TODAY in LA’s Century City  2029 Century Park East, 34th floor, LA 90067  PARKING Century Club Lot: 10131 Constellation Blvd Los Angeles, CA 90067  $16(3 min walk) walk NE on Constellation toward CenturyParkE 0.1 mi;Turn right…  1950 Av of Stars Park: 1950 Avenue Of The Stars Los Angeles, CA 90067$16 *cash only;(6 min walk) SE on Ave Stars toward Constellation, 410 ft;   left onto Constellation 0.2 mi,  right onto CenturyParkE …Westfield CenCity: 10250 Santa Monica  $30 (10 min walk) go SE to CenturyPakWest to Constell 299 ft go left to Constellation 0.4mi right  200ft

 4PM  RECEPTION Hotel AKA West Hollywood 8500 Sunset Boulevard …at LaCienega

Conference News...GET INFO (+1)619.787.3100 txt/tlk email Boston 12July at KPMG, Two Financial Ctr, 60 SouthSt 02111 10 JULY Wall Street; State of Employee Relo Toronto 27June 80 Spadina #201 M5V2J4 25 July Phoenix-bound companies Miami LatAm 2Aug host KPMG LLP Friday, Aug10 SAN DIEGO Business Travel LUMP to get it done right...NYC 10 July BOSTON 12 July TO 27 June; PwC partner VC keynotes WALL STREET BRIEFING July10 sit down with Microsoft, AutoNation, Siemens, AmericanTower AUG2 Miami BOSTON IQ 12 July at KPMG Get the PRESS PASS; get free registrations all year ROCK STAR nextgens wanted for Seattle panel OCT15 Microsoft joins faculty MIAMI 2 August AutoNation joins faculty MIAMI 2 August Siemens joins faculty MIAMI 2 August BGRS joins faculty MIAMI 2 August ATB Furnished Housing at MIAMI KPMG 2 August


July 10 at the historic DOWNTOWN ASSOCIATION

60 Pine Street, NY 10005

VC and Tech expert on Mobile Employee Compliance keynotes “State of the Industry”  business travel & relo

Mr Anupam Singhal, CEO & CoFounder, Monaeo …Tech/Analytics helping business travelers live and work better.  Anupam is a former Principal at Silver Lake. Prior to that he worked at General Atlantic as a growth investor and in M&A at Morgan Stanley. Anupam holds an MBA from Harvard Business School.  Co-founders Anupam Singhal and Nishant Mittal started Monaeo in 2011 after personally experiencing the pain of audits caused by business travel. They realized that in a world where everyone from Google to ad agencies can access location data, no one was using technology to help travelers harness their own data. Today Monaeo is a robust location data platform that helps both companies and individuals make smarter decisions so that they can live and work better.

thought-leader and cosponsor

L A  June 21

 NEW YORK  July 10

 June 27 TORONTO hosts




GLOBAL HR’s Role Accelerating NextGen

Compliance / Risk  GDPR/Immigration/Tax/Tech

NextGen assignment types …. destinations

Duty of Care

GIG economy

Brynne Kennedy   CEO & Founder, Topia,  said:

As the C-Suite discusses how to design their companies for an agile and digital future, Topia is the infrastructure that makes it happen successfully and responsibly.

Global mobility is the area that powers global business, skills and business matching, and the movement of employees from old jobs to new jobs amid technology change.

As these trends and automation progress, companies are tackling how best to redesign, reskill and redeploy talent.

Students (at Stanford) discussed both the moral and business imperative to do so, the shift to enterprises thinking about their workforces with three distinct segments – traditional employees, gig economy workers- and mobile employees, and what Topia and others are doing to enable this future.”

BOOK YOUR SEAT for July 12

$195 or lower…


 get info…

CONTACT 619.787.3100 (txt/tlk)

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Future of NAFTA?  

June 27 in Toronto and July 25 in Phoenix join GlobalBusinessNews roundtable…participate… learn from experts who will provide practical insight. Connect better… get info and book your seats txt/tlk 619.787.3100

FocusEconomics analysts are unanimous in expecting that NAFTA will survive negotiations but are divided on the nature of any expected changes to the original agreement. Most argue that modifications to the existing deal will be relatively minor, while some see more major changes as a prerequisite to a successful update:

“More than 230,000 Arizona jobs depend on trade with Mexico and Canada.

Nearly half (47%) of our exports are destined for customers in Canada and Mexico, generating more than $10 billion in export revenue.” ~ Glenn Hamer,  President & CEO; Arizona Chamber of Commerce and Industry



world’s #5 economy / GDP

Aug 10 San Diego


luncheon roundtable at MISTER A’s

Strategically Mobile Talent

Business Travel & Relos 


in SAN DIEGO for an unforgettable experience.  CONTACT GlobalBusinessNews  619.787.3100 txt/tlk email


Global Workforce Trends

“There is no denying that “Global Mobility” is growing in importance; 68% organizations agree that a ‘mobile workforce is an enabler of business and talent strategies.

These companies need global mobility to develop leaders of the future, attract and retain top talent and to develop a global mindset.

Companies have clearly recognized that in order to achieve inorganic growth, that in order to be the disruptor – than be disrupted – they need focus on newer markets.

This brings the challenge of talent placement and the need to have the right people at the right place at the right time.

In the pursuit of navigating the geopolitical environments, this becomes an even more pressing need.”

Guest Editorial: European view


Geoffrey Matthews, recently retired Vice-President, Head of Corporate Total Rewards; Nestlé Group

In various countries there have been different initiatives to ensure that workers receive a Living Wage, but progress remains stubbornly slow. Just in the UK alone, only one-third of the top 100 listed companies have signed up with the Living Wage Foundation, and much more generally needs to be done across the globe. The UN 2030 Agenda for Sustainable Development calls for countries to “Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all.”

A Living Wage can contribute significantly to this. Without it, workers cannot provide for their own basic needs and those of their families, leaving them to face poverty and hardship.

Nestlé’s recent 2017 Nestlé in Society report shows how the company has made a Living Wage a reality for its employees across the world, through an exhaustive 3-year exercise covering 111 countries where it operates. This was a tremendous project, and I’m proud to have been part of this initiative while working at Nestlé.

Local legislation may be absent or insufficient to deliver a Living Wage, so if progress is to be made, employers need to take the lead in filling this gap. Paying a Living Wage not only shows that employers want to ensure better lives for their workers, it also shows consumers the organisation’s fairness in dealing with others. It makes business sense too in stimulating consumer demand and economic growth, so benefiting society as a whole.

While shareholder return is a focus for many companies, it’s vital that other stakeholders are not overlooked, especially those on the lowest incomes.

So far Nestlé and a few other pioneering companies have tackled this globally, but isn’t it time more employers took action here too?   (Editor’s note: 1st published on LinkedIn March 28, 2018)


Is mobility really an opportunity for employees 

FIGURE 1 Source: Mercer’s 2017 Global Talent Trends Study

By Olivier Meier, Mercer – Munich

Mr Meier is a Principal – Helping Companies Go Global; Consulting, Data/Technology to Support Talent Mobility.


A better alignment between global mobility and companies’ global talent agenda is a precondition for making mobility truly strategic and help companies achieve a significant return on investment with their international assignments.

Looking at the top talent trends and HR priorities, it is interesting to see the potential synergies and mismatches between the talent agenda and the realities of global mobility.

In the 2017 talent survey, opportunity to work abroad is at the bottom of the list of employment aspects that employees perceive as ways to improve their work situation.

This is partly explained by the fact that mobility for less qualified workers is viewed as constrained mobility – i.e. the risk of being the victim of job delocalization as opposed to being offered new opportunities abroad.

The mobility gap between international high flyers and the rest of employees who can be victims of job mobility or are not been considered for international assignments is widening.

This gap has an impact on career progression and might slow down workforce diversity progress (that’s the case with gender parity as discussed in the article about women on assignment.)

The second explanation is that mobility is not always leading to faster promotion in companies despite the hype and declarations of intention (developing leadership is one of HR’s priority and should in theory be supported by global mobility.)

On the contrary, mobility can impact negatively career perspectives by cutting high performers from their peers at the company’s HQ and from their business network or by creating a skill mismatch (skills developed during the assignment might no longer be relevant when back in the home country.)

Furthermore, the absence of global career management coordination could mean that managers might not be even aware of the past achievements of their employees abroad.

Tracking the career evolution of international mobile employees provide useful insights on the real value of international mobility to boost an employee’s career.

Are former expatriates promoted faster (mobility is clearly an accelerator)?

Are they promoted at the same pace as their local peers?

Or slower (mobility is a danger for the employee’s career)?

A disconnection between the official company message about expatriation (expatriation is good for you) and the realities of mobility (I am being passed over for promotion) could lead to attraction and retention issues.


Lateral moves (moving between job types as opposed to being promoted in the same type of job) are not viewed positively: only 14% of employees respond that it could improve their work situation.

Yet, the development of lateral moves – and their acceptation by employees – is critical for retention purposes and to improve skills in fast changing environment. The number of jobs at managerial level is limited and not all highly skilled and talented employees can make it to the top.

For a mobility perspective, the impact of this limit is even greater and partly explains repatriation problems. Companies cannot offer a guarantee to expatriates after their repatriation.

There are objectively not enough jobs of a certain level available in every single country. International assignments tend to increase the skillset of international employees and in some case accelerate promotion – but that leads to increased expectations and ultimately to a retention crisis when employees reach the bottle neck in the managerial path.

Lateral moves are important because they can ease the pressure by increasing the number of possible job options for employees.

In a context of fast workplace changes and digitalization, they are a way to develop new skills and maintain employability.

The future of work is about changing jobs and even career paths frequently as opposed to having a linear career progression.

But this kind of flexible career path can only work if there is a greater degree of recognition and acceptance of lateral moves by both employees and management.

From that perspective, finding ways to strategically moving talent within the company is rightly listed as a top HR priority.


YES or NO…


FIGURE 2: Source: Mercer’s 2017 Global Talent Trends Study


So…What’s Your Opinion? 

Tell us what you think…


and or be a call-in guest on


Posted by GlobalBusinessnewsdotnet on Wednesday, May 23, 2018

Reskill & Upskill Your

LatAm IQ

August 2 in MIAMI

at the offices of KPMG LLP

August 2 MIAMI


You will Learn

How to Achieve

100% ROI on Your Talent Mobility

Keynote workshop by Mr Horace Porras, VPHR LatAm,  American Tower Corporationclick here for the INTERVIEW with Mr Porras

AUG 2 faculty: Siemens, ECA International, American Tower, Microsoft, KPMG LLP, BGRS, Weichert/MIGroup

Some like it


July 25



Growing global mindset

Developing corporate relocations




Guest Editorial: European View

TAKE  2 minutes 

Understand Why Xpat Gender Diversity Matters

… do something about it

… it’s time to accelerate

By Olivier Meier, Mercer

While some companies are making progress, the percentage of women in the expatriate workforce globally is still a paltry 14%, with best performing industries and countries lingering in the 20–30% range. Parity is a long way off.

  • Having international experience is a pre-condition to reaching top managerial levels within many multinational companies. Furthermore, international assignments allow employees to develop essential skills and build a network that can boost their career.
  • It’s not just a mobility question: the low participation of women in the assignee talent pool can put a brake on gender equality at leadership levels. It’s a strategic talent issue.
  • Global Mobility should be part of the solution and help women break the glass ceiling rather than be part of the problem.


  • There are unconscious biases in management and HR thinking that can influence the assignee selection process.
  • The real degree of hardship for women in each location should be assessed objectively.
  • Issues should be discussed when the talent pool is being created, not later in the selection process.



Bring the discussion about gender parity to the front and discuss how to move away from the traditional long-term male expatriate model.


Without completely changing your policies, make sure that they include specific measures such as day care or spousal support to facilitate global mobility of women. Alternatively, provide the flexibility to re-purpose existing allowances or lump-sums that can used to address the needs of female assignees or minorities.


All too often employees and their spouses are not aware of the support offered by the company. Talk openly about diversity in your policies and encourage internal discussion on this topic. Communicate about role models and success stories.


Make sure that the mobility team is in contact with the diversity team and can provide input on mobility issues. Gender parity and diversity are important topics for companies. It’s an opportunity for mobility teams to play a strategic role and help solve a major talent management issue.


Use workforce progression analyses to measure the career progression of female assignees, employee attitude surveys to capture female assignee feedback, as well as other indicators such as pay progression analyses that could indicate that there are gender gap issues in general.

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