In many organisations, all three are considered Mobility’s customers. Identifying key customers and their priorities is a vital step to achieving lasting, positive outcomes. Responses to the question on how mobility defines success, we can see that 87% of companies prioritise business satisfaction. These answers indicate that the business is Mobility’s primary customer. However, when asked how often Mobility engages the business when considering policy changes, most participants responded with “sometimes” or “often” rather than “always”. Engaging the business to learn what they value helps Mobility make good decisions about resources and approaches.

Most participants noted that the primary purpose of moving talent around the organisation is to fill skill or knowledge gaps. Additionally, customer requirements are increasingly diversified. Successful mobility functions are those that can engage with customers to understand their wider needs and offer solutions that allow the business to make good decisions in these areas. Ultimately, good decisions are the result of exploring customer needs and collaborating with customers and external partners to implement solutions that reflect the purpose of mobility within the organisation.

What do you consider to be the most important outcome of a cross-border assignment?
■ to fill staffing needs in locations where skills or knowledge are not available = 4.1
■ to provide strategic business direction = 3.3
■ to provide professional development and global skills for assignees = 2.9
■ to provide training/development for staff in host offices = 2.2
■ to spread organisational values and culture = 1.7

(5 = extremely important, 4 = very important, 3 = moderately important, 2 = slightly important, 1 = not important)

Ensuring effective governance: for some mobility functions, governance is solely about compliance. For a growing number of mobility leaders, it is about balancing oversight and flexibility.

Most participants indicate that multiple stakeholders must approve an international assignment before it moves forward. The host business is typically responsible for absorbing mobility costs and is noted as an approver in 77% of organisations. In contrast, Mobility, which creates and administers the policies, is an approver in just a third of organisations. This approval structure generates a requirement for mobility to respond to the diverse needs of the business and explains the continuing trend of Mobility offering flexible package options for the business. Forty percent of participants meet that requirement by differentiating policies by length and purpose, while 32% (up from 26% last year) offer flexibility via negotiation.

In companies offering assignment flexibility, mobility tends to play an advisory role with 39% of organisations indicating mobility recommends assignment and transfer packages for the business’ consideration. In 14% of organisations, mobility is responsible for defining assignment benefits and support and only 9% allow the business to structure packages without mobility’s input. Expanded possibilities for personalised packages and business choice require a strong and supportive governance framework. Successful mobility programs reinforce the mobility decision-making process with clear governance oversight.

How would you best describe global mobility’s approach to providing flexibility to the business?
■ 40% – multiple policies differentiated by length but also purpose, e.g. standard or developmental policies.
■ 32% – flexibility is provided by individual negotiation and exceptions.
■ 32% – all assignees go on the same assignment length with little flexiblity.
■ 26% – policy offers ‘core’ benefits for all employees, with option to add or adjust ‘flexible’ benefits.
■ 26% – policies outline benefits by job level or other criteria.

Communicating creatively: forty-four percent of companies see an opportunity to improve the way Mobility communicates with employees while 48% are prioritising better communication with the business.

With increasing policy options and governance models that encourage the business to make package decisions, Mobility has begun focussing on communications to provide guidance and distribute important information to the business as well as employees. Both audiences are important customers and connecting with them in a targeted way helps mobility in the short and long term. Eighty-six percent of companies are making efforts to improve employee experience and dynamic, one-to-many communications like videos, portals, and training modules engage employees while reducing administration. These resources can, for example, help the 17% of participants that provide cash lump sums explain the intent of such payments to encourage more thoughtful spending. Communicating with the business has historically been done on a case-by-case basis, but new resources, such as mobility decision guides, help the business create compliant packages or select policies that balance assignment investment and purpose.

Please indicate if your company offers flexible choice to the employee in any of the following ways:
■ 36% – provide a cash allowance in lieu of individual benefits.
■ 17% – offer a cash lump sum for multiple benefits.
■ 16% – offer choice between a cash allowance or in-kind benefits.
■ 6% – offer flexible spending budget or flex points approach.
■ 49% – none of the above.

Policy Trends

Most participants report that the demand for mobility is stable or growing. There are noted changes to the types of assignments and transfers being used today. Compared with last year, 13% more companies now have an international one-way transfer policy (72% vs 59% in 2018). In addition to increased interest in one-way transfers, multiple organisations reported their intentions to add a commuter policy to their mobility program. The growing use of commuter arrangements reinforces the trend of companies supporting more flexible work arrangements.

Looking Ahead

The most significant change in Mobility today is how the function works and communicates with customers. Participants reported ongoing and planned initiatives to improve Mobility’s visibility and engagement with customers, and many are leveraging technology and vendors to make that happen. Mobility is also increasingly focused on providing the business accurate cost estimates and planning support.

In addition to these operational and communication enhancements, there is a continued expansion of Mobility’s remit with many assuming responsibility for business travellers, commuters, locally hired non-nationals, and domestic relocations. The consolidation of all things mobility is increasing market demand for integrated and agile technology solutions that streamline workflow, cost planning, communication, and tracking. The Mobility function of tomorrow will be more connected, resourceful,
and impactful than ever before.

For the full report, visit the AIRINC website: www.air-inc.com/library/2019-mobility-outlook-survey/

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So why place data and technology at the top of our trends list? Relocation is a people business and few (if any) of our members are likely to be looking into AI or data mining to grow their businesses anytime soon. But we think it’s important you understand the most influential disruptor of the decade that impacts absolutely everything, right down to our weekly food shop. So here goes.

DATA & TECHNOLOGY

1. Artificial Intelligence, Big Data and GDPR

Artificial intelligence is essentially the kind of task that, if humans performed it, we’d say they had to apply intelligence to execute the task. AI is not simply chatbots on a customer service helpdesk. It’s about machine learning and data analysis. Every query you make and every decision you take helps the system give a better, more personalised response as it learns to anticipate your requirements. And Waze telling you the best route in view of the current traffic situation or Facebook’s algorithm deciding which posts show up in your newsfeed, is just the start of it. No matter what you might principally believe about AI, chances are you are already relying on it.

Similarly, as a company, you possess data. There is personally identifiable data, or PPI (home address, dates of birth, work visas and more), and non-personally identifiable information (such as gender, age range or nationality). GDPR has changed the way we look at data from a business and personal perspective, and it’s a good thing. However, it’s the massive amounts of non-PPI data, also known as Big Data, that are currently driving marketing efforts around the globe as ROI becomes ever more measurable. Perhaps unsurprisingly, the counterweight to all this machine driven activity is a powerful need for a more human connection, more on which later.

2. Smart Speakers and Long Tail Keywords

The never-ending quest to rank well in search engines continues as before but has now gained an additional facet with the rise of Alexa, Google Assistant and other AI powered devices (hello, machine learning). The very nature of online searches is changing drastically, with ComScore estimating that half of all search queries will be voice-based by 2020. Deloitte recently predicted the smart speaker will really breakthrough in 2019.  So what might this mean for your business?

Imagine you are considering moving halfway around the world on a foreign assignment. You’ve told your boss you’ll have to talk to your partner before coming back with a firm decision, and so whilst cooking dinner you ask Siri about international schools in the Brussels area or residential neighbourhoods in Waterloo. Siri will only give you a handful of answers, maybe even just one, instead of the 79.2 million that a Google web search will. To cater to this new technology you need to start including long tail keywords to bolster your online presence; highly specific multi-word phrases that answer the very specific questions someone might ask their smart speaker.

“I predict that storytelling will be one of the major differentiators between brands that get noticed and those that don’t. The market will continue to get noisier and brands that create human connections through the art of story will rise. This means that now more than ever, becoming a prolific writer and communicator is a key characteristic of effective marketers.” – Holly Tate, Vanderbloemen Search Group

STORYTELLING AND THE HUMAN TOUCH

3. Social Purpose, Authenticity and Brand Storytelling

We’ve spoken about the importance of purpose in previous issues of ReLocate and this continues to be the case in 2019. In fact, it is going to drive more decisions than ever before. No longer can we simply sell a service or a product, we have to lead with our business purpose to convince customers of our proposition.

“Social purpose is rising up the corporate agenda as consumers look for companies demonstrating (not just talking about) shared values. Watch out for brands taking Iceland’s orangutan lead and placing accountable leadership at the heart of their organisational strategies – and social media – to drive company value over the long-term,” says Sarah Hall of Sarah Hall Consulting.  Supermarket chain Delhaize lost a lot of credit in the public eye just a few weeks ago for plastic wrapping the plastic wrapping on a plastic toy giveaway a week after their pledge to minimise use of plastics.

Authenticity is key and as such your brand story should be the solid ground on which all your communications are built. The Stackla Report tells us that 86% of consumers feel authenticity is an important factor when deciding what brands to support.  This number is even higher among millennials. No matter how big or small your organisation, customers and employees alike are increasingly expecting your mission, vision and values to be more than just words. Driving your strategy, it is what you do and how you do it.

“Consumers used to accept that their favorite brands were neutral. “Don’t pick sides, and avoid topics and statements that alienate any audiences” were the common PR marching orders,” says Deirdre Breakenridge of Pure Performance Communications. “Today, there is a different set of consumer expectations. Businesses are required to have a voice and to take a stance for their customers on important topics. Maybe it is climate change, politics or other social issues? Social media and the citizen journalist have ignited brand purpose and social activism. There are businesses not only ready to join the conversation and be the voice, but that are also helping to create the change their customer wants to see.”

4. Influencer Marketing and Content Marketing

Advertisement fatigue is real and with 30% of all internet users expected to be using ad blockers by the end of the year, marketers are having to come up with creative new ways to reach target audiences. Sponsored articles (also known as native advertising) and user generated content are great ways of doing this. Their main strengths are that they entertain and inform audiences and – when done right – feel natural and authentic. GoPro for example almost solely relies on user generated content as a quick trip to their website will show you. Asking users to send in their best clips, they offer cash awards and promotions for the footage they use.

“In 2019, brands are going to find it increasingly difficult to attract and retain their audience’s attention on social media. The brands that develop creative content strategies that tap into themes that are culturally relevant (and topical) to their audiences, will win. People don’t go on social to see content about your brand, they don’t care about you or your brand. They want to be educated, entertained and inspired. The sooner you realise that and start creating content that fulfils those needs, the better.” states Dan Knowlton of KPS Digital Marketing

Similarly, influencer marketing is enjoying a meteoric rise. “For years we’ve been reviewing and rating products and services, which has paved the way for the rise of influencer marketing. Offering companies and brands a new way to survive, it looks like this trend is here to stay,” says Carol Lamarque of Duval Innovative Marketing. “People will always be receptive to recommendations by others. Think back to the last conversation you had with a friend about a new restaurant. If they enjoyed it, you’re highly likely to book there too. Social media have only strengthened this process as they offer committed influencers a great platform. You can’t underestimate the impact of a micro-influencer with a few hundred followers. Because they’re so small people see them as an individual, not a medium. It’s how they instil confidence.”

“Stories have redefined the way brands communicate on Instagram, and creative marketers are now learning to use this format to address each stage of the customer journey, from awareness to direct purchase. We’ll see even more investments in this channel in 2019.” – Todd Grossman, Talkwalker

5. Social Stories, Takeovers and Video Marketing

With 3.196 billion global social media users, equating to 42% market penetration (We are Social), social media’s significance to society cannot be ignored. Offering companies with limited resources access to powerful marketing tools, platforms such as Facebook and Instagram are adjusting their advertisement models to make marketing more effective for companies.
In this, video and social stories are leading the way. Done well, video marketing produces amazing results. According to HubSpot, simply adding a video to an email boosts click-through rate by a staggering 200-300 percent, and putting one on a landing page increases conversion rate by 80 percent. Forbes research supports this, reporting that 65% of executives visit the marketer’s website and 39% will call a vendor after viewing a video.

Thankfully, including video in your communication strategy doesn’t require a multimillion euro budget. Think about allowing team members to ‘take over’ your social media pages for a fresh new view. From interviews, demos and ‘behind the scenes’ glimpses of events, life in the office and more, thanks to smart phone technology, video is easily integrated. Use photographs and short video clips to create ‘stories’ on your newsfeed, and as they will only stay up for a limited amount of time, they serve to create a sense of excitement with followers. The more savvy marketers make use of the interactive options provided in stories such as ‘vote yes or no’, ‘click here to discover more’ and so on.

6. Personalised Content

If you want to stand out in 2019, you need to personalise your marketing – and that means personalised content, products, emails, and more. With the availability of data-like purchase history, consumer behaviour and links clicked, custom content has never been easier. In fact, Evergage reports that 96% of marketers believe that personalisation advances customer relationships. And it’s not just marketing that is driving this trend. Infosys found that 74% of customers feel frustrated when website content is not personalised. According to Forrester, 77% of consumers have chosen, recommended, or paid more for a brand that provides a personalised service or experience. And Digital Trends tells us that seventy-three percent of consumers prefer to do business with brands that use personal information to make their experiences more relevant. Time to start looking at your customer data then.

When done correctly, using personalised marketing in digital and print business-critical documents can help you effectively reach your customers and yield a high ROI. In addition to revenue opportunities, personalised document marketing can help create a better customer experience by delivering content unique to an individual’s specific needs. Businesses like Netflix and Amazon are already leveraging the power of personalisation. Logging on to your Netflix account, for example, immediately shows you the evidence of this: the banner, carousels, order, artwork, text and search are all personalised for you. As Kevin George, Head of Marketing at EmailMonks, puts it: “The future of e-mail is real-time, behaviour-based personalisation. A study by Marketo shows that personalised, triggered e-mails based on behaviour are 3x better than batch-and-blast e-mails.”

INTERNAL COMMUNICATIONS

7. Employee Engagement and Positive Experiences

From communicating with your target audience to communicating with your team, employee engagement is where all of the above comes together. Your corporate story is built on your strategy, which in turn is what brings your mission, vision and values to life. Your company culture needs to inspire and engage, as the business benefits of getting this right are impressive. Harvard Business Review reports that organisations that boast a clear and inspiring company culture can expect to achieve 20-30% better business results than their competitors. Michael Hartland wrote about the importance of delivering a positive employee experience in HR News last year, and we couldn’t agree more.

“An increased focus on building positive employee experience will be a core goal of internal communications plans. The benefits in improved customer experience and retention of top staff performers are undeniable. But while the value may be understood now, practical implementation has lagged behind. Nearly 80% of executives rate employee experience as important, but only 22% believe that their companies are building a genuinely different employee experience. In fact, employee engagement generally has been flat in recent years. One cause for this lies in our increasingly complex workplaces. Virtual teams, dispersed staff, technology, and multi-generations and cultures have all added to this complexity.”

8. One Tool to Rule Them All

This, in turn, segways into our final point quite nicely. We live and work in an increasingly mobile world. Over half of all internet usage is done on mobile, compared to just 31% three years ago. And although businesses have recognised the importance of a ‘mobile first’ mentality, the implications – and opportunities – for internal communications are both technical and physical. Witness the growing popularity of programmes such as OneNote, Google Docs and other cloud-based applications that facilitate team input and creativity.

Technological innovations have also opened the door for company apps as a new way to strengthen employee communication, engagement and loyalty. Allowing you to manage projects, assign tasks and keep other team members updated, free apps such as Slack, Trello and Asana offer a modern and convenient way of working within a team environment, irrespective of physical location. Holding the middle ground between a digital to-do list, a Whatsapp group and email, they go a long way towards keeping your mailbox free of clutter and help you pool information and resources within the team.

sources:
www.forbes.com
www.talkwalker.com
www.lanvera.com
www.towardsdatascience.com
www.thefastmode.com
www.hrnews.co.uk
www.thevisualcommunicationguy.com
www.singlegrain.com
www.gartner.com
www.forbes.com
www.gartner.com

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ReLocate spoke with professor Greg Clark, urbanist and Senior Fellow at the Urban Land Institute Europe, to find out more. He is a widely published author on city development and investment issues and advises a wide array of international organisations. In May 2016 he presented a new report analysing the competitiveness of Brussels and Antwerp. Where most analyses of a city’s competitiveness rely on economic performance, The Urban Land Institute report looks at a much wider range of issues. Ranging from liveability to geopolitical risk and sustainability, these are the things that influence a city’s attractiveness to residents and companies alike.

Brussels and Antwerp are very different in nature: how did you approach the comparison?
“We put together two benchmarking groups, ran workshops, visited the cities and conducted a ton of interviews before running this comparative analysis in which we measured Brussels and Antwerp against groups of peer cities to arrive at an assessment of their competitiveness,” explains Greg Clark. “We didn’t just look at economic performance, but at other issues that impact a city’s attractiveness to residents too. Matters such as liveability, governance, geopolitical risk and sustainability are just as important in urban life. Brussels was tested against well established capitals such as London and Paris, cities that provide tough competition. Antwerp on the other hand was held up against peer cities that are reinventing themselves – some of them port cities – like Hamburg and Amsterdam, and other (former) industry greats such as Manchester and Liverpool.”

What are their main selling points?

“Both cities have very good fundamentals, and their own, unique attractions. Antwerp is compelling for its extraordinary DNA. It has always been one of the world’s greatest trading cities and has invented many ideas about the connection between trade, innovation and discovery. Antwerp knows how to build a city around a port. Located within a north-western European economy of roughly 100 million people with a huge GDP, it’s well connected with Belgian, Dutch, Northern French and German cities on all sides. Antwerp has a huge opportunity to build a central role for itself as part of a regional system of cities.”

“The Antwerp port is embracing innovation in terms of how goods are managed, how energy is used and what technology is applied. They’re building an innovative port and energy complex, with a big focus on the circular economy, which is important and fascinating. Of course, the city of Antwerp is synonymous with the craft and design of high-quality goods. From the diamond industry to its fashion sector, Antwerpians know how to make items of high value work in the market place. This mercantilist attitude means it is truly open for business.”

“Boasting a young and vibrant population that is committed to taking the city forward, Antwerp is further boosted by a government with big ambitions. From building a canopy over the ring road to creating more public spaces and developing the left bank, the city is redesigning its urban fabric to make a future-proof city. Smart citizen initiatives activate people to act as the eyes and ears of the city, giving feedback on the quality of bicycle lanes or roads and public facilities that might need maintenance. These distinctive edges of Antwerp amount to things that are quite exciting considering its small size. Thinking about the business opportunities that arise from disruption runs deep within the Antwerp DNA.”

“Brussels on the other hand is distinctive in a completely different way,” Greg continues. “It is a major capital city, and as home to the various European institutions and NATO it has an influential presence on the global stage, although it is yet to leverage this to its full potential. It’s interesting when you compare Brussels with cities like Washington DC or Singapore, which play an influential role by hosting global institutions, international summits and other gatherings that really work for the city.”

“It has a youthful population and great cosmopolitan mixity giving rise to a highly scientific, entrepreneurial labour force that is willing to work in all sorts of industries. The high calibre of educational institutes in Brussels is somewhat obscured by the presence of international institutions such as the EU and NATO, but the educational cluster has enormous potential thanks to leadership in fields such as IT, life sciences, or medicine. Most obviously it has enormous potential to be a global school of government, public policy and management.”

“When you look at productivity progress in Brussels a lot of it is to do with the dynamism of the labour market and its liquidity. People want to spend time in Brussels, partly because of its influence, but then find they want to stay and do other things too. It’s important to remember that government institutions feed and support a huge cluster of other kinds of decision making and communication activities. There are very big, positive spill-overs and multipliers that you can leverage into other industries. If you thought a government town can only ever be a government town, you’d be wrong.”

Part of the problem is that Brussels and Antwerp are located in Belgium, and, great as Belgium may be, it is not a country that enjoys a clear institutional framework.

All attractive qualities indeed, surely there must be some drawbacks?

“They also both suffer from a number of challenges,” agrees Greg. “Part of this is that they are located in Belgium, and, great as Belgium may be, it is not a country that enjoys a clear institutional framework. Both Brussels and Antwerp struggle to build their identity and present themselves in a way that cities in less confusing countries do not. Brussels has far greater assets than say Vienna or Zurich, yet these cities have fewer difficulties presenting and promoting themselves on an international stage. Similarly, whilst Antwerp has greater or equivalent assets to Liverpool, Lyon, Genoa, and Turin, it has difficulty articulating what it is, where it is, and why.”

“They’re also rather late to the urbanisation agenda compared to other European cities. Citizens in Brussels and Antwerp are highly dependent on their cars and prefer the suburbs to the city centre. The Belgians tend to sub optimise the use of land and real estate, which translates into low levels of densification and very few mixed-use development projects. It also means there has been very little focus on transport and connectivity as a way of embracing and spurring on urbanism.”

“The third thing that seems to be true for both of them – although each city has a slightly different version of this – is that they have had some difficulty creating the right geographical and institutional space through which to apply leadership to the city.”

“Brussels Capital Region struggles due to the way it is defined; geographically it’s too small for the – much larger – Brussels metropolitan area and then of course there is the fragmentation of having 19 separate municipalities, which rather effectively prevents an integrated governance model. You need a leadership platform for the whole area, otherwise you end up with different policies being pursued in different parts of the region, which is not particularly helpful. For Antwerp it was more of a question of leadership appetite in the past, although I think this is now being addressed. The current leadership has the appetite to succeed and a vision for moving the city forward. It’s just been slow getting there.”

“The public sector almost has a monopoly on leadership control in Belgium. Other sectors, such as business, cultural and higher education, have not played active civic leadership roles like they do in other cities of comparable sizes. There’s been too much waiting around for city government to put things right, rather than civic leadership working hand in hand with city governments to create forward momentum. I suppose you could say both cities have become somewhat institutionalised. This is now being addressed in Antwerp where civil and trade movements are working together with the city towards creating a more sustainable future for the city.”

Both cities need to build a strong brand and identity. Getting together with organisations that will back the city and help create a new global story will help put them on the map.

How might Brussels and Antwerp improve their competitiveness?

“We focused on three main areas for our recommendations on addressing these weaknesses,” Greg tells us. “First, Brussels and Antwerp need to start embracing urbanisation. This means being proactive in extending and developing public transport as a way of reducing car dependence. By strengthening the urban mix, you create excitement and vibrancy. Creating exciting city centres and sub centres, together with a more active transport mix, helps attract and retain corporate investment and the dynamic workforce needed by these companies.”

“Secondly, the institutional frameworks have to be right. This creates room for city leadership that is continuously thinking about their city as somewhere people will want to live and work, rather than getting stuck in Belgian politics. Thinking about public and private partnerships on a city level is a big part of this, just look at how Antwerp is involving its citizens in the maintenance of its city.”

“This in turn leads into our third point: the promotion of Brussels and Antwerp. Both cities need to build a strong brand and identity. Getting together an alliance of organisations that will back the city and help create a new global story will help put them on the map. This is certainly happening in Antwerp, and I believe efforts are underfoot in Brussels now too.”

“Finally, both cities have really creative industries which are part of the impact of the cosmopolitan diversity of the city. You should be able to really use that cosmopolitan diversity as a driver of creative endeavour. The idea is that diversity creates competitive advantage through interaction. To realise that, you’ve got to address the challenges of social exclusion and segregation. Brussels has two cosmopolitan populations: one is the elite that services the global institutions, the other is the population of migrants who have come from a poorer set of countries in search of a better life. Somehow, you’ve got to make those two kinds of populations work together.”

To read the full report or the individual city case studies, visit the Urban Land Institute website:
https://europe.uli.org/brussels-antwerp/

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The Forces Shaping the Future

“The pace of change is accelerating. Competition for the right talent is fierce. And ‘talent’ no longer means the same as ten years ago; many of the roles, skills and job titles of tomorrow are unknown to us today,” says Carol Stubbings, Global Leader People and Organisation, PwC, in her foreword. “How can organisations prepare for a future that few of us can define? How will your talent needs change? How can you attract, keep and motivate the people you need? And what does all this mean for HR? The ‘Four Worlds of Work’ for 2030 report aims to kickstart your thinking about the many possible scenarios that could develop, and how to best prepare for the future. Remember that your starting point matters as much as your destination; the best response may mean radical change, or perhaps just a few steps from where you are today.”

MEGATRENDS

The megatrends are the tremendous forces reshaping society and with it, the world of work: the economic shifts that are redistributing power, wealth, competition and opportunity around the globe; the disruptive innovations, radical thinking, new business models and resource scarcity that are impacting every sector. Businesses need a clear and meaningful purpose and mandate to attract and retain employees, customers and partners in the decade ahead. How humans respond to the challenges and opportunities which the megatrends bring will determine the worlds in which the future of work plays out.

∞ Technological Breakthroughs
Automation, robotics and AI are advancing quickly, dramatically changing the nature and number of jobs available. Technology has the power to improve our lives, raising productivity, living standards and average life span, and free people to focus on personal fulfilment.
∞ Demographic Shifts
With a few regional exceptions the world’s population is ageing, putting pressure on business, social institutions and economies. Our longer life span will affect business models, talent ambitions and pension costs.
∞ Rapid Urbanisation
By 2030, the UN projects that 4.9 billion people will be urban dwellers and, by 2050, the world’s urban population will have increased by some 72%. Already, many of the largest cities have GDPs larger than mid-size countries.
∞ Shifts in Global Economic Power
The rapidly developing nations, particularly those with a large working-age population, that embrace a business ethos, attract investment and improve their education system will gain the most. Emerging nations face the biggest challenge as technology increases the gulf with the developed world.
∞ Resource Scarcity and Climate Change
Demand for energy and water is forecast to increase by as much as 50% and 40% respectively by 2030. New types of jobs in alternative energy, new engineering processes, product design and waste management and re-use will need to be created to deal with these needs.

HOW WILL THESE MEGATRENDS SHAPE OUR WORLD?

■ The Red World: a perfect incubator for innovation with few rules
New products and business models develop at lightning speed, far more quickly than regulators can control. Big business is outflanked in a digital-enabled world that’s teeming with small entrepreneurial companies. Digital platforms match worker with employer, skills with demand, capital with innovator, and consumer with supplier. This allows serial entrepreneurs to reach far beyond their size in terms of influence and scale. Anxious to compete, larger employers fragment to create their own internal markets and networks to cut through old-style hierarchies. Specialism is highly prized in the Red World and a career, rather than being defined by an employer or institution, is built from individual blocks of skills, experience and networks. The most sought-after skills mean the biggest reward package and workers move frequently, staying only as long as the project or business lasts.

■ The Blue World: capitalism reigns supreme
In the Blue World, companies see their size and influence as the best way to protect their prized profit margins against intense competition from their peers and aggressive new market entrants. Corporations grow to such a scale, and exert such influence, that some become more powerful than nation states. Workforces are lean and exceptional talent is in high demand – employers secure a core group of pivotal high-performers by offering excellent rewards but otherwise buy in flexible talent and skills as and when they’re needed. Human effort, automation, analytics and innovation combine to push performance in the workplace to its limits; human effort is maximised through sophisticated use of physical and medical enhancement techniques and equipment, and workers’ performance and wellbeing are measured, monitored and analysed at every step. A new breed of elite super-workers emerges.

■ The Green World: companies have to care
In the Green World, corporate responsibility isn’t just a nice-to-have – it’s a business imperative. Companies are open, collaborative organisations that see themselves as playing an essential role in developing their employees and supporting local communities. Reacting to public opinion, increasingly scarce natural resources and stringent international regulations, companies push a strong ethical and green agenda. This is characterised by a strong social conscience, a sense of environmental responsibility, a focus on diversity, human rights and fairness of all kinds and a recognition that business has an impact that goes well beyond the financial. Employees enjoy family-friendly, flexible hours and are encouraged to take part in socially useful projects.

■ The Yellow World: we’re all in this together
In the Yellow World, workers and companies seek out greater meaning and relevance in what they do. A strong desire for ‘fairness’ in the distribution of wealth, resources and privilege drives public policy. Workers find flexibility, autonomy and fulfilment, working for organisations with a strong social and ethical record. This is the collective response to business fragmentation; the desire to do good, for the common good. Technology helps by lowering barriers to entry by providing easy access to crowdfunded capital and a worldwide market. The Yellow World is the perfect breeding ground for the emergence of new worker Guilds that develop in order to protect, support and connect independent workers, often providing training and other benefits that have traditionally been supplied by employers.

WHAT DOES THIS MEAN FOR JOBS?

PwC’s Four Worlds of Work are each markedly different, but through each runs the vein of automation and the implications of robotics and AI. It’s clear that automation will result in a massive reclassification and rebalancing of work. Some sectors and roles, even entire sections of the workforce will lose out but others will be created. Automation will not only alter the types of jobs available but their number and perceived value. By replacing workers doing routine, methodical tasks, machines can amplify the comparative advantage of those workers with problem-solving, leadership, EQ (Emotional Intelligence), empathy and creativity skills. This view is supported by business leaders worldwide who responded to PwC’s most recent CEO survey. While CEOs are keen to maximise the benefits of automation – 52% told us that they’re already exploring the benefits of humans and machines working together and 39% are considering the impact of AI on their future skills needs – the majority (52%) were also planning to increase headcount in the coming 12 months. Finding the skills they need has become the biggest threat to their business, they say, but the skills they’re looking for are particularly telling: problem-solving, adaptability, collaboration, leadership, creativity and innovation top the list.

For the full report, please visit the PwC website:
https://www.pwc.com/gx/en/services/people-organisation/publications/workforce-of-the-future.html

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Primary Motivations for Moving to Belgium

Without a question, work is the most important reason for moving to Belgium. Almost a quarter of survey respondents found a job in Belgium of their own accord, 13 percent of respondents were assigned by their employer and 9 percent were recruited here. After work comes ‘love’ as the most important motivation for moving to Belgium with 17 percent of respondents relocating for their partner’s job or education and 11 percent of respondents wanting to live in their partner’s country. These figures closely reflect the survey’s overall results, with the exception of those who found a job in their adoptive home country on their own (22% Belgium vs. 12% global).

Support Network

As any expat will tell you, having a support network is essential to settling in somewhere new. Whether this means weekly Skype calls back home or joining friends and family in your adoptive country for a drink, surrounding yourself with those who can offer moral support and knowledge is key. The vast majority of expats (77%) report they did not have any friends or family living here before deciding to move. Of the 23 percent that did have friends or family here only 8 percent had a support network in the same city.

Language Matters

Just as cultural differences matter, so does language. For the ease of Settling In Index, the Expat Insider survey looks at language: out of all the subcategories for this index, Belgium performs best when it comes to language, ranking 30th. Just over a third of respondents (36%) agree that learning the local language is easy, but 56 percent say that it is easy to live here without speaking the local language (vs. 33% and 46% respectively, across the world). Moreover, a large proportion of expats in Belgium (62%, including 8% who are native speakers) say that they speak the local language at least fairly well, compared to only 54 percent globally saying this about their host countries’ local language.

Beyond the Expat Bubble

Though stereotypes are all about expats tending to stick together, the InterNations survey suggests that the proverbial ‘expat bubble’ may be on its way out. Although almost half (46%) of expats report their social circle mainly consists of other expats, another 43 percent say it is made up of a mix of locals and expats, showing that expats do socialise outside of the ‘bubble’. These results contrast with the global responses, where just a third (33%) have mostly expats friends and the majority (48%) enjoying friendships with fellow expats and locals alike.

Socialising with Expats

Half of the respondents (49%) say this is due to the fact that most of their work colleagues are expats too and 41 percent believe that expats make up a high percentage of the Belgian population. Just 13 percent live in an expat neighbourhood and a mere 7 percent report their partner has mainly expat friends. A quarter of all expats surveyed regularly attends expat events or belong to an expat club or site.

Ease of Settling in

“When it comes to the Ease of Settling In Index, Belgium ranked 45th out of 65 countries overall,” says InterNations Media Spokesperson Vera Grossman. According to the Friendliness and Finding Friends subcategories, Belgium ranked 54th in both. Just 55 percent of expats rated the general friendliness of the Belgian population positively, compared to 70 percent saying the same about their host countries globally. Furthermore, only a quarter of respondents agree that it is easy to make local friends, whereas 42 percent say this globally. The fact that 45 percent of expats regard Belgians as distant rather than welcoming might play a role here.

Although Brussels ranks 29th overall according the Getting Settled Index (the city-counterpart to the country-specific Ease of Settling In Index), it ranks 40th for the subcategory of local friendliness. However, 51 percent of expats in Brussels rated the general friendliness of locals positively. And in addition 43 percent of expats agreed that it was easy to make friends in the city, compared to two-thirds of expats worldwide.

Family Life Abroad

Belgium boasts an overall ranking at the 16th place for Family Life and does best when it comes to the Quality of Education (10th) and the Cost of Childcare & Education (10th), despite the fact that only 44% of parents feel childcare to be easy to afford. Belgium even manages to outperform Sweden (2nd place) and is hot on the heels of global number one Finland when it comes to children’s general wellbeing. About 50% of expats opted for a local state school, whereas 26% choose an international school and only 2% opted for homeschooling. Eigthy-four percent of families are satisfied with their life in general in Belgium, compared to a global average of 80%.

Affordability

The survey results show a gap between satisfaction with personal finance (23rd) and cost of living (40th), which led us to ask InterNations what in particular was viewed as being expensive about life in Belgium. “Although the survey did not ask expats what they found most expensive,” Vera tells us “we did ask participants to rate the affordability of healthcare and housing, in addition to the question on how they rate the local cost of living. So, we cannot say what is the most expensive thing, rather the Cost of Living index aims to give a general overview of expats perception of costs in their host country. The Personal Finance Index, on the other hand, takes into account respondents’ satisfaction with their financial situation and in how far their disposable household income is enough to cover daily costs.” In numbers this translates to 51% of respondents feeling housing is affordable and 73% feeling healthcare is affordable in Belgium. With regards to disposable income, 47% felt it was more than enough for daily life, 38% felt is was about enough and 15% reporting their household income to be insufficient.

Satisfaction of Working Abroad

Getting to know the locals might not be the easiest but expats in Belgium generally report they are quite happy living there. When it comes to career and work-life balance, Belgium ranks above the global average coming in hot on the tail of the top three global destinations: the Czech Republic, New Zealand and Bahrain. With the global average for overall job satisfaction clocking in at 64 percent, no less than 67 percent of expats in Belgium report being satisfied with their jobs. When it comes to work-life balance, 62 percent of survey respondents report they are satisfied with their personal lives thanks to an average working week of 42 hours (44.3 global), compared to a 60 percent global average. On top of that, job security is where Belgium outshines the global average with 69 percent vs. 57 percent. Finally, the career prospects in Belgium satisfy over half of respondents (54% vs. 53% global), with the state of the economy keeping almost six in ten happy (58% vs. 56% global).

For the global survey results visit the internations website: www.internations.org/press/press-release/

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The idea of “work” and “working spaces” is changing rapidly, and a business needs to keep abreast of what attracts new staff and what keeps them content to ensure their business stays afloat. ReLocate brings you an amalgamation of two reports, both entailing information crucial to the attraction and retention of staff. The first report being a survey on students and young professional expats by BNP Paribas Fortis, understanding the motivations behind their want or need to relocate based on their job prospects gives businesses an insight on how to position themselves to attract the best staff. The second report is a Global Talent Trends Study from Mercer, an innovative group that uses analysis and insights as catalysts for change within organisations. Their report details the steps employers need to take to ensure they are retaining the best employees and explains how we are moving forward into an era of fierce competition between businesses for talent like we’ve never seen before.

Looking back: what motivates students and young professional expats to relocate?  – BNP Paribas Fortis

Understanding what motivates students and young professionals to up sticks and move their whole lives to another country is key in attracting the best talent. Knowing what the driving factors behind their decisions are enables companies to put in place the most effective recruitment campaigns and attractive employment policies. “Millennials are the driving force behind this contemporary intra-European mobility, with more and more young expats in Europe seeking new academic and professional experiences elsewhere,” states Salvatore Orlando, Head of Expatriates at BNP Paribas Fortis. Despite big changes in UK and American approaches to immigration these past months, the professional market in Europe is still open to vast levels of mobility. The survey was executed by the Think Young think tank, founded in 2007 and focuses entirely on young people, providing decision makers with high quality research on key issues affecting millennials.

MOTIVATION TO RELOCATE – MOST SPECIFICALLY TO BELGIUM
Students
Just over half of students polled stated that the main reason for leaving their home country and relocating to Belgium was dependent on the opportunity offered by university or school in their home country. A further 39% cited experiencing another culture was enough for them to want to leave home. Learning a new language or developing existing language skills was the key factor in motivating 39% of those who responded. The final outstanding motivating factor in students deciding to relocate to Belgium was that they felt that the move would have a positive impact on their CV and would then in turn maximise their career opportunities.

Young Professionals
The results of this survey on young professionals are much more defined, with a massive 80% of respondents stating that the move to Belgium was wholly based on the career opportunities here. Half of those surveyed cite personal development as a driving factor in their decision to move. While motivations such as learning another language, the standard of living or quality of life and indeed even financial reasons are way further down on the list. Andrea Gerosa, founder of ThinkYoung sees the clarity in the results: “It’s a meaningful move, driven not by the desire to have fun but by the willingness to learn more, improve skills, and enhance career opportunities.”

What does this mean for employers and educational institutions?
Employers and educational institutions have the hard task of pre-empting students and young professional’s career aspirations, and ensuring that they provide clear opportunities for career progression.

Educational institutions need to ensure that the courses they offer contain the latest curriculum developments, and that these are transferable should their students wish to change track – as students often do. Universities and colleges should do their best to attract the best teaching staff that employ modern teaching methods that are also tried and tested. It is also important to offer a wide variety of extra-curricular programmes where students can employ their talents in a more practical environment, gaining them valuable experience for their future in the workforce. Scholarships also ensure that students from a wide variety of backgrounds are given the opportunity to learn, providing the learning environment with a variety of opinions and perspectives.

Employers can use this information to entice the best young professionals to their organisation. Providing potential young employees with clear paths of career progression through well thought-out organisational structures, allows each employee the chance to climb the ladder or explore other areas of the business. Progression isn’t always up, it can be left or right, and when employers offer flexibility, such as secondments to other departments, or other locations – this can be the deciding factor for a young professional full of enthusiasm.

Looking forward: what practices can we put in place to retain the best talent? – Mercer

There’s no denying that 2016 was a trying year in more than one area. With the uncertainty faced by the Brexit vote, the big change in American politics and constant conflict in the Middle East it is crucial that companies shift their focus onto their workforce, to care for the health and wellbeing of their staff. Technological advancements are also having a massive impact on the workplace, how we work, where we work and how we can balance that with enough “down time” are all changing our view of the world of work. On top of all this, Mercer reports that 92% of employers expect an increase in the competition for talent this year.

According to Mercer, these are the top six ways in which they feel companies are going to respond to these new challenges:
1. Attracting top talent externally
2. Developing leaders for succession
3. Identifying high potentials
4. Building skills across the workforce
5. Supporting employees’ career growth
6. Increasing employee engagement

FOUR TRENDS TO WATCH FOR IN 2017
1. Growth by design
It’s all about transforming the internal structure of organisations and ensuring that the “people agenda” is not overlooked. In Mercer’s Global Talent Trends Study they state that 93% of organisations are geared up for a reorganisation in the next two years. Those who aren’t already in the throes of redesign may be left behind.

2. A shift in what we value
If an employee feels undervalued, it is likely that their output will decrease and they will eventually look elsewhere when deciding upon their professional future. Mercer’s study reports that 97% of employees want to be recognized and rewarded for a wide range of professional contributions, not just sales targets or financial results. The rewards employees are seeking are not just fair and competitive compensation, they want more flexible work options, they want opportunities to get promoted, they want leaders who set clear direction, as well as peers that will challenge them and help set the tone for the future of the company. Knowing how to reward employees is key to holding on to them.

3. A workplace for me
When an employee feels that they are not just a number, they are more likely to produce work of a higher quality and also more likely to stay within your organisation. Being able to personalise your employees’ experience will bring significant advantages to your output and staff retention levels. One way for your employees to personalise their working experience is to introduce flexible working options. Mercer’s study showed that the majority of employees want more flexibility within their roles, however not all organisations are as flexible as their employees would like. 1 in 3 employees indicated that they had requested a flexible work arrangement in the past, however they were turned down. Further to this, 1 in 2 employees expressed some concern that working part-time or remotely would negatively impact their promotion opportunities. There is clearly more work to be done here.

4. The quest for insight
Companies are collecting more data from both candidates and employees than ever before, Mercer questions how this data can be better used to gain actionable insights – we don’t seem to be using the data to the best of its abilities. Mercer states that even though many organisations around the globe are collecting data, very few are able to translate the data into predictive insights. Just 1 in 4 are able to produce basic descriptive reporting and historical trend analysis. Looking forwards, predictive analytics – such as identifying which employees are likely to leave – would be incredibly valuable however less than 35% of HR leaders are able to provide this information.

It is an exciting time for the employment market. Organisations are redefining and redesigning their internal structures and the results will eventually be a complete overhaul of employment and work in general as we know it. Concurrently, employees are demanding more of their employers and the more vocal they are the better. The more transparent employment processes are employees can be assured of a better fit within the organisation and employers will then benefit from loyal, happy, engaged and steady employees. Workplaces are becoming not just a place where we feel obliged to show up to within certain timeframes, they are morphing into fluid and flexible spaces where our talents are nurtured, our contributions are valued and we work together towards a future that we are all content to be a part of.

TOP TIPS TO WIN THE TALENT WAR
• Promote a contribution culture where everyone feels welcome to give input;
• Focus on the “whole person agenda”, including health and wealth benefits;
• Define exciting career paths for a positive impact on retention;
• Take a chance on non-traditional talent who have potential but not experience;
• Mitigate risk by building a diverse port-folio of skills and a culture of innovation;
• Create a sense of belonging that resonates with your diverse workforce.

Read the full reports:
BNP Expat Survey
Mercer Talent Trends

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ReLocate does away with all the drama and takes a “stiff upper lip” look at Brexit. We’ve  consulted leading immigration law firms Fieldfisher and Fragomen, who in preparing their own clients for change during and after Brexit negotiations, have shared a few practical steps with us to keep us on the straight and narrow.

Overview of Outcomes
Yes, uncertainty is set to reign until negotiations commence in early 2017. Considering that the European Treaty established a negotiation period of at least two years in case of an exit, it is unlikely that there will be any immediate changes in the near future.

These negotiations could have a wide range of outcomes:
• The Norwegian, Icelandic and Lichtenstein model: the UK would remain subject to the majority of EU legislation, however there would be no role played in the decision-making process and no right to veto, including no independence from EU legislation nor the European Court of Justice;
• the Swiss model: ability to develop mutual agreements with the EU;
• the Turkish model: remaining part of the Customs Union;
• the “sui generis” model*: a completely new approach to UK / EU relations;
• total withdrawal from the EU*: if this is to occur, there would be swift changes to UK legislation.

From an International Business Perspective – Fieldfisher
Companies are best advised to anticipate change and ensure they are in a position to identify possible issues that need to be addressed as they arise. In doing so they can reassure staff on all levels. So what could possibly change? Establishing which regulations may be the most heavily impacted can be difficult, Fieldfisher has broken down the main points to be addressed into three main areas to be assessed within internationally operating companies: social security/welfare, employment law and of course, immigration. Fieldfisher has highlighted the existing regulations that may be affected, and what the knock-on effects of these changes may be.

1. SOCIAL SECURITY / WELFARE
883/2004 and 987/2009: regulates the social security scheme applicable to internationally mobile workers

Changes?
These regulations are likely to be repealed once the UK leaves the EU, and the mutual treaties previously established between countries will once again be activated.

Knock-on effects:
• The original mutual treaties limit the determination of the social security/welfare scheme to be applied and benefits covered therein;
• they do not provide for any regulation on simultaneous employment (two or more social security/welfare schemes operating at the same time);
• they do not systematically provide for regulations on accumulation of social security/welfare benefits/entitlements;
• they do not systematically provide guaranteed rights in respect of health/sickness costs.

2. EMPLOYMENT LAW
593/2008: determines the law applicable to employment contracts in a cross-border situation

Changes?
Employment contracts between EU and UK will no longer be viewed in the frame of the “free movement of workers” principle.

Knock-on effects
UK legislation will have to be rigorously applied in cases of EU staff employed in the UK being brought before a UK court with an extraneous element, and vice-versa. When UK employers employ staff on EU territory, they will have to rigorously apply the legislation of that EU state.

3. IMMIGRATION – from a business perspective
Changes?
This is still a hot topic of speculation. The UK Government could implement a points system not unlike that of Australia, although there have been indications that this is not preferred by the May administration. The UK borders are unlikely to close completely, however the UK Government is expected to implement some forms of restriction before the “divorce date” to limit a massive influx of people.

Knock-on effects
The knock-on effects of changes to immigration between UK and the EU are wholly dependent on the outcome of the negotiations. If the right to free movement ceases to apply or is restricted, those businesses built on sourcing international talent will then have to look to the new immigration and employment rulings for guidance regarding any future employment. Attempts to limit net immigration to tens of thousands will then result in severe restrictions to the pool of potential employees in the UK.
Fieldfisher’s advice on handling these potential changes within businesses:
• “Nominate a person or team of people who are responsible for monitoring employment issues. Ensure all staff have a contact person to whom they can address questions or express concerns in all the countries in which the organisation operates. This will ensure that all staff, wherever located get the same consistent message which in turn will give reassurance that the organisation knows what it is doing and what needs to be done as we approach Brexit.”
• “Staff may feel unsettled and anxious about how restriction to free movement may affect their right to live and work in the UK or other EU member states. Given the fact some EU legislation will be repealed, international mobility policies may need to be assessed and adapted, and ensure specialist advice is utilised.”
• “Encourage workers to list their entitlements to pension and other social welfare benefits when starting to work outside the UK.”

“The criteria for nationality applications are not always more demanding than those for long-term or permanent residency, and nationality is the more secure option to guarantee residence rights in the long term.” – Jo Antoons, Fragomen

From an Individual’s Perspective – Fragomen

Companies and individuals are naturally concerned about what Brexit will mean for EU nationals living in the UK and for UK nationals who are residing in another EU country. While UK politicians figure out what approach they will propose for those affected, individuals are wondering what actions they can take now. Fragomen suggest three key points of consideration for UK citizens currently living, working or studying in an EU member state who wish to take measures to safeguard their mobility rights.

1. REGISTER YOUR RESIDENCE IN THE HOST COUNTRY
According to Fragomen the first action step is to register your residence if this was not already done. UK citizens without a residence document who have been residing for more than three months in an EU member state should be encouraged to contact the national authorities and obtain one. Not all EU countries impose registration regulations on EU nationals, and in this case obtaining an official residence document before a divorce date is the safest way to avoid grey areas and maintain your right to reside in the EU even after a formal separation.

2. APPLY FOR PERMANENT RESIDENCE
Permanent residence rights and regulations vary from EU state to EU state. Some require five years of legal residence, some (including Belgium) request only three years when specific conditions are met. Fragomen suggest this action step with two reasons in mind:
• This confirms that you fulfill the requirements for the right to permanent residence, useful in cases of long absences from the EU member state where you currently reside;
• this maintains as many other rights as possible after Brexit. British EU permanent residence holders may have their status automatically transformed to that of non-EU nationals, whereby they are granted long-term residence for the whole of the EU or just the country where they currently reside.

EU or national long-term residence does not boast the same breadth of rights as EU permanent residence, however it does guarantee the right to continue residing in the host member state.

3. APPLY FOR NATIONALITY – but only if it is the right option for you
Obtaining the nationality of the EU country where you have been residing may appear to be the obvious option, however, before taking on an additional nationality, ensure that you’ve considered what is involved in the application process:
• Is dual citizenship allowed in your host country?
• What knock-on effects may a change in nationality have on your taxation status?
• Would this lead to a loss of rights? For example, some EU states grant less generous family reunification rights to citizens as opposed to those granted by EU free movement legislation.

That said, criteria for nationality applications are not always more demanding than those for long-term or permanent residency, and nationality is the more secure option to guarantee residence rights in the long term. Nationality can only be revoked in exceptional circumstances, while residency can be lost after two consecutive years of absence from the host country.

It is essential for businesses to maintain their own sense of structure and identity in this time of uncertainty. When approaching Brexit from an individual’s perspective, each unique personal situation must also be taken into consideration before making a decision. If we are able to maintain a sense of order, promote clarity and adaptability within organisations and keep open channels of communication we will ensure the best outcomes are achieved and business operations and lives carry on as calmly as possible.

With thanks to Stefan Nerinckx of Fieldfisher and Jo Antoons of Fragomen.
You can download their whitepapers by following these links:

www.fieldfisher.com
www.fragomen.com

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Increasing Mobility
There is a clear consensus that the volume of workers is expected to keep climbing. A strong majority of employers indicates the number of mobile employees in their organisations will increase or stay the same. As many as 89% of organizations indicated they plan to increase their mobile workers in the next two years according to PwC’s “Moving People with Purpose – Modern Mobility Survey 2014”.

KEY DRIVERS

Talent Gaps
Talent gaps continue to be cited as the top motivator for moving employees abroad with as many as one in three (34%) employers cited as “having trouble filling key positions.” (Moving People to Work)   The dynamics are also changing. The profile of the Western senior executive being sent to explore foreign market opportunities is long replaced with a more complex, horizontal portrait.

“Talent management has become a headache for CEOs, with only 30% saying that they have the talent they need to fulfill their future growth ambitions.”  (Talent Mobility 2020)

Expanded Reach
Employers also cite market expansion as a key driver for sending employees abroad. While this was also true in the past, the opportunities and barriers of market expansion have evolved. The balance between developed and emerging markets is shifting; while Western economies continue to send employees to emerging markets in droves, mobile employees from emerging markets are going not only to more developed countries but to other developing markets too.

“Nearly half of firms (45%) indicate some form of expansion impacted their relocation volumes.” (Corporate Relocation Survey Results)
“[Mobility professionals] regard new market growth as the principal driver behind the growing need for global mobility (60%).” (Strategic Global Mobility)

Leadership Development
Successful organisations are planning for their futures by making sure their high-potential employees develop a global mindset through international experience. They will have to be comfortable leading colleagues, and pursuing market opportunities, from very different corners of the world.  International experiences are seen as opportunities to build intangible leadership skills.

Attract and Fulfill
A key evolution is that employees themselves are asking for international assignments. It is not lost on the broader talent base that global experiences have become a stepping stone to promotion and mandatory for senior leadership.  While previous generations held mixed views regarding the personal value of international work, millennials in particular are increasingly requesting these assignments. International posts, then, are a key tool in the global contest for young talent.

The millennial generation will make up 50% of the workforce in less than a decade and a recent study by PricewaterhouseCoopers (PwC) reports that of 4000 millennial generation survey participants, 80% state that they want to work outside of their home country at some point during their career. It will be seen as a rite of passage.

Cost Pressures
Global economic confidence has hardly recovered from recent effects of the European debt crisis, let alone the global economic crash of 2008-2009, and cost management continues to place pressure on mobility professionals. This pressure isn’t slowing mobility volumes or even shrinking budgets, but is driving managers to more clearly demonstrate effective management and return on investment.

Compliance
Changing tax requirements and government regulations are quickly becoming the top risk faced by global employers. Governments in every corner of the world are ramping up pressure around enforcement of these regulations. As compliance becomes increasingly complex and increasingly important, employers appear to be increasing the levels of outsourcing this work to external consultants. Despite this rising need, many companies are facing avoidable penalties for non-compliance.

“Over-regulation is cited by 78% as a concern.” (Global CEO Survey)
“Some 40% of respondents reported that they did not have a formal risk control framework to monitor payroll tax and social security compliance, with 64% reporting they incurred avoidable penalties for non-compliance in 2012.” (Global Mobility Effectiveness)

Key Trends
Steven Cryne concludes that there are four important key trends that can be taken from the various reports:
(1) flexible program design as a result of a globalised talent pool, shifting employee demographics and demands; (2) increasingly strategic role for mobility in the organisation; (3) heightened focus and expertise in ROI and data analytics; and (4) more collaboration between business and government on labour regulations.

1. Global Talent Pool and Option Diversity
We are likely to continue to see an increasing variety in the types of assignments and policies, which is being driven by a number of factors. Cost pressures are driving employers to consider less expensive options for mobilising talent, ranging from short-term assignments and employing regional staff to virtual teams and “local plus” packages. Technology is making these different options easier to manage and demand from employees, especially millennials, is also driving flexibility.

2. Integrating Talent Mobility in Organisational Strategy
As the value proposition of mobility shifts, so might its role in the organisation. Mobility professionals and consultancies are all advocating for mobility to play a more strategic role and to become embedded in a diverse range of activities, playing a broader role in human resources.

3. Proving Return on Investment Becomes Crucial
All surveys that asked about tracking, evaluating, and other elements related to ROI clearly show organisations are not excelling in this area. “95% of companies don’t measure international assignment ROI… respondents simply are not sure how to do so” (Mindful Mobility).

“Three in four respondents expect to be measuring return on investment from mobility in two years’ time, compared with  just 9% who do this today. Fewer say they  can accurately quantify the cost of their programme. Even by 2017, only around half (49%) expect to be able to do this accurately.” (Moving People with Purpose)

4. Increased Government Collaboration
Employers have not been passive in response to heightened pressure over government regulations and compliance requirements. Even when their governments do not see it, employers know that mobile labour is a national economic advantage. Developed countries with ageing populations will become less dependent on domestic labour and employers – and associations – are helping them to recognise it.

“Indeed, 44% of CEOs plan to work with their governments to develop a skilled and adaptable workforce over the next three years. Twenty-seven percent want to collaborate with government to create a more competitive and efficient tax system.” (Global CEO Survey)

For the full presentation, please contact EuRA.

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