Global Virtual Teams and Their Dramas – Six Tough Steps to Start Working Together

It’s that time of the year again when we arbitrarily change our clocks by an hour because of reasons that nobody seems to understand anymore, in a planet-wide April Fool’s joke. Perhaps it’s just scientists’ way of reminding us that time is relative? Luckily, the EU is about to get rid of that nasty habit but until then I still cringe because now I literally have to get up at 4 am. I am a morning person but there are limits and I feel sorry for my global, virtual team because now they have to handle my bad mood all day long.

They know me well, so they probably just think “Oh, another one of her dramas”…

We have become accustomed to drama everywhere and we are used to arguing in meetings for the sake of positioning ourselves. Sometimes you just want to win over the other person’s view. It’s about who is better than the other. On the surface.

What is this argument really about?

Have you ever considered that you jump into an argument easily not because you want to move forward the team and “think further and outside the box” but just because you like power? Have you considered that you are worried about losing power when you treat your team members with respect and listen to them instead of thinking that you know best of all?

I revisited the “Seven Habits of Highly Effective People”  by Stephen Covey through this video recently. I was lucky to “win” access to one of Stephen’s talks around 13 years ago in Frankfurt. I was very impressed with him when he made a full concert hall of around 5000 managers stand up, close their eyes, turn around several times and then point towards “North”.

There were around 35 different options to show North.

If you want to become effective as a team you need to invest in the relationship level of the team members. You need to create the framework for a supportive atmosphere in which every team member feels valued and can share her view in a way that is appropriate to them.

You probably now wonder “Ok, I know that but it is easier said than done.” and as so often you are hoping for the quick fix, the recipe or the shortcut to global virtual team productivity.

May I take your delusions from you?

There are no shortcuts in life. Someone will always suffer if you try the quick fixes, the formula or the recipes that might work for others. You will first of all need to work on yourself. Once you are ready to be a “rounded” leader who can set aside ego and nurture a team then you can read the six tough steps to start working more effectively in global, virtual teams.

1) Confront your fears and find a place of self-awareness within you

That is the hardest part of self-development. Often our ego is strong and demands that we nurture it daily. It is like the flesh-eating plant in “Little Shop of Horrors”. The ego needs fodder. We have built ways of showing to ourselves that we are worthy. It could be the new certificate that you have to attain, the endorsements on LinkedIn or the positive feedback you expect in your performance reviews and your 360-evaluation. You behavior is driven by optimizing your evaluation, turnover and other Key Performance Indicators. Learn to be self-sufficient without depending on numbers that prove you are a superhero!

2) Identify the formal roles and responsibilities of your team members

While every team needs formal roles and responsibilities most conflicts occur at the handover points. In a fully functioning and high performing team everyone also supports the other team member when they sense that the other team member is overloaded or when they feel that they have the capacity. The more dispersed and virtual the team works, the harder it is to see how much capacity everyone has.

It is your job as the leader to identify the gaps and to build a feedback loop where team members can openly communicate when they feel overloaded or when they do not have enough challenging work. You probably understand that every team member needs a healthy mix of challenges and routine tasks in order to be satisfied at work.

3) Unmask the informal roles of your team members

In your team you will find informal roles too. In a flatter hierarchy you might have an opinion leader who does not necessarily agree with you. You might find this team member challenging but this team member could be your greatest ally and supporter if you understood how this person needs to be inspired

Maybe they need more encouragement, maybe they need more brainstorming  or maybe they need more structure. You need to learn to read your team members and the informal roles they play and then adapt your style accordingly.

4) Find out the areas of support for the team members

In my management and coaching experience I learned that every human being  has needs. It sometimes took me up to two years to drive a team to high performance and great collaboration. When you understand the learning steps the team member has to go through to get to the next level you will also understand how you can lead this person to success.

Instead of asking them to work on projects that are way out of their capabilities you can give them small success experiences so they can grow in small steps and keep their self-confidence in tact. I have seen many good team members in other teams who were crushed and did not believe in their competencies anymore because their manager was overconfident or micro-managing them.

5) Ensure every team member has a voice

In any intercultural team but also monocultural team you will have more introverted team members. They will not always speak up in meetings and voice their opinions. Others might just feel it is not worth to discuss further and shut up. You can use various tools and methods to give your quieter team members a voice.

It also helps if you ask a neutral facilitator to support your annual kick-off meetings or other team building exercises. You might not see yourself how you hinder certain team members from voicing their opinion.

6) Be aware of your limiting assumptions

When a team member is very engaged but not necessarily of the same view as you are it could be a good point to consider. You might assume that the team member is less qualified or experienced than you are and as a result, you might not take her seriously.

You could also be biased against team members who behave like yourself or have similar preferences in working style. This is what we reveal in coaching sessions. In my experience, this process is easier when you work with me through this transition phase as you might have cultural and other blindspots that hinder you from fast progress.

These are six tough ways to improve your collaboration in global virtual teams.

Let’s have a conversation about your current global leader and team performance goals. You can also discuss your expatriate career topics with me. Pick my brain by claiming your RockMeRetreat*** Goal Setting Session (with Code: RMR19)

Values in Global Virtual Teams

first published on www.sietar.ch.

by @angieweinberger

Values are the foundation of your global virtual team. Values are what clients feel instantly when they work with your team. They feel the connection because true values come from the heart.

If you are a leader of a global virtual team you have probably faced many intercultural challenges until your team was ready to perform. You might have underestimated the challenges of global communication under pressure or you have taken promises at face value.

When you bring your team together for an offsite you have probably already developed the team vision, mission and brand statement but have you considered your values? I am not talking about the value statement you read in the corporate magazine. I am talking about the values you and your team members all share and the ones that your clients feel.

We recently developed ten values in an intercultural team intervention. In intercultural settings values could be expected to go into various directions but when you break them down you will see that there are similarities or universal values that we all share. Research by Schwartz and Bilsky (1990) suggests that we have universal values although they research was mainly conducted in Western cultures (and Hongkong).

achievement, enjoyment, maturity, prosocial, restrictive conformity, security, self-direction

From values you can derive team principles of communication and of working together. Then in case of conflict you have principles to base your decisions on.

When working with my clients in 1:1 career or executive sessions I always build in a session on values at work. What I felt are the seven most commonly cited (this is anecdotal, not academic data) are these:

  1. Quality
  2. Client Service
  3. Collaboration
  4. Integrity
  5. Relationships
  6. Sustainability
  7. Leadership.

Let’s assume these seven values form the basis around the globe for excellence. My clients come from all continents so I am hoping there is no cultural bias here.

If you are now thinking about working on this basis with your global virtual team I’d love this approach. You just have to remember that the meaning behind these words is culturally different so in a team setting you should ask your team how they show these values at work. Ask them for examples and stories. You might get different views on Leadership and Integrity but having the discussion or collecting stories will help the team see those differences.

►Building principles

Before you can formulate team principles ensure that you are all on the same page. Suggest every team member to contribute their wording. Even if it is messy. Create a team page or social media space where you can share your wording for values.

When you develop team principles it is important that you word them in the form of „We do…“ (active and positve). Example „We support each other achieve excellent quality by giving honest feedback.“

►Take photos, videos and allow images

When you see the values at work take photos and allow your team members to create videos or graphics. Put them on your coffee cups or shared file area. Be creative.

►Aligning language of your global virtual team

When you start this exercise you might notice that the language of your team members is not always aligned. They might say similar things with different words. Aligning the language of your global virtual team means that you come up with definitions, quotes and images. I often hear people telling me they work hard but I need to understand what in means in their context. In Switzerland working hard means getting up at 5 AM and being in the office at 7 AM and leaving the office at 5 PM to work in the community fire brigade or study in the evenings or raise four kids. In the US working hard might mean working 80 hours per week no matter when. In India „working hard“ might mean coming to the office even if you are unwell or even if your family needs you at home.

►Drop the assumptions

The more I work with global virtual teams the more I would advise you to drop your assumptions or at least to critically reflect them. You might only have a glimpse of understanding of the values of your team members until you have a personal conversation at a business conference at 2 AM in the morning. Sharing values requires trust and that is only built over time by people who show their values towards their colleagues constantly.

Our Eight Commandments (Global Mobility Trends 2021)
The Global Mobility Workbook

We have been living in a world dominated by political, economic, and environmental uncertainty for many years now. However, the past two years have been particularly exceptional and tough for most of us. The global health crisis caused by Covid-19 has brought the entire planet to its knees. The pandemic impacted all aspects of life and radically changed the way we work. The world of Global Mobility has not been spared. Considering the extent of the impact caused by the pandemic, it doesn’t take a fortune teller to foresee that Global Mobility teams will have to deal with the blow of the crisis in the years to come.

However, it’s not all bad news! We need to think positively and see the good in all situations. For example, the crisis showed that Global Mobility teams continue to be incredibly resilient and are constantly coming up with immediate and particularly creative solutions to face issues that arise overnight. Imagine the difficulty of having to suddenly repatriate an expat (or an expat family) who was temporarily on holiday in a third country and remains stuck there without any other assistance. Or the complexity of finding a quick solution for someone who was about to go on assignment but suddenly had to postpone their departure, despite all their household goods having already been shipped to the host location. The following section will briefly outline the top eight Global Mobility (GM) trends to watch in 2021.

1 – Diversify the Assignment Types in Your Guidelines

A constantly changing and diverse population like today’s requires closer alignment between mobility types and support levels and more flexibility and agility. Since the 1990s, the mobility types have evolved enormously from only having long-term or short-term assignments. In the 2000s, new types of assignments emerged, such as the rotator, the international transfer, the globalist, and the commuter. Then, the 2010s saw the rise of business travelers, international new hires and domestic relocations. In the present decade, we will see the assignment type evolve and diversify further with new possibilities like the “flexpat”, the virtual roles, the contingent workers, remote working, and other future mobility options we haven’t thought about. Predictably, there will be more variety in the range of mobility locations as well. The “global approach,” which Global Mobility has seen increasing over time, will become the leading type of move. 

Even though Long-Term Assignments (LTAs) remain an important and widely used relocation model, it is also true that the deployment of shorter and more flexible approaches, such as Short-Term Assignments (STAs), business trips, immersive experiences, and commuter models, are constantly gaining traction (Deloitte, 2019). The Global Assignment Policies and Practices Survey from KPMG (2020) confirm the same trend, with survey participants expecting to rely the upcoming five years more on STAs (46%), Commuter (52%), and Permanent Transfers (52%). On the other hand, 44% of respondents expect a reduction in the use of traditional LTAs, and 42% believe that it will remain the same. The diversification of assignment types directly brings us to the next trend; the need for flexibility. 

2 – Become More Flexible in Dealing With the Needs of a Diverse Workforce

Flexibility has dominated HR headlines for several years. It continues to be a trending topic, driven by several factors such as a constantly changing expat population and assignment types, employee expectations, modern technologies, and tools. This trend has also been driven lately by the unexpected global halt caused by the COVID-19 pandemic, as it has been a severe stress test of flexible policies and has raised essential questions in the flexibility debate (Mercer, 2021a). 

For a GM program to be successful, it needs to work well both for the organization and the expats. But having a policy both flexible and defined enough to be used as the foundation for any mobility scenario is a big challenge even for the most evolved GM programs, as data from Mercer’s 2019 Flexible Mobility Policies Survey report.

The expat population is changing. Nowadays, a more diverse population than ever is embarking on International Assignments. Employees are more diverse in cultural backgrounds, family situation, age, gender, etc. It is impossible to address all the needs of these various groups in a one-size-fits-all policy.

A more diverse workforce equals a larger variety of individual assignees’ expectations, with the result that a proposition might be very attractive for one employee while not being appealing at all for another. This is clearly pinpointed by the 2018 How Global Mobility is Responding to New Dilemmas Survey: expectations from millennial generation employees are impacting mobility programs for 43% of surveyed companies, while the aging workforce has 36% of companies re-evaluating their program policies.

The need for flexibility is clear, and organizations have come to understand its importance as 65% of respondents of the AIRINC Mobility Outlook Survey 2021 (MOS) believe that demand for flexibility from the business will increase. Furthermore, 33% of respondents state that increasing flexibility within policies is their top priority to focus on in the next couple of years. The survey also shows that the number of policies that companies support increased each year, with an average amount of 4.5 policies in 2017 to 6.2 in 2021. 

Flexibility is needed to cater to individual needs. According to the Mercer 2019 Flexible Mobility Policies Survey, the most popular policy elements for which the participants introduced flexibility are family-related: housing, spousal support, child education, and home leave tickets are all items that can help improve the Expat Experience while on assignment.

However, with the crisis, the importance of duty of care over excessive flexibility was acknowledged: policies should not be made flexible if they are essential for the wellbeing of employees. Flexible policies have prepared some companies to deal more efficiently with urgent repatriations and unforeseen mobility scenarios. Other companies adopting flexible policies have found them inapplicable and inappropriate in the context of urgency. 

3 – Expect more Balance in Dual-Career Expat Couples 

Dual-Career Expat couples have been a topic in GM for the past years. The 2017 Worldwide Survey of International Assignment Policies & Practices (WIAPP) survey report pinpointed dual-career/family-related issues and cost as the main barriers to mobility. Similarly, the expected advantages of a flexible mobility program were also closely related to these issues. Also, the report published by Crown (2019) highlights the same problem. But if this is not a new phenomenon, why is it considered a trend to watch in 2021?

Because nowadays many more households, globally, rely on two salaries. This means that when an employee is asked to take on an international assignment, the economic impact on the family is more significant than it used to be. Consequently, an increasing number of companies are struggling with the challenges posed by the dual-career demographic and are in search of creative solutions. According to the report published by Crown in 2020, dual-career couples are more the norm, and often the accompanying partner has left a career for the move. Interestingly, research also shows that often, the expat partner has the most challenging time adjusting. Lack of spousal/partner career support is, according to the latest AIRINC MOS (2021), even among the top five reasons why assignments fail. 

To deal with the dual-career factor, companies have put in place several strategies. Many have put in place policies to support split families, offering more frequent home leave. However, this is generally limited to 12-24 months, after which the employee runs a higher risk of suffering from burnout with a negative impact on work productivity as well. Another solution is the increase of commuter assignments, especially across the EU, where distances are limited. The downside of this could be that the commuter status will impact the employee and their family and the team’s morale in the home and host location after some time. Another strategy, the one for which we advocate, is putting Expat Spouse support at the core of GM policies. The most standard support comes in the form of reimbursements for job search assistance, professional affiliations, and credential maintenance.

4 – Facilitate and Organize “Virtual Assignments”

The first trend highlighting the continuous diversification of GM also encompasses a higher number of Virtual Assignments. Differently than managers who oversee a region or frequent Business Travelers who might occasionally be involved in operations abroad from remote, a virtual assignee does remotely the same job as an assignee who has relocated to the host country. Virtual Assignments have been the breakout topic since the pandemic (Crown, 2021). The COVID-19 crisis is changing all the debate around the possibilities of working from home and Virtual Assignments. Never in history have so many employees worked remotely to guarantee essential business continuity. Virtual Assignments also raise a lot of new questions. 

Virtual mobility does not necessarily imply that employees remain in the home country while being responsible for operations in other locations. It allows expats to ‘’work from anywhere’’, meaning that employees can also work in a third country of choice (not the home country or the location benefiting from the task performed). This possibility enables expats to become digital nomads as they are no longer bound to a specific location. Implementing a more significant number of Virtual Assignments also means acknowledging and accepting that working arrangements are changing fast in response to technology, generational changes, and sudden business disruptions. 

Of course, there are limits to this as well. The most obvious of which is that not all jobs can be performed remotely, which is also one of the reasons why virtual mobility will not replace traditional mobility. Tax and compliance issues can pose a risk too. The company having no existing operations and not wishing to have a permanent establishment in the location where the employee would like to be based is another possible barrier to Virtual Assignments. Some organizations are also concerned that Virtual Assignments could hinder company culture and teamwork, with the risk for the employee to feel like a perpetual outsider. The final point worth considering is that cost saving is not necessarily automatic. In some cases, the assignee wants to live in a high-cost country where sending them will cost the company much more (Mercer, 2021b). 

It is now easier to see how the popularity of virtual mobility is closely related to the increase of a more dispersed international workforce. As companies upgrade their technology and become more agile, they could decide to assign projects and tasks to mobile people rather than moving defined jobs as such. In other words, instead of trying to fit assignees into predefined boxes, the aim is to manage a diverse workforce in a more fluid and coordinated way (Mercer, 2021d). 

Moving jobs to people instead of moving people to jobs will not substitute the traditional way of thinking GM, but it is one more tool companies can use in their global operations. We live in an era where recruitment is not limited by geography, and hiring can occur in any global location to fill open positions. As organizations gradually embrace best practices to manage a distributed international workforce, it will be essential for Global Mobility teams to adapt to a new way of thinking and learn to implement Virtual Assignments successfully. 

5 – Expand Your Skills and Become More Agile 

According to the Cambridge Dictionary, multi-skilling is “the practice of training employees to do several different things, or of using employees who can do several different things,” or, in other words, the ability to master a wide range of skills relevant for different types of functions and jobs. Research from Hershbein and Khan (2018) provides broad-based evidence of how firms demand even more upskilling from workers when the local economy suffers a recession. Thus, this practice will likely be even more helpful in the aftermath of the crisis, when more agility is required in all business areas. 

The “future of work” (#FoW) is skill-driven, and the expansion of the gig economy brings proof to the statement. Since organizations are becoming flattered and more digital, corporate positions or job titles will not matter as much as skills and the capacity to update and renew these skills. Mercer listed a series of skills that GM professionals should acquire to thrive under these conditions. Below is a summary. 

Now more than ever, global mobility teams are asked to be advisers to the business and help anticipate risks and compliance issues. Mobility professionals should function as bridges between departments and geographies and serve as facilitators to coordinate arising matters. One possibility is that the mobility functions will be gradually more oriented towards consultancy. In one sentence, Global Mobility teams need to master compliance issues.

Ensuring that the basics are in place in terms of metrics and cost tracking will be essential, but what will make a difference for HR professionals is turning the results of newly developed metrics into concrete suggestions to improve people management.

It is also fundamental that mobility professionals speak the same language as general management and finance departments, linking mobility with compelling business cases.

Another crucial point Global Mobility teams need to bring to the top of their agendas is developing the ability to be good storytellers. Explaining the bigger story behind talent mobility and to what extent employees’ tasks relate (even distantly) to the overall economy and the society’s well-being is a differentiator. Storytelling is also about clearly summarizing the mobility program policy’s main principles or what the very mobility program entails. 

Today we live in an unprecedented abundance of information. The crucial issue is determining which data are true and relevant and interpreting them to draw appropriate conclusions for the business. GM professionals also have a role to play in the digitalization of companies. They need to familiarize themselves with the concepts and technologies revolving around AI and develop statistical and technology literacy.

Now that companies diversify more and more their compensation approaches, GM professionals need to dig deeper into Expat base pay, benefits, short-term and long-term incentives to have a more comprehensive financial understanding of the implications of an international move. It’s time to broaden reward skills. 

6 – Consider Adding “Human Touch” 

The days when careers were only about moving up the ladder are forgone. Nowadays, it’s about moving across the structure and the expat experience (KPMG, 2021). For employees, this results in a heightened focus on wellbeing, development, and recognition. At the same time, expats have started perceiving the mobility experience differently: They once used to see compensation as the primary incentive for global relocations but now tend to value providing validation on both a personal and professional level. Nowadays, the global workforce is attracted and motivated by a more personalized, agile, and holistic experience. Therefore, adding the human touch is needed which predictably results in a better relationship between employees and employers.

Employers picked up this trend and refer to it as improving “employee experience.” 47% of respondents of the AIRINC MOS 2021 mentioned this as a top priority to focus on in the upcoming years. However, it would be unfair to deny that it is too often difficult to prioritize employee experience if teams are too busy focusing on the many operational aspects of the mobility program. A well-designed human-centric global mobility program does not simply consider individual employee needs but also considers all the people involved. 

If you wish to embrace the human touch in your global mobility program, you successfully should focus on the following four core aspects:

  • Operational Support. Structure of operations and satisfaction with external vendors.
  • Financial Welfare. Rewards, benefits, and other types of support provided to the employee. 
  • Professional Engagement. Successful integration into the host location and career progression.
  • Expat well-being. Employee resilience and focus outside of work life.

The COVID-19 crisis has particularly highlighted the very last aspect of the above list, expat well-being. According to Deloitte’s 2020 Global Human Capital Trends, 80% of the respondents identified well-being as an important priority for their organization’s success over the next 12-18 months, making it this year’s top trend. Yet, only 12% feel “very ready” to address this issue, showing a clear “readiness gap.” Expat well-being does not stop at healthcare considerations and should not only be prioritized during emergencies. Expat well-being should also entail social, emotional, and financial aspects. Those are natural aspects in which highly mobile employees are automatically more at risk. Factors such as stress, mental health, family and financial issues, and demotivation or failed assignments should put the mobility team on full alert. We need to get back to providing a service that is essentially a human experience. Especially, to improve the expat’s well-being it is extremely important that they have contact with people from inside and outside the company to which they can talk to. 

Undoubtedly, the current crisis pushes companies to accelerate their strategies to ameliorate expat well-being, potentially enabling a better work-life balance. There are plenty of good reasons to make investments to improve well-being: Burnout impacts employee retention, employees with higher well-being are more likely to feel engaged at work and recommend their organizations, and to some extent, well-being drives organizational performance (Deloitte, 2020).

7 – Deal with Harder Immigration Compliance 

Even before this global pandemic, the waiting time organizations had to face before holding all the authorizations required for an employee to travel abroad for business was becoming increasingly longer. The quicker visa to obtain, that for short-term business travels, are not intended for productive work or long-term assignments. Many countries are enforcing measures more actively against illegal employment. A growing number of employees have to pay pricey fines, and some even undergo criminal punishments. 

Problems only increase when the employee is accompanied by their spouse who travels on a holiday visa and then tries to find a job in the new host country or get a local driver’s license. 

Undoubtedly, the unexpected crisis caused by the widespread presence of COVID-19 has made immigration compliance and timelines for assignments even more complicated for organizations wanting to send their employees abroad, repatriate or transfer them to a third country. Also, companies might be losing key talent now that the job market is picking up if they had to wait for their assignments, sitting on packed suitcases for more than a year.

In a world where business travel, secondments, and overseas relocations are routine, the resulting level of disruption caused by the restrictions on movement that governments set in place to combat the spread of the pandemic is unprecedented. With companies working hard to prioritize their staff’s well-being, another whole set of legal challenges arise. In such a rapidly changing scenario, some mobile employees might remain stranded in their host country or a transit country or even risk overstaying their visas. Some of the measures that governments around the world are enacting are temporary, but others could have a more negative effect on business in the near future. 

  1. Entry restrictions and an increased number of admission criteria for citizens of certain countries, including bans on some high-risk locations.
  2. Heightened eligibility criteria and application requirements where visas are issued, including suspension of visa waiver agreements and more detailed document requirements for new applications.
  3. Longer lead times for applications and discrimination in the selection leading to class systems of vaccinated versus non-vaccinated applicants.

8 – Embrace Digital Innovation

In the past 24 months, many organizations have focused on digitization (moving to more digital formats) and digitalization (strategically shifting to digital processes and activities) of the mobility function. Many consider technological breakouts to be a megatrend. One of the biggest challenges is to incorporate technology into the business in a way that adds value to the company and its employees. One positive example of digitalization is reporting assignees through an intuitive HR system and tracking assignees through security apps such as the International SOS assistance app.

Companies’ level of ‘digital engagement’ depends on how “digitally mature” their global mobility programs already are. Some might be just ‘exploring digital,’ using robotics to carry out simple and repetitive tasks, while others might be already ‘becoming digital’ with a formal digital strategy set in place. 

Mobility functions are already experiencing success where automation is implemented to perform tasks that humans would generally be assigned, such as ending routine emails or copying and pasting information from public or private sources. In turn, workers are given higher-value tasks for the benefit of the mobility function. By adopting and introducing those techniques into existing processes, GM teams will focus on diminishing costs, increasing productivity by improving operational efficiency, and retaining talent. Some of the latest HR systems like Success Factors or Workday offer basic workflow functions for international assignments but cannot yet run the full process with all the external vendors involved. Data needs to be shifted from the HR System to the vendor platform but an integrated solution has to be found to do this efficiently while still respecting GDPR and Data Security.

Robotic Process Automation (RPA) technology is another interesting use of AI in the field. It is already being used to speed up administrative/transactional processes in mobility functions. Equally important is that automation can also reveal itself as crucial in reducing hierarchical thinking. If you want to read more about this topic then this article on our blog might be of interest to you. 

Core office technologies such as telephone, word processing platforms, and email have already evolved to expand connected and collaborative working possibilities. Expats can now access the latest information, join video conferences, share and work on the same documents or workspace at their convenience, from a device and location of their choice. It is a great aid tool for managing assignee package creation. It makes it possible for Global Mobility teams to stay in close communication with their assignees abroad. 

As for Augmented and Virtual Reality (AR and VR, respectively), they can transform the employee’s onboarding experience into the organization or allow them to meet and collaborate with colleagues in other countries. Additionally, it can be used to virtually recreate cities to immerse oneself in the new environment before deciding to move there.

According to Deloitte (2020), AI is projected to add US$13 trillion to the global economy over the next decade. It is no wonder that in their 2020 Global Human Capital Trends Survey, 70% of the respondents stated that their organizations were exploring or using AI to some extent. At this point, the question is not whether AI will affect jobs but rather how. Reducing costs by replacing the workforce with AI technology is not the only viable path: 60% of the surveyed organizations use AI to assist rather than replace workers. 

By using smart devices to predict, detect and prevent risks in moving people around the globe, AI is already helping organizations go beyond traditional ways of managing the global workforce. With the massive increase of the data volume available to organizations, the emergence of advanced AI-based algorithms, and the growing availability of data scientists, systems become increasingly self-managing and potentially self-defending against risks.  

For regular updates on Global Mobility you can order “The Global Mobility Workbook (Third Edition)” via your favorite bookseller and sign up to our readership here:

https://globalpeopletransitions.com/become-a-reader-of-the-global-people-club-sandwich/

If you wish to bulk order please contact our team here.

https://www.angieweinberger.ch/gmwb/

References 

Websites

Dictionary.cambridge.org. (2021). multi-skilling. Retrieved 18 August 2021, from https://dictionary.cambridge.org/dictionary/english/multi-skilling

Mercer. (2021a). Global mobility policy flexibility in practice. Retrieved 18 August 2021, from https://mobilityexchange.mercer.com/Insights/article/Global-mobility-policy-flexibility-in-practice 

Mercer. (2021b).The rise of virtual assignments. (2021). Retrieved 18 August 2021, from https://mobilityexchange.mercer.com/insights/article/the-rise-of-virtual-assignments 

Mercer. (2021c). Upskilling the Mobility Function. (2021). Retrieved 18 August 2021, from https://mobilityexchange.mercer.com/Insights/article/Upskilling-the-Mobility-Function 

Mercer. (2021d). Talent mobility: looking ahead. Retrieved 18 August 2021, from https://mobilityexchange.mercer.com/Insights/article/Talent-mobility-looking-ahead

Books and Reports

AIRINC. (2021). Mobility Outlook Survey 2021. Retrieved 18 August 2021, from https://www.air-inc.com/mobility-outlook-survey-2021/ 

Crown. (2019). Big Global Mobility Trends to Watch in 2019. Retrieved 18 August 2021, from https://www.crownworldmobility.com/wp-content/uploads/2019/02/Big-global-mobility-trends-to-watch-in-2019-CWM.pdf 

Crown. (2020). Big Global Mobility Trends to Watch in 2020. Retrieved 18 August 2021, from https://www.crownworldmobility.com/wp-content/uploads/2020/03/Big-global-mobility-trends-to-watch-in-2020-CWM.pdf 

Crown. (2021). Five Standout Talent Mobility Trends for 2021. Retrieved 18 August 2021, from  https://www.crownworldmobility.com/wp-content/uploads/2021/03/5-standout-talent-mobility-trends-for-2021_digital-CWM.pdf

Deloitte. (2019). ’Global Workforce Insight 2019.’ Deloitte. Retrieved 18 August 2021, from https://www2.deloitte.com/content/dam/Deloitte/ch/Documents/tax/deloitte-ch-Back-to-the-future-global-workforce.pdf

Deloitte. (2020). ‘2020 Deloitte Global Human Capital Trends Survey. Deloitte.’ Deloitte. Retrieved 18 August 2021, from https://www2.deloitte.com/content/dam/insights/us/articles/us43244_human-capital-trends-2020/us43244_human-capital-trends-2020/di_hc-trends-2020.pdf 

FIDI. (2019). ‘2020 Vision: A Focus on Next Year’s Trends.’ FIDI Global Alliance. Retrieved 18 August 2021, from https://www.fidi.org/blog/2020-vision-focus-next-years-trends 

Hershbein, B. and Khan, L. B. (2018). ‘Do Recessions Accelerate Routine-Biased Technological Change? Evidence from Vacancy Postings.’ American Economic Review. Vol. 108, no. 7, pp. 1737-72. Retrieved May 27, 2020, from https://www.aeaweb.org/articles?id=10.1257/aer.20161570

KPMG. (2020). Global Assignment Policies and Practices Survey. Retrieved 18 August 2021, from https://assets.kpmg/content/dam/kpmg/xx/pdf/2020/10/gapp-2020-survey-web.pdf

KPMG. (2021). Global Mobility Forecast: Trends in Risk, Talent and Digital. Retrieved 18 August 2021, from https://assets.kpmg/content/dam/kpmg/xx/pdf/2021/02/global-mobility-forecast-trends-in-risk-talent-and-digital.pdf 

Mercer. (2017). Worldwide Survey of International Assignment Policies and Practices. Retrieved 18 August 2021, from https://www.imercer.com/products/WorldwideIAPP

Mercer, (2019). ‘Flexible Mobility Policies Survey.’ Retrieved 18 August 2021, from https://mobilityexchange.mercer.com/solutions/data-solutions/policies-and-practices-surveys/flexible-mobility-policies-survey

PWC. (2016). Women of the World: Aligning Gender Diversity and International Mobility in Financial Services. Retrieved 18 August 2021, from https://www.pwc.com/gx/en/industries/financial-services/assets/women-of-the-world.pdf 

More Sources

Baker McKenzie. (2019). ‘The Global Employer: Focus on Global Immigration and Mobility.’ Baker McKenzie. Retrieved May 27, 2020, from https://www.bakermckenzie.com/en-/media/files/insight/publications/2019/12/the-global-employer-focus-on-immigration-and-mobility_041219.pdf

Beck, P., Eisenhut, P. and Thomas, L. (2018). „Fokus Arbeitsmarkt: Fit für die Zukunft?”. Stiftung Zukunft.li. Retrieved 28 May, 2020, from https://www.stiftungzukunft.li/publikationen/fokus-arbeitsmart-fit-fuer-die-zukunft 

Bertolino, M. (2020). ‘How Covid-19 Is Disrupting Immigration Policies and Worker Mobility: A Tracker’. Ernst and Young. Retrieved May 28, 2020, from https://www.ey.com/en_gl/tax/how-covid-19-is-disrupting-immigration-policies-and-worker-mobility-a-tracker

Hauri, D., Eisenhut, P., and Lorenz T. (2016). „Knacknuss Wachstum und Zuwanderung: Hintergründe und Zusammenhänge.” Stiftung Zukunft.li. Retrieved 28 May, 2020, from Knacknuss Wachstum und Zuwanderung

Robb, A., Frewin, K. and Jagger, P. (2017a). ‘Global Workforce Trends: The Impact of the Digital Age on Global Mobility.’ Deloitte. https://www2.deloitte.com/content/dam/Deloitte/uk/Documents/tax/deloitte-uk-global-mobility-trends-latest.PDF 

Robb, A., Frewin, K. and Jagger, P. (2017b). ‘Global Workforce : Digital Innovation in Mobility.’ Deloitte. https://www2.deloitte.com/content/dam/Deloitte/fi/Documents/tax/deloitte-uk-digital-innovation-in-mobility.pd 

How we Create Space at the Table for Female and Minority Talent – Six Tactics for Global Mobility
Rainbow Logo

Biases and prejudices are burdens that confuse the past, threaten the future and render the present inaccessible” ~  Maya Angelou. 

Although international organizations have Diversity and Inclusion objectives, in the vague sense of it as it were, yet according to a report by KPMG, 2018, many are falling short due to failure to understand how Diversity and Inclusion impact Global Mobility programs. 

Another survey by KPMG highlighted that the majority of Global Mobility Programs do not have specific Diversity and Inclusion objectives as part of their department’s strategy. 70% of the companies that do have diversity and inclusion practices in place stated that this was due to a strong business case for diversity across all areas of the business. 

At this juncture, it is important that we define “Female and Minority Talent”. While what you consider as a minority will depend largely on your home base country, where your headquarters is based, I recommend that you consider all of these groups:

  • BIPOC: The acronym BIPOC refers to black, indigenous, and other people of color and aims to emphasize the historic oppression of black and indigenous people.
  • LGBTQ+: LGBTQ+ stands for Lesbian, Gay, Transgender, Queer, and other sexual identities and genders.
  • Religious and cultural minorities in your home and host countries.

We previously discussed the obstacles women face in Global Mobility. We also raised the why question. This is about the how.

As rightly posited by Tom Paton, diversity is slower to gain reception in areas where prejudice or centuries of deep-rooted behavior may persist. Unconscious bias is when a Sponsoring Manager is preparing to send only white men abroad to fill a business gap. 

What you will see is often unconscious bias against female talent because the Sponsoring Manager assumes that a woman has a house to keep and children to raise. Sometimes the prejudice is just as simple as “women don’t do this kind of job or can’t work in this country”. There is a strong stereotype that women with children don’t want to work abroad. 

Meanwhile, data shows that 88% of women feel that they need to go on an international assignment to advance their careers (PWC, 2016). The study shows that 73% of women in Financial Services wish more transparency on opportunities overseas. The lack of transparency in overseas opportunities leads minority groups and women to be underrepresented as they are not aware of the opportunities. 

Consequently, companies have smaller talent pools as the communication of overseas opportunities is often rather ambiguous. The outcome of the survey by KPMG brings a little hope in this aspect, as nearly half of the companies surveyed indicated that the review of their Global Mobility processes will result in broadening communication to employees about opportunities. 

We all want to maximize the potentials of our pool of resources. 

There is enough evidence that companies having both gender diversity and ethnic and cultural diversity are more likely than ever to outperform their less diverse peers. 

McKinsey’s most recent report ‘’Diversity Wins’’ outlines that companies in the top quartile for gender-diverse executive teams are 25% more likely to have above-average profitability than companies in the fourth-up quartile. The outcome for ethnic and cultural diversity is equally appealing. Therefore, the business case for diversity and inclusion is clear, it is time for us to take matters into our own hands.

Here are our top six tactics to give female and minority talent a seat at the Global Mobility table.

1 – Identify Strong Candidates: This boils down to eliminating all forms of prejudices, stereotypes, and biases. Regardless of being male or female, it is important to create a system of identifying those who are qualifying for international work and projects. The key points to consider for an ideal selection are performance, potential, and if needed proficiency with the relevant languages. Use your performance and potential data and don’t just rely on “gut” feeling about candidates. Make sure that you have “hard skills” added to your HR System so you can search talent by language or IT skills.

2 – Select Candidates Based on Intercultural Sensitivity Tests: Every candidate that meets the requirement for being sent on an assignment should go through an intercultural sensitivity test.  We must stop making the assumption that women with children are unwilling to take up an international assignment.  Not only can women be willing to receive an assignment, but they are just as capable of accomplishing great things and succeeding as their male colleagues.  On another note, the potentially stressful or dangerous context in the host location might be a deterrent for some employees, but before assuming, have a conversation with your potential assignee. You have to ensure that your selection process is based on data and facts, rather than sentiments. Work with a professional to assess their intercultural competence. At GPT, we use assessment tools such as the Intercultural Development Inventory or  Individual Cultural Blueprint Indicator.

3 – Provide Global Guidelines for Recruiters: This sounds simple yet very profound. We have witnessed the surge of different “expatriates” such as Cross-Border Commuters, Virtual Assignees, Global Nomads, International Business Travelers, and Commuters. In Global Mobility, if we want to be inclusive, we need to offer support to all of these people, their families, and their needs have to matter to us. Here are my ideas for your global recruiting guidelines. 

4 – Enhance Intercultural Intelligence Across all Levels: “Intercultural intelligence means suspending judgment until enough information about the other person becomes available; paying attention to the situation; cross-cultural training that increases isomorphic attributions, appropriate affect, and appropriate behaviors; matching personal and organizationally attributes; increasing the probability of appropriate organizational practices”  Now is the time to promote intercultural intelligence within your workforce population. Offer “Unconscious Bias” training for your senior managers and ensure your senior managers lead a diverse workforce. Expose them to other cultural styles.

5 – Offer an open Job Platform: Most companies work like Twitter. You have fans and followers and people who watch what you are doing closely. Instead of organizing talent programs, you can make your global job market transparent. All talents want to be given a fair chance at success and you need to find ways to motivate more introverted busy bees as well. Part-timers often need more recognition and sponsors who help them be seen for opportunities. 

You might want to rewrite all your job postings to be more inclusive and reduce the white male-dominated language. You also need to reduce the profiles so they match real professionals. As I mentioned in “The Global Career Workbook” most job profiles I’m reading have been written for Superman and Wonderwoman. According to a study by Hewlett-Packard, women only apply for jobs when they meet 100% of the requirements while men already do so if they meet 60% of them. This finding is often quoted in articles to prove that women lack confidence. It is never wrong to boost up your confidence, but the reason behind the figures seems to be something else. 

According to an article by Tara Sophia Mohr, the reason why women apply less quickly is because of the bias that women need to meet more qualifications than their counterparts. Secondly, from a young age girls are being taught to follow the rules and are being rewarded for doing so. This often leads to a rule-following habit that makes women believe that if they don’t meet all the requirements, that they shouldn’t waste their or the HR Manager’s time and energy. So, don’t post vacancies that only heroes can fulfill as you will miss out on many potential candidates. 

6 – Target Your External Job Ads to Female and Minority Talent: When you post a job profile on LinkedIn, you can pay for as much or as little exposure as you want and target it to a very specific audience. Indeed, if you manage your campaign effectively by targeting Female and Minority Talent you not only show your support, you also help your brand. Mention that you wish to hire women and minorities explicitly. Posting jobs online is like getting applicants in real-time. Online announcements can help you either increase your efforts to attract more candidates or even prevent candidates from applying if you’ve already found the right person for the job. If you are looking for younger recruits in particular, then e-recruitment is probably the single most effective and efficient strategy possible; in the US, for instance, 98% of the 18–29 age group are active internet users. It can help if you build a fan base through a specific topic and use this fan base for building your female and minority talent pipeline.

We’re offering a series of free workshops in advance of our upcoming #HireMeExpress fall group program.

Workshop 1:  Partnering Masters – Building Effective Relationships 

with Angie Weinberger
Thursday, 24 June 21 

from 4 PM to 5 PM CET

Workshop 2: Powerful Missions – Having a Voice in a Sea of Noise 

with Angie Weinberger
Thursday, 1 July 21 

from 4 PM CET to 5 PM CET

Workshop 3: Planning Money – Bringing Financial Security to your Life 

with Keren-Jo Thomas
Thursday, 8 July 21 

from 4 PM to 5 PM CET.

We promise friends, fame, and finances.

#hiremeexpress #humantouch #globalmobility #expats #digitalnomads #networking #minorities #diversityinclusion #financialplanning #retirement #friends #fame #jobalert #jobs

Please sign up here to receive all updates on our workshops, the 19 POINT FRESH RESUME CHECKLIST, and our special offers:  http://eepurl.com/hitraT.

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https://globalpeopletransitions.com/the-ultimate-holiday-reading-list-for-expats-to-reinvent-themselves-start-2021-with-a-plan/ 

Why we Need to Push for More Minority and Female Expats in Global Mobility

https://globalpeopletransitions.com/why-we-need-to-push-for-more-minority-and-female-expats-in-global-mobility/

Every Expat and Spouse Should have the Best Experience – Why we Need to Transform Global Mobility

https://globalpeopletransitions.com/every-expat-and-spouse-should-have-the-best-experience-why-we-need-to-transform-global-mobility/

https://www.globesmart.com/blog/four-ways-organizations-can-support-their-lgbtq-employees/

References:

KPMG. (2018a). Inclusion and Diversity: How Global Mobility can help move the Needle. KPMG. Retrieved May 13, 2020, from https://assets.kpmg//content/dam/kpmg/xx/pdf/2018/06/global-mobility-inclusion-and-diversity-how-gms-can-help-move-the-needle-FINAL.pdf

Kramer, S. (2018). How Inclusion and Diversity Impact Global Mobility Programs [Report]. Retrieved 15 June 2021, from https://fowmedia.com/how-inclusion-and-diversity-impact-global-mobility/ 

McKinsey & Company. (2020). Diversity Wins: How inclusion matters [Report].
https://www.mckinsey.com/~/media/mckinsey/featured%20insights/diversity%20and%20inclusion/diversity%20wins%20how%20inclusion%20matters/diversity-wins-how-inclusion-matters-vf.pdf

Paton, T. (2021). DiversityBusiness.com | News. Retrieved 15 June 2021, from http://www.diversitybusiness.com/news/diversity.magazine/99200881.asp 

PwC. (2016). Women of the world: Aligning gender diversity and international mobility in financial services. Pwc. https://www.pwc.com/gx/en/industries/financial-services/assets/women-of-the-world.pdf

Why Women Don’t Apply for Jobs Unless They’re 100% Qualified. (2014). Retrieved 15 June 2021, from https://hbr.org/2014/08/why-women-dont-apply-for-jobs-unless-theyre-100-qualified 

Avoiding Global Talent Acquisition Failure – Six Basics to Add to Your Recruiting Guideline – Part 3
Hiring Talent from the Globe

I’m on a MISSION to bring the HUMAN TOUCH back into Global Mobility. One theme that I see more now is that we Global Mobility Professionals are involved in the recruiting of Global Talent. This makes a lot of sense when you consider that we have the knowledge and skills to deal with most of the challenges that hiring people from other countries brings. However, since in most organizations we are not officially responsible we don’t get the resources we need to deal with recruiting professionally. Hence, we can consult but not support. So, dear recruiters, I hope this is helpful.

Lifestyle Expats, or Self-Initiated Expats (SIEs), are an important factor in today’s global force and the actual circumstances suggest the phenomenon is on the rise (Habti & Elo, 2019). In fact, thanks to technological changes, such as online recruiting, the labour market has become more international and more fluid and made the process of filling jobs internationally (internally or externally the organization) much simpler. As a consequence, an increasing number of professionals consider working abroad a realistic career option and there are growing opportunities to identify and eventually find a job abroad.

We are in the middle of an unprecedented global crisis, which is bound to create a stronger recession than the 2008 financial crisis, and the war for talent is as heated as ever. 

Specialized Subject Matter Experts are increasingly hard to find and when you turn to places rich in talent such as Singapore and certain areas of the US like Boston and the Silicon Valley, that’s of course where competition is already extremely high. Moreover, there is no real point in stealing from the competition if you aim at bringing in innovation. 

It’s 2020 and the global workforce is as varied as ever, with five generations working side by side and companies striving to fulfill all their D&I goals (gender/religion/ethnicity/sexual orientation). As cited by Forbes, diversity plays an ever more important role in recruitment and is proving to be directly correlated with an increased revenue for the company (Boston Consulting Group, 2018; KPMG, 2018). 

Yet, relocation policies have historically been a one-size-fits-all model and are often still struggling to include points such as religion, ethnicity, age, disability status, working mothers, non-traditional family units, etc. 

Make sure your Global Mobility policies acknowledge and support your employees’ varying needs to make them feel more encouraged to accept International Assignment. The point is to ensure that deserving and promising talent does not experience barriers to success.

Demographic changes will require highly-skilled migrants to fill positions as turnout of university graduates declines in developed countries. Also at the EU level and among the Member States there is consensus on the need to address labour market shortages, worsened by the deepening demographic crisis and skill mismatch (Platonova & Urso, 2012).

Even rich countries like  Liechtenstein, (Beck et al., 2018; Hauri et al., 2016) may have a hard time attracting talent. Other more traditional expat hubs, like Singapore, London, New York City, the UAE, Hong Kong and Switzerland, continue leading the ranking despite the high costs of living. In this case, according to the 2020 Global Talent Competitiveness Index, what really makes the difference are their socio-economic policies in which talent growth and management are central priorities. 

Perhaps even more important to acknowledge is that the world of work as we knew has already changed. With new technology enabling employees to work almost anywhere and anytime, the classic ‘nine to five’ is outdated. In an article published by Sage People even before the pandemic changed companies’ approach, figures speak for themselves:  not only do 50% of the US interviewees say they’d like to be more mobile at work, but a good 54% would change job if it meant more flexibility.

In Global Mobility, Virtual Assignments are an opportunity to give employees the much longed-for flexibility they seek. Despite Virtual Assignments having always been on the rise since the widespread implementation of the internet, it’s easier to see how they’re going to be even more numerous in the aftermath of the Corona-crisis. In fact, never before have so many employees worked remotely in order to guarantee essential business continuity. 

But there is another side of the medal, and this is the portion of talent who seek international experience as part of their decision to join a company.  In particular, overseas assignments are becoming more appealing among Millennials, who often see the opportunity to live and work abroad as more rewarding than a pay rise. They are called Digital Nomads or Telecommuters. According to Smart Gear, 90% of digital nomads plan on working remotely for the rest of their careers, while 94% of them encourage others to try Digital Nomadism themselves.

Whether or not you’re having troubles attracting talent, here are six basics to add to your recruiting suite that you should consider during and after the recruiting process. 

1 – Make Sure They Have a Realistic Picture of What it’s like to Live in Your Expat Hub

Try to put yourself in the mind of a candidate who is contacted by a company in a foreign location. What’s the first thing that you would like to know? Salary? Job title? The direction of the company? Probably none of these things, but rather: “Why would I want to move there?”

Moving continents, or even “just” countries, isn’t a decision that can be taken on the potential of a great office view only. Instead, candidates need to know what the place looks like, what language is spoken, where they (and maybe their families) would live and whether they would fit in.

It is useful to include this information on your careers page so as to make it more of a relocation portal and less of a job listing. Workable offers a service to help you in this process. Not only will candidates benefit from this information, but so will your company: showing what candidates want to know during the overseas job hiring process builds your credibility from the beginning.

This type of thinking is beneficial for companies at every level, whether you’re hiring someone 70 or 7,000 miles away.

2 – Help with the Move of Household Goods

Among Expats and Expat Spouses, the phase of moving abroad is often cited as the most stressful one. Moving out doesn’t take one day only: there are farewells, often a party, and especially when small kids are involved, the family needs to stay with friends or in a hotel room. While Expats are still busy handing their work over and finalizing conversations with clients, Expat Spouses are often alone in coordinating all the logistics behind the move. That’s why it is important that they are connected with a moving company. Having someone who takes care of their house goods until they are settled in the new location surely spares the Expat family from a lot of stress. 

If you are looking for a relocation company, consider paying a visit to the Keller Swiss Group. They offer relocation services, household removals, business relocation and household storage services, both in Switzerland and worldwide.

3 – Organize Support with Immigration 

Organizing support with immigration is definitely another helpful and efficient way of helping the expat family during the stressful pre-assignment phase. In recent years, the process of obtaining work permits and visas has become more complex. Letting Expats and Expat Spouses navigate this sea of bureaucracy all alone would put on them an incredible and unnecessary amount of stress. 

When it comes to immigration compliance, each case is different and needs to be examined thoroughly. Some relocation companies, like BecomeLocal in Switzerland, are specialists in this field. They can help you handle the permit process, write applications and submit to the authorities, instruct professionals and executives to obtain visas, sparing your organisation and the expat family a lot of hustle.

4 – Provide Spouse Career Support and A Pre-Hire Assessment for the Spouse

The effects that International Assignments have on the Expat Spouse’s wellbeing and state of mind are often underestimated. For some Expat Spouses, the sudden change from independent career person to stay-at-home parent has a strong psychological impact, even more so if getting a working visa is not possible.

Coaching is a very powerful tool with which companies can support Expat Spouses. With the help of a Career Coach, some Expat Spouses manage to start their own businesses while living abroad, thus finding deeper fulfillment in the experience.. At Global People Transitions we are specialized in this. If you want to know more about what we do to help Expat Spouses find motivation and new perspectives, visit Global People Transitions or send me an email (angela@globalpeopletransitions.com).

It is also very fair to the Expat Spouse to have a realistic idea of whether their profile actually leads to potential employment in the host market or whether their chances of finding work are slim. An Expat Spouse Coach can also help with a pre-hire assessment for the Expat Spouse.

5 – Consult them on Technical Issues such as How to Get Health Insurance, What to do About Their Taxes 

Once again try to put yourself in the mind of your future employees. They now have a clearer idea of what it means to live in your expat hub and they are positively considering relocating there. Perhaps their spouses and children are coming along. In this preparatory phase, Expats are inevitably very busy with what needs to be handled back at home in their professional and private life. But they also need to be ready for what’s coming next. 

Handling both “back home” and “in host country” can be extremely overwhelming, especially if this means going through important technical issues of a country with a different system and in a language they don’t understand. This is the right time to step in and consult them on important decisions such as which type of health insurance to get and how to do it, but also on how to handle their taxes. If you can’t deliver this in-house we’re happy to help.

6 – Sprinkle Everything with  A Bit More Human Touch

As I said earlier and many times before, HUMAN TOUCH is my MISSION and the key to enhancing the employee experience. Deloitte (2019) proved to be onboard with that when stating that today’s global workforce is attracted and motivated by a more personalised, agile and holistic experience than before. This is why it’s important that you find your way to unlock the HUMAN TOUCH. For example, you can start by welcoming new team members with a hand-written card. You will make their first day a celebration. 

If you wish to review your global recruiting policies or your process please contact me for a proposal via angela@globalpeopletransitions.com.

Resources 

Become Local. Swiss Immigration Adviser. https://www.becomelocal.ch 

Harrison, C. (2019, 19 Sep.). „7 Surprising Statistics about Digital Nomads.” Smart Gear Blog. https://smartgear.travel/7-surprising-statistics-about-digital-nomads/

Hayes, A. (2020, 7 Apr.). „What is a Digital Nomad?”Investopedia. https://www.investopedia.com/terms/d/digital-nomad.asp

Keller Swiss Group. Worldwide Moving Relocation. https://www.kellerswissgroup.com/

MBO Partners. (2018). „Rising Nomadism: A Rising Trend.” MBO Partners, Inc. https://s29814.pcdn.co/wp-content/uploads/2019/02/StateofIndependence-ResearchBrief-DigitalNomads.pdf 

Montilla, E.  (2020, 17 Jan.). „Achieving workplace diversity through recruitment in tech.” Forbes. https://www.forbes.com/sites/forbestechcouncil/2020/01/17/achieving-workplace-diversity-through-recruitment-in-tech/#2214496a1359

References

Beck, P., Eisenhut, P. and Thomas, L. (2018). „Fokus Arbeitsmarkt: Fit für di Zukunft?”. Stiftung Zukunft.li. Retrieved 28 May, 2020, from https://www.stiftungzukunft.li/publikationen/fokus-arbeitsmart-fit-fuer-die-zukunft 

Boston Consulting Group. (2018). „How diverse leadership teams boost innovation.”, BCG. Retrieved 28 May, 2020, from https://www.bcg.com/publications/2018/how-diverse-leadership-teams-boost-innovation.aspx 

KPMG. (2018). „Inclusion and Diversity: How Global Mobility can help move the Needle”, KPMG. Retrieved May 28, 2020, from https://assets.kpmg//content/dam/kpmg/xx/pdf/2018/06/global-mobility-inclusion-and-diversity-how-gms-can-help-move-the-needle-FINAL.pdf

Habti, D and Elo, M. (2019). Global Mobility of Highly Skilled People. Cham, Switzerland: Springer. 

Hauri, D., Eisenhut, P., and Lorenz T. (2016). „Knacknuss Wachstum und Zuwanderung: Hintergründe unde Zusammenhange.”Stiftung Zukunft.li. Retrieved 28 May, 2020, from https://www.stiftungzukunft.li/application/files/3215/1635/3318/Knacknuss_Wachstum_und_Zuwanderung_Endfassung_22_11_2016.pdf

Platonova A. and Urso, G. (2012). „Labour Shortages and Migration Policy.” International Organization for Migration. Retrieved May 28, 2020, from https://publications.iom.int/system/files/pdf/labour_shortages_and_migration_policy.pdf?language=en