What if it were possible to develop a mobility program that attracts talent while being admin-light, and cost-conscious? Spoiler alert – it most definitely is.
What's the right number of internal staff to support your company's global relocation program? It's a question that comes up often these days.
We are constantly gathering research on flexible approaches on mobility to help companies understand how these provisions should be used, to link more effectively with the overall company and talent goals.
While lump sums have been common in domestic programs for some time, more organizations are discussing whether it is a viable option for international mobility programs.
Today’s mobile workforce includes more generations and demographics than ever before. How do you keep them all happy and productive? What mobility benefits make the difference?
Sure, you can offer lump sums to your international assignees. The question is: should you?
Lump sums are low-cost, low-maintenance options for relocating talent. But without proper planing or guidance, they can prove to be more curse than blessing.
Among the forces impacting the deployment of mobile talent, two have emerged as the most prominent. One, not surprisingly, is cost control, that unrelenting pressure to harness spend that shadows every corporate move.
Q: Our company moves a lot of new hire grads who receive a lump sum. Is there a best practice for whether or not this lump sum should be grossed-up?