a multitude of understandings. Improved fl exibility for the business may lie in, for example, enhanced technology, simplifi cation of mobility policy delivery options, core-fl ex options and so on. For employee experience,

improvements may refer to off ering online-driven information, fl exibility and choice of benefi ts, cash lump sums, cafeteria benefi ts, tailored programmes, focused delivery of items and so on. It is likely that the nature of the positive employee experience is as unique as each individual move. It is important therefore that global mobility professionals talk to the business, as well as assignees, to ensure a full understanding of how business fl exibility and the mobility experience can be improved.


ARRANGEMENTS A further current area of interest lies in the use of core-fl ex global mobility policies. According to AIRINC’s 2020 research into this aspect of global mobility, only 14% of organisations currently use a core-fl ex approach to global mobility policy. Yet, 36% of fi rms are considering introducing core-fl ex in the future. The current Covid-19 crisis

places increased emphasis on the potential benefi ts of using a core-fl ex arrangement to assist with business fl exibility – something likely to become even more paramount during and after the pandemic. Core-fl ex arrangements can be used to address changing business needs, diff erent types of mobility and deliver competitive practice while serving to reinforce the mobility culture of an organisation. It is important to note that

core-fl ex arrangements diff er from cafeteria benefi ts programmes. Under the latter, the emphasis lies in employee choice and the focus is on improving employee experience. However, employees can make poor choices and undermine policy intentions. Clear communication is needed to ensure where employee choice is included the implications of employee decisions are made

DESIGNING CORE-FLEX PROGRAMMES There are a number of options when designing and introducing core- fl ex arrangements, as opposed to cafeteria benefi ts. At its simplest, a core-fl ex policy provides core benefi ts to all, ensuring compliance and duty of care are met regardless of assignment type and location. Each additional support element – the fl ex components – are either given or not with the decision-making under the control of the business. Core provision plus an

incremental approach to any fl ex employee support provides a more tailored core-fl ex option and meets the business fl exibility objective more closely. The core is again delivered to all, but a fl exible approach is off ered on delivery of support items from a series of pre- defi ned support levels (such as fi xed amounts of time/money/items). A further, and even more

tailored, approach again delivers the core items to all, but provides complete fl exibility for the business to increase or decrease levels of support given from standards set for each relocation benefi t. The level of benefi ts can be increased or decreased to match each assignment type, employee need and business requirement.

clear and understood. In a core-fl ex policy, core

elements are those policy elements that must be provided. Typically, these relate to compliance and duty of care. The fl exible elements are designed to cover the range of likely employee needs. The relevance of core policy components is therefore critical to the business – particularly now and going forward. Any potential increase


fl expatriation brings to the fore the dangers of non-compliance with immigration, tax and social security rules. The health issues associated with a resurgence of Covid-19 highlights employers’ duty of care provision – especially in respect of emergency evacuation, health insurance

and hospital

access. In reviewing policy design and composition, global mobility professionals should consider carefully their duty of care and compliance coverage. Emphasis must also be placed on communicating to the business and assignees the importance of these elements.

In determining which option to

adopt it is important to remember that appropriate technology will be

needed is to capture choices

and ensure these are applied appropriately to the type of assignments undertaken. It

also important

to remember that in the design of a core-fl ex arrangement, the emphasis should be on business fl exibility rather than employee choice. Control over benefi t provision should lie within the remit of the business.

THE ROLE OF GLOBAL MOBILITY PROFESSIONALS Global mobility professionals should therefore advise the business that the use of core-fl ex arrangements can help them meet the needs of various assignment types, particularly when these are run in combination (as may well prove to be the case post-pandemic), but will work most eff ectively when:

• employee needs are fully understood

• the programme can be supported by appropriate technology

diff erential treatment of assignees/ employee groups is considered acceptable within the company’s culture.


International assignment policy actions in the global pandemic era.


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58