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.
Generation Z will make up over a quarter of the workforce in just four years. Is your company's relocation program built to attract and engage them?
Not everyone's family fits a standard definition. Does your company's relocation policy acknowledge this?
For managers of employee relocation and business travel, all eyes have been on the pending ISO 31030 standard, which will become the new global benchmark for travel risk management and duty of care.
Weichert SMARTRIPTM is a groundbreaking solution for companies to manage their fluid workforce with greater transparency and efficiency and mitigate the associated risks, anywhere in the world.
Delayed moves caused by the pandemic could prove a headache at tax time. Here's how to address them.
Companies that don't have formal policies for employee-requested relocations or file them under the same policies as company-requested moves may be missing an opportunity.
Seeing more corporate mobility managers embracing sustainability in their programs gives great hope for transformation in our industry.
In the final post in this forward-looking series, we examine virtual assignments, which are deceptively complex and carry significant disadvantages.
A look at the top talent mobility trends for 2021, as predicted by over 200 corporate managers and our team of experts.
For corporate global mobility leaders, the current state of Volatility, Uncertainty, Complexity, and Ambiguity will require careful attention to new methods and practices that have emerged through the pandemic.
Proud to be a part of an initiative designed to spark interest in workforce mobility and fuel our industry with new talent for years to come. Quite frankly, it's an effort that's long overdue.
Recent events from this past summer have sparked self-reflection across companies, resulting in a call for increased caring and compassion for our fellow colleagues and a desire to better understand and appreciate each other.
The greatest challenge companies face in these times is sustaining their culture across a remote workforce connecting virtually.
How life in a pandemic is shaping our Consulting Services VP's efforts to help corporate managers build stronger relocation assistance programs.
Examining the ways COVID has impacted -- and may still impact -- talent mobility, from the perspective of one of our mobility consultants.
To assess the ways workforce mobility has changed since the pandemic, we interviewed experts from around the industry about the things they've learned about work, family and themselves during this odd and uncertain time.
In part three of our blog series on virtual assignments, we examine this issue from perhaps the most important perspective: the corporate mobility manager's.
Companies that don't include the mobility function in candidate selection do so at their own risk, and most hiring managers still need to be educated and made aware of the power of diverse and inclusive teams.
As companies consider virtual assignments they may be overlooking serious tax and duty of care implications that can undermine even their best laid plans.
While virtual global assignments remain a hot topic of conversation, many companies have at least acknowledged that they offer a pale substitute for the real thing.
Building a great corporate relocation program begins with understanding the wants and needs of the various stakeholders in your company. In this post, we examine mobility through Talent Development's eyes.
Most workforce mobility policies are designed to manage the relocation of a nuclear family to destinations where they may easily adapt. But today’s assignee population includes a wider range of genders, ethnicities, needs and abilities, all requiring non-traditional support to thrive on an international transfer or assignment.
As lockdowns and travel restrictions are gradually lifted, talent mobility is poised to fuel many reopening strategies.