Role of human resources important in developing personalized program for employees
Business travel can be complicated. It takes people away from their family, friends and regular routine, and can place them in unfamiliar situations.
A relocation can be even more complex. Uprooting an employee is a huge undertaking, so it’s imperative that a company’s HR team is equipped with the right tools for a successful transition. As one of the most significant experiences an employee will have with their company, the relocation process must be organized, thorough and as efficient as possible.
When American Express Global Business Travel (GBT) — which has about 12,000 employees in 120 countries worldwide — relocates an employee, it is to strengthen GBT’s presence, enhance a leader’s skills with cross-border experience or to introduce a certain skill set to a country.
As a sizeable investment for all parties involved, HR needs to ask some sometimes-difficult questions such as: “Why does this employee need to relocate?” “Does he offer a certain skill?” “Is he a strong leader?” “Is he flexible?” “Does he easily adapt to change?”
When a relocation is approved, a conversation to understand the motivations and expectations should be scheduled. Remember that the company is not only moving a team member, it’s often moving her family too.
By understanding what drives an employee — what her must-haves are and what she’s willing to compromise — HR can begin to develop a personalized program that accommodates her needs.
Relocation is a major change for everyone involved, so regular updates to the family are a must. In today’s fast-paced world, days at the office can fly by in the blink of an eye. Family members set to relocate are often at home waiting to know where they are going to live, when they are leaving, how their pet is getting to the new location or what ground transportation will be available upon arrival.
As the mechanics of relocation often fall onto loved ones, prioritizing their needs at every stage goes a long way and helps ensure a smooth transition.
And since employees may be disclosing information they never thought they would with an employer, sensitivity is key. Facts such as how old their children are or if they have special needs are the kinds of insights that will help with tasks like finding the best schools and neighbourhoods.
Sharing lifestyle habits and expectations is essential too. For example, if the employee and his family have certain preferred neighbourhoods or want to be able to drive at the new location, that needs to be disclosed and discussed as the cost of living in different regions and parts of the world can vary drastically. As relocation greatly affects an employee’s personal life, transparency is paramount.
Third-party support
And while it is the HR professional’s responsibility to become well-acquainted with the new territory, working with third-party suppliers and local experts is a regular practice at GBT. Experts can share invaluable insights and help lessen the cultural shock for employees, depending on how diverse the new destination is.
Scheduling a destination assimilation with the family before making the move is a great first step to help reduce surprises or unnecessary mistakes. Their familiarity with location nuances, social customs and the political environment can make all the difference during a relocation.
Partnering with reputable accounting and immigration firms can also make a significant and positive impact on technical matters such as taxes, pension plans and visa applications. It’s best to include them as early as possible in the process, and openly compare the traveller’s current role to the new one in terms of compensation, benefits and other company perks.
HR managers will need to let them know how long the employee is staying for and at what point the person will be taken off housing support. HR will also need to know the employee’s base pay, salary and currency expectations. This aspect of relocation can be one of the most challenging and paperwork-heavy, making it incredibly important for everyone to be on the same page.
Keeping policy and expectations clear, while providing relocated employees access to the issues that matter most to them, can positively affect the success of the move.
Once the relocation has happened, keeping the door open for conversation and providing support to make travel home easy is highly encouraged. While the relocation may be complete from a logistical point of view, it is a significant change for the employee and her family, and ensuring they feel valued and supported after the move is essential.
Patricia Huska is the Boston-based vice-president of human resources at American Express Global Business Travel, a joint venture that is not wholly owned by American Express company or any of its subsidiaries.
