correlation between supporting employee mobility across the world and higher company profits. “These findings confirm that


global mobility is not just a luxury perk: it’s a must-have to stay competitive,” added Asmussen. While talent is often the main driver for mobility, many participants highlighted other benefits, such as innovation, diversity, knowledge sharing, employee satisfaction and cultural awareness.


HOW COMPANIES ARE ADAPTING Naomi Trickey, chief people officer at Mews expressed some of the ways the hospitality company has been been working to ensure teams feel connected and invested. “One of the things we find really


“ Diversity is extremely important. Different people have different needs so rather than pretend diversity doesn’t exist, aim for equitability.”


NAOMI TRICKEY, CHIEF PEOPLE OFFICER, MEWS


GLOBAL MOBILITY – A MUST HAVE FOR EVERY BUSINESS A good starting point for companies is to understand what they get in return when they invest in global mobility, explained Asmussen. A recent report by Localyze reveals that mobility is not just about plugging talent gaps, which are prevalent in Europe, but supercharging business performance and profits. The report, gathered from 240


European business leaders and managers, highlighted the ROI companies observe from relocations and workcations. Among those surveyed, it found


the mean relocation cost was around $26,260, while the mean perceived financial benefit came in at $48,660 per year, leading to an ROI gain of 85% if the relocated employee stays for one year. Given that


relocations are typically a


one-time expense, that ROI gain continues to grow with every year the employee stays at the company – up to 270% for a two-year tenure. Relocated employees were


also found to demonstrate higher performance and commitment to the business – a fact that over 78% of respondents confirmed. And nearly half of business owners and CEOs agreed there was a direct


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challenging is onboarding people. So we have something called NHO – new hire onboarding – which takes place in Prague where our HQ is at the beginning of every single month. The administrative overload is pretty hefty, but it is so significant in terms of its impact. Then, we do a ‘homecoming’ – where every employee is allowed to go to Prague for up to ten days a year to connect back into the ‘mothership’ as it were. It helps to bring people in and connect them, but it’s also about maintaining that work community and those relationships when beanbags just don’t cut it anymore.” Delivering a first-class employee


experience is challenging but so rewarding for all involved, agreed panellists on the day. “We really try to understand


where people are coming from, people come with different expectations and life circumstances, so we embed a way of working that demonstrates we are all in it together,” added Gabriela Matias, VP of people at Topi. Another essential factor for


global companies is ensuring people feel included at all times, noted Matias. “We have a Berlin office, but as a remote-first company it’s essential that people feel heard and part of any decision making when they’re not in the office.” Championing the company’s


core values was also a big one in assisting global teams to work more


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