Issue link: https://www.e-digitaleditions.com/i/227268
Relocation In addition to business needs, international locations need to be attractive to employees. International assignments are often viewed as a benefit to high-performing employees, seeing them as an opportunity to build a sought-after skill and gain experience not obtainable in their current role. In fact, they can actually be leveraged to retain top talent— that is, if done properly. "Companies have been successful keeping their expats after an assignment and the secret is out. What is the secret? Companies who embrace global mobility [and] integrate talent management into HR are successful in keeping their most valued human capital working for them and not a competitor," says Graham. "It is simple. Employees who go on an assignment are no different from any other employee. They want to be recognized for their achievements and rewarded for their contributions to the organization. If they come home and there is no parade or place to showcase their new skills, they will become disillusioned, feel unappreciated and look for greener grass. Unfortunately, they will turn to your competitor. It's human nature." So what are some best practices to executing international relocations? Implement a candidate assessment process. While an employee may be a top performer in their current position, be sure to fully assess their ability to transition and adapt to living and working offsite. They may or may not fair so well elsewhere. Twenty-eight percent of respondents of Brookfield's 2013 Global Relocation Trends survey indicated they use candidate assessment tools when determining if employees are suitable to take on international assignments, and another 35 percent of companies are considering adopting the use of candidate assessment tools. Skourtis says that the candidate assessment process often increases awareness around the cultural differences that will be experienced, and any potential issues. Ensure open, honest communication in selection process. Glynn says that it is crucial for the employee—and their family—to be 100 percent invested in the assignment. Time and money will be saved if everyone is on the same page about the benefits—and any challenges—that come along with the relocation. Provide cross-cultural training prior to departure. This will aid the employee in understanding what it will be like to work and live in the new location. Graham says, "Cross- [36] HRO TODAY MAGAZINE | NOVEMBER 2013 International assignments are often viewed by employees as an opportunity to build a crucial skill and gain experience not obtainable in their current role. cultural training is one of those things that everyone thinks they don't need, until they need it. Companies who spend millions to move an employee half way across the world cannot afford to have the employee lose valuable time in the workplace because they are not culturally prepared, especially if the employee will be managing people." Respondents from the Brookfield's 2013 Global Relocation Trends report agree. Eight-five percent of respondents indicated that they considered cross-cultural training as a good or great value. Glynn adds that training helps the employee and their family understand nuances of the host country, especially when there is a language difference. Offer destination services. Skourtis explains that organizations should deliver assistance in home search, area orientation, and settling-in services. She advises that employees also assess their comfort level with the new location six months in and address any situations they or their family may have encountered. Assist in relocation. Glynn says employees will be able to focus on their jobs better if they receive assistance with the move and home finding. Companies are often at an advantage if they have a dedicated assignment manager to coordinate every aspect of the move. Assure the employee has personal and professional support. Organizations should provide support, such as phone and Internet capabilities, for the assignee to be able to communicate to extended family and work associates, Skourtis advises. Follow up and track assignment progress. Make no assumptions—have trackable goals to ensure the relocation is worthwhile for both the employee and company, says Glynn. Skourtis also recommends that organizations have a job lined up at the end of the employee's assignment at the departure location to encourage retention.