Fiona Citkin, Ph.D. Author, a Professional Educator and Diversiculturalist

Born and raised in Ukraine, a professional diversiculturalist Dr. Fiona Citkin came to the US as a Fulbright Scholar studying languages and cultures at Kent State University, OH. Fiona’s first book was on language/translation (Terminology and Translation, Lviv, Vischa Shkola, 1988, in Russian) and it brought her recognition in European academia. For the book “Transformational Diversity: Why and How Intercultural Competencies Can Help Organizations to Survive and Thrive” (SHRM Publishing, 2011) Fiona has been recognized as a Top 2012 Champion of Diversity by diversitybusiness.com, a think-tank.

This book was a seminal stepping stone for further exploration of the diverse American culture and the real-world ways to instill inclusion. Fiona’s upcoming new book, “How They Made It in America: Seven Success Commandments,” started with a desire to explore how diverse talented individuals make it big in America. She focused on prominent women immigrants as the book subjects—just because she knew from her own experiences that women face frequent trials and tribulations on their way to success. The topic appeared so rich that it soon became clear she’ll need to write a book series, to at least solidly scratch it. You may see more details on www.fionacitkin.com Since April 2013, Fiona’s monthly Huffington Post contributions explore the issues of multicultural women and what it takes to make it in America: http://www.huffingtonpost.com/fiona-citkin-phd/.

With experience as Director of Berlitz, FGI, and a personal consulting portfolio with major corporations, Fiona accumulated skills in public speaking, marketing, coaching, training, magazine and TV interviews, entrepreneurship, and of course, intercultural communication and languages. Fiona speaks three languages: English, Russian, and Ukrainian. After living and working in Europe (Ukraine, Russia, Hungary, Austria, Great Britain, and Switzerland) she now resides in Warren, NJ, USA, and can be reached at fiona.citkin@expertms.com.

IAS offers 1-of-a-Kind Repat Protect


This one-of-a-kind program is an IAS exclusive, included with all vehicle leases.


International AutoSource (IAS), a leading full-service provider of transportation solutions for expats, is proud to offer its Repatriation Protection Plan. 


The IAS Repatriation Protection Plan was developed to allow expats an opportunity for early termination of their vehicle contract without the risk of significant financial penalty in the event that their international assignment comes to an end earlier than expected.

The process is simple.  If an expat needs to terminate their stay prior to the completion of their vehicle contract, they need only provide IAS with repatriation documentation from their employer, and IAS will honor up to the final 6 months or $2,500 of their remaining lease payments.


The IAS Repatriation Protection Plan is just one of the many programs and services that IAS provides to its customers in order to protect and enhance the car buying and car leasing experience, while minimizing the financial risk for the expat. IAS understands the unpredictable nature of international assignments. So, if plans change, expats can rest assured that they will not be obligated for the full term of their vehicle lease contract.

This program further reflects IAS’ continued commitment to providing value added services and benefits specifically designed for Expats and the global mobility community.

“Our Repatriation Protection Plan is designed for the expat and their specific needs,” said James Krulder, director of IAS.  “We don’t want expats to have to worry about their lease payments if their assignment ends early and they have to repatriate sooner than expected. That is why we developed our exclusive Repatriation Protection Plan. It literally protects the Expat from unexpected financial risk due to early repatriation. We are invested in the needs of our expats, so as a partner in their relocation, we have a vested interest in their success. We care about expats, and want them to have the absolute best experience possible, from day one until the day that they repatriate.”

 

About International AutoSource (IAS)

IAS is the expatriate consumer division of OMSC, Overseas Military Sales Corp, the global distributor of vehicles to our Armed Forces, Diplomats and U.S. government employees for over 50 years. Our expertise in the automotive industry has helped thousands of people with their personal transportation needs when relocating. Together, we are the largest global distributor of vehicles in the world.

Our unique programs provide maximum cost-savings, flexible terms and low-cost insurance with award-winning service on all manufacturer models.  Our programs are designed to save our clients valuable time, money and resources, while our culture of service excellence provides convenience to help ensure a seamless transition.

We are trusted and award-winning experts with over 50 years of experience assisting the global community.  IAS is the preferred global transportation provider and has assisted over 50,000 customers to date.

 

For more information about IAS, our ReadyDrive program, and to learn about car financing, leasing and purchase options for expats, please visit our website: www.intlauto.com.

Contact: James Krulder, Director, International AutoSource (IAS), 516.496.1810, jkrulder@intlauto.com

Corporate meeting-at-sea August 2-3-4

Outline of Schedule

Aug 2 

Check-in … and get settled on-board

Aug 2 

5:30,  GLOBALHR sail-away party welcome reception

GLOBALHR dinner

Aug 3 GLOBALHR  TOWN HALL

9:30 – 12 education morning

12,  lunch 

1-4, open time

4:30 – 5:30, education

5:30, drinks

6- evening, open time

Aug 4  GLOBALHR  TOWN HALL

10 – 12, education morning

12, lunch

OPEN TIME

 

3-Day Bahamas from Miami: Free Open Bar

Day Cruise Ports Arrive Depart
Fri Miami, Florida (EMBARK) 5:00 pm
Sat Nassau, Bahamas 8:00 am 5:00 pm
Sun Great Stirrup Cay, Bahamas 8:00 am 5:00 pm
Mon Miami, Florida (DISEMBARK) 7:00 am

xpat coach? 3 reasons

As an expat American, I’ve been where you are many, many times.

 


 Denis 聂 得力 Niedringhaus,  General Manager and Owner 

 

 

 

Maybe I don’t know the details of your situation, but I’ve still got a good idea of what you’re going through. You might believe me if I gave you an example.

 

 


It’s a simple little story with an odd title:

Moving Box No. 41: 

Five years ago, I moved my belongings into 41 moving boxes. I know the exact number because I just stumbled on to the last one, No. 41, in preparation for my latest move to Luxembourg!   Apparently, the contents were not of great importance since I had never bothered to reopen the box once it found its resting place in a dark corner of my walk-in closet.

I take a closer look as I pull it out. Hmmm.  What’s written on the side here? — oh, the moving company’s slogan, “Vous Allez Adorer Déménager!”.

(You’re going to love moving house!)

Ooooh please!  You’ve got to be kidding!  I already have a sore arm from lifting and pushing these boxes around…..filled with…What?…..Stones? No, worse! Books!       

I’m going to love moving house?!  

Can we have a little truth in advertising?

Can you imagine your dentist saying, “You’re just going to love this root canal!”.    Oh yes, the blinding white light, the sound of the drill and the dull ache which will follow.

Anyway, back to the boxes…..Before I open the last one, I check the box number against a Word document which I had made to keep track of the contents:

Box No. 41: Office, Personal photos and correspondence (pre- email days when people actually wrote letters to each other.)  

Curiosity prompts me to grab a pair of scissors and cut through the sticky tape….

“Ooooh no!” says a voice inside me!  “This is not the time for a trip down memory lane!”

Deep down I know that I have to save my energy for this new adventure called my (our) expatriation. It will involve a lot of unknowns and a number of challenges: a new language, new friends, new schools, a new environment.   This is a time to be looking forward!

Well, easy to say… but just how does one navigate so many changes so quickly?

 

3 Reasons Why You Need an Expatriation Coach

  1. You want support. 

A good relocation agency will give you sound legal and financial advice and help you get “set up”… but then what?    After the boxes are unpacked and the kids are off to school, you want more than good advice to thrive in your new environment.   An expatriation coach will help you deal with the inevitable culture shock. I’m here to support you through this transition in your personal and professional life. It’s a process.

  1. You want to build relationships with the locals.

Of course, it’s nice to have the addresses of expat associations and while it’s interesting to exchange with people from your home country, the danger lies in closing oneself off from the locals.  Understanding the local culture facilitates meaningful exchanges with people in your community.  Showing an interest in local customs and traditions not only makes a good impression, it also gives you a sense of belonging. The long-term goal here is integration.

  1. You want to create a map!

It’s not so hard to find a good map with city parks and museums, but what I’m talking about here is co-creating a map of your life, your new reality.  As your expatriation coach, I will help you discover your new environment. An expatriation can be a wonderful opportunity to explore both personal growth activities as well as new career possibilities. You want to do more than just try to “stay busy”.

My commitment to you as a co-active coach is to help you find your own path, your own answers. Of course I ask a number of questions….and I probably will ask you to be accountable for “small steps” towards your goal, but I also like to listen — actively.

 

Curious?

Then contact me to make an appointment with yourself for a free half hour consultation at dnprocoach@gmail.com

 

International Policy

Paris TOWN HALL was 5 April’19

Tony Pattio, GMS: Global Mobility Leader and International HR Professional

Highly accomplished Global Mobility Leader and International HR professional qualified by 16+ years of successfully managing global mobility programs.

Proven success with managing and leading global mobility functions and partnering with finance, legal, tax, HR and vendors to deliver premium international assignment experiences and solutions.

Cultural awareness with proven ability to work with others across different countries and cultures.

Proven leader with the ability to directly and indirectly influence clients and stake holders.

Core Competencies include:

• Expatriate program management
• Improving assignee experience
• Consultative personality
• Ability to navigate complex environments
• Policy design and implementation
• Managing risk and compliance
• Vendor management
• International relocation
• Immigration and tax coordination/management
• International work experience
• Integrating talent management & global mobility
• Innovative approach to global mobility operations

What is Europe? President of France, Emmanuel Macron

 ‘Never since the second world war has Europe been so essential. Now is the time for a European renaissance’

Who told the British people the truth about their post-Brexit future?

Who spoke to them about losing access to the EU market?

Who mentioned the risks to peace in Ireland of restoring the border?

Freedom, protection and progress: We need to build European renewal on these pillars.

Citizens of Europe (CLICK) if I am taking the liberty of addressing you directly, it is not only in the name of the history and values that unite us, but because time is of the essence. A few weeks from now the European elections will be decisive for the future of our continent.

Never since the second world war has Europe been so essential. Yet never has Europe been in such danger.

Brexit stands as the symbol of that.  It symbolises the crisis of a Europe that has failed to respond to its peoples’ need for protection from the major shocks of the modern world.

It also symbolises the European trap.

The trap lies not in being part of the European Union; the trap is in the lie and the irresponsibility that can destroy it.

Who told the British people the truth about their post-Brexit future?

Who spoke to them about losing access to the EU market?

Who mentioned the risks to peace in Ireland of restoring the border?

Retreating into nationalism offers nothing; it is rejection without an alternative. And this is the trap that threatens the whole of Europe: the anger mongers, backed by fake news, promise anything and everything.

 

WHAT IS EUROPE?

Now is the time for a European renaissance

We have to stand firm, proud and lucid, in the face of this manipulation and say first of all what Europe is. It is a historic success: the reconciliation of a devastated continent is an unprecedented project of peace, prosperity and freedom. Let’s never forget that. And this project continues to protect us today.

What country can act on its own in the face of aggressive strategies by the major powers?

Who can claim to be sovereign, on their own, in the face of the digital giants?

How would we resist the crises of financial capitalism without the euro, which is a force for the entire EU?

Europe is also those thousands of projects daily that have changed the face of our regions: the school refurbished, the road built, and the long-awaited arrival of high-speed internet access.

This struggle is a daily commitment, because Europe, like peace, can never be taken for granted. I pursue it tirelessly on behalf of France, in order to take Europe forward and to defend its model.

We have shown that things we were told were unattainable, the creation of a European defence capability and the protection of social rights, were in fact possible.

Yet we need to do more and faster, because there is another trap: the trap of the status quo and resignation. Faced with major crises in the world, citizens so often ask, “Where is Europe? What is Europe doing?” To them it has become a soulless market.

Yet Europe is not just an economic market. It is a project.

A market is useful, but it should not detract from the need for borders to protect … and values that unite.

Nationalists are misguided when they claim to defend our identity by withdrawing from the EU, because it is European civilisation that unites, frees and protects us.

But those who would change nothing are also misguided, because they deny the fear felt by our people, the doubts that undermine our democracies. We are at a pivotal moment for our continent, a moment when together we need to politically and culturally re-invent the shape of our civilisation in a changing world.

Now is the time for a European renaissance.

Hence, resisting the temptation of isolation and division, I propose we build this renewal together around three ambitions: freedom, protection and progress.

Defending our freedom

The European model is based on freedom: of people, diversity of opinions and creation.

Our first freedom is democratic freedom: the freedom to choose our leaders as foreign powers seek to influence our votes at every election. I propose the creation of a European Agency for the Protection of Democracies to provide each EU member state with European experts to protect their election process against cyber-attacks and manipulation. In this same spirit of independence, we should also ban the funding of European political parties by foreign powers. We should have European rules banishing incitement to hatred and violence from the internet, since respect for the individual is the bedrock of our civilisation and our dignity.

Protecting our continent 

Founded on internal reconciliation, the EU has forgotten the realities of the world.

Yet no community can create a sense of belonging if it does not have protected territorial limits. The boundary is freedom in security. We therefore need to rethink the Schengen area: all those who want to be part of it should comply with obligations of responsibility (stringent border controls) and solidarity (a single asylum policy with common acceptance and refusal rules).

We will need a common border force and a European asylum office, strict control obligations and European solidarity to which each country will contribute under the authority of a European Council for Internal Security. On migration, I believe in a Europe that protects both its values and its borders.

It is for you to decide whether Europe and the values of progress that it embodies are to be more than just a passing episode in history

The same standards should apply to defence. Substantial progress has been made in the last two years, but we need to set a clear course. A treaty on defence and security should define our fundamental obligations in association with Nato and our European allies: increased defence spending, a truly operational mutual defence clause, and a European security council, with the UK on board, to prepare our collective decisions.

Our borders also need to guarantee fair competition. What country in the world would continue to trade with those who respect none of their rules? We cannot suffer in silence. We need to reform our competition policy and reshape our trade policy, penalising or banning businesses that compromise our strategic interests and fundamental values such as environmental standards, data protection and fair payment of taxes; and the adoption of European preference in strategic industries and our public procurement, as our American and Chinese competitors do.

Recover the spirit of progress

Europe is not a second-tier power. Europe in its entirety is a vanguard: it has always defined the standards of progress. In this, it needs to drive forward a project of convergence rather than competition: Europe, where social security was created, needs to introduce a social shield for all workers, guaranteeing the same pay for the same work, and an EU minimum wage, appropriate to each country, negotiated collectively every year.

‘The EU needs to set its target – zero carbon by 2050 and pesticides halved by 2025.’

Getting back on track also means spearheading the environmental cause. Will we be able to look our children in the eye if we do not also clear our climate debt? The EU needs to set its target – zero carbon by 2050 and pesticides halved by 2025 – and adapt its policies accordingly with such measures as a European Climate Bank to finance the ecological transition, a European food safety force to improve our food controls and, to counter the lobby threat, independent scientific assessment of substances hazardous to the environment and health. This imperative needs to guide all our action: from the Central Bank to the European commission, from the European budget to the Investment Plan for Europe, all our institutions need to have the climate as their mandate.

Progress and freedom are about being able to live from one’s work: Europe needs to look ahead to create jobs. This is why it needs not only to regulate the digital giants by putting in place European supervision of the major digital platforms (prompt penalties for unfair competition, transparent algorithms, etc), but also to finance innovation by giving the new European Innovation Council a budget on a par with the United States in order to spearhead new technological breakthroughs such as artificial intelligence.

A world-oriented Europe needs to look to Africa, with which we should enter into a covenant for the future, ambitiously and non-defensively supporting African development with investment, academic partnerships and education for girls.

Freedom, protection and progress: we need to build European renewal on these pillars.

We can’t let nationalists with no solutions exploit people’s anger. We can’t sleepwalk to a diminished Europe. We can’t remain in the routine of business as usual and wishful thinking. European humanism demands action. And everywhere, people are standing up to be part of that change.

So by the end of the year, let’s set up, with representatives of the EU institutions and the member states, a Conference for Europe in order to propose all the changes our political project needs, which is open even to amending the EU treaties.

This conference will need to engage with citizens’ panels, and hear from academics, business and worker representatives, as well as religious and spiritual leaders. It will define a roadmap for the EU that translates these key priorities into concrete actions.

There will be disagreement, but is it better to have a static Europe or a Europe that advances, sometimes at different speeds, and that is open to all? In this Europe, the people will really take back control of their future.

In this Europe, the UK, I am sure, will find its true place. The Brexit impasse is a lesson for us all. We need to escape this trap and make the forthcoming elections and our project meaningful. It is for you to decide whether Europe and the values of progress that it embodies are to be more than just a passing episode in history.

This is the choice I put to you: that together we chart the road to European renewal.

 

  • Emmanuel Macron is the president of France
    © Project Syndicate, 2019

 

Asia-Pacific view

According to Strategy Analytics’ “Global Mobile Workforce Forecast”, the global mobile workforce is set to increase to 1.88 billion in 2023, accounting for 43.3% of the global workforce.  With a future comprising a mobile workforce on the horizon we draw focus to the highly-anticipated workforce mobility trends HR leaders based in Singapore and Malaysia foresee for the year ahead.

 

  1. Mobility will be a balancing act among various needs

According to Selvi Murugiah, HR Director Asia Pacific, Veolia Water (Malaysia) Holding, as the world shrinks and borders disappear – with international businesses and multinationals mushrooming around the globe – mobility has become a norm for any business. In fact, she believes mobility even takes on a bigger scope than HR or talent. She said: “Mobility is also about mobilising funds, technology, expertise, mindset, culture and all relevant and related needs that will take centre stage. This is unavoidable and if not handled with care or well-thought, it can be a disaster!

“The solution is balance. We need to balance the need/want of the company with not only the need of the employees, but also the country or society and the economy as a whole. The ecosystem needs to be balanced not only with dollar and cents but also with values and the post-effect of any mobility.”

Connie Chua, Head of HR, Worldline Asia Pacific, shares the viewpoint. She said: “Technically, employee mobility should be a focal point in years to come. However, we have to strike a balance between business demands and the cost of mobility. On top, managing mobility and understanding each and every local regulatory requirement is critical and time-consuming.”

 

  1. Well-defined, end-to-end mobility objectives

Selvi from Veolia Water (Malaysia) believes it is important for the objective of mobility to be well-defined and that the process should be end-to-end – from pre-to-post remuneration package, career development, transfer of knowledge, employee satisfaction, company requirements, country-related laws more.

 

  1. Transfer of knowledge and skills from foreign to local talent

Sometimes, a global organisation in a particular country may lack a skilled manpower, resources to train their existing employees for specific skills and knowledge. In such cases, companies may mobilise certain employees overseas – either permanently or for a limited period – to facilitate the transfer of knowledge and skills to employees over there.

According to Lyn Teo, Senior HR Business Partner / CoE, Recruitment (ASEAN), TÜV SÜD PSB, this is becoming increasingly common within organisations. She shared: “With a lot of this support coming from the Government in terms of capability transfer, capability development, I think organisations are planning and initiating the skill transfer rather than doing it randomly.”

As for Veolia Water (Malaysia), the company is undertaking a training programme for employees, which it will over the next 12 months. Selvi affirmed: “We are focusing on the transfer of knowledge from the imported or visiting experts and growing those expertise for local needs, to also contribute back to this mobility cycle.”

 

  1. Permanent transfers will keep growing as a trend …see infographic below

According to an ECA International survey on permanent transfers, with companies seeking flexible and cost-effective alternatives to traditional long-term assignments in mobilising their employees, there has been an increase in permanent international transfers.

As a result, survey findings show that companies will increasingly depend on their global mobility team’s expertise, with well-structured and flexible policies introduced to facilitate this effectively.

As companies seek flexible and cost-effective alternatives to traditional long-term assignments to mobilise their staff, the use of permanent international transfers has increased. A recent ECA survey found that nearly two-thirds of companies saw an increase in the number of permanent transfers as a proportion of all their international moves in the last three years. They also expected the proportion to continue increasing going forwards.

The relative cost-effectiveness of permanent transfers compared to other assignment types is driving the trend. Transferees are most commonly paid a host-based salary and fewer of the additional benefits and allowances that are typically paid to assignees. However, while permanent transfers may appear to be cheaper than assignments on paper, around half of the companies surveyed reported that ensuring the salary package was competitive enough to encourage mobility presented a significant challenge. Where the employee is not sufficiently motivated by the career opportunity on offer or a personal desire to move abroad, companies need to be flexible and allow further incentives, which increase the cost. Rather than replacing other assignment types completely, permanent transfers are often most effectively used alongside other mobility policies, with different approaches used to suit different mobility scenarios.

While flexibility is important, almost half of companies have no policy for their permanent transfers at all, significantly higher than the number of companies with no long-term assignment policy. In fact, a similar proportion of companies do not involve their global mobility team in managing permanent transfers at all, which may explain why applying policy consistently and managing employee expectations are also cited as major challenges when managing permanent transfers. Although companies want to use permanent transfers because of their cost-effectiveness, an inconsistent approach where packages are essentially negotiated with the individual can lead to unnecessary expenditure which erodes that advantage.

As the use of permanent transfers grows, we expect companies increasingly to depend on the expertise of their global mobility teams to administer them and that they will need structured yet flexible policies in place to do this effectively. Our Permanent Transfers survey, highlights of which are shown below, identifies trends and best practice in compensation and benefits for this kind of mobile employee, including differences between employee- and company-initiated transfers. As always, ECA’s consultants are also on hand to help you develop or review your permanent transfers policy according to your specific needs and in line with best practice.

 

Rotators

 

By Anne Rossier-Renaud and Rob Thissen, Mercer

 

When it comes to managing your rotator assignees, there’s a number of issues you’ll want to prepare for before sending any employees away.

Shifting demographics, security issues, talent shortages, and compliance complications are just a few of the challenges that global businesses have to address when managing rotator assignees, all of which should be looked at carefully and thoughtfully.

 

WHAT ARE ROTATOR ASSIGNEES?

Put simply, rotators are employees who work in remote offshore or onshore locations for extended periods of time, whether that be days, weeks, or even months.

As a result, rotators will typically shift between prolonged periods of activity (work) in a remote location and prolonged periods of non-activity (rest) in their location of residence, typically on a fixed or predefined schedule.

So, now that we’ve defined what constitutes a rotator assignment, let’s explore some of the key trends, challenges, and other findings that were uncovered in the 2018 edition of Mercer’s Rotator Assignments Survey.

 

THE GLOBAL WORKFORCE

Rotator assignments are most heavily used within industries like energy, mining, and similar sectors. This is corroborated by the fact that more than 70% of participants in the Rotator Assignments Survey said they use rotator assignments because of the nature of the work to be performed – and more than a quarter identified the location’s hardship or remoteness as the primary reason for using rotational assignments.

 

OFFSHORE / ONSHORE  

Most companies in the Rotator Assignments Survey – close to 90% – reported that they currently have onshore rotators. 70% of respondents reported having offshore rotators, and close to 60% reported having both onshore and offshore rotators.

Looking ahead, the number of onshore and offshore rotators are expected to remain relatively stable, but more participants said they expect their number of offshore rotators to increase.

 

ASSIGNMENT DURATION; TALENT SOURCING

With regards to the typical duration of their rotator assignments, there was quite a bit of variation in the respondents’ answers.

Here’s a quick breakdown:

  • 44% of respondents replied that their prevalent duration was “12 months to less than 36 months.”
  • 38% of respondents responded that their rotator assignment duration was “open-ended.”
  • 15% responded with “less than 12 months.”
  • 4% responded with “36 months to 60 months.”

The actual day-to-day work schedules of rotators can vary widely according to any number of criteria, but the most typical rotational work schedule (irrespective of the type of rotators or any other factors) was found to be 28 days on, followed by 28 days off.

Work days are formally tracked through payroll or time-reporting systems by a majority of respondents.

Another critical question you might be wondering is, “What is the nature of their employment relationship?” As it turns out, the number of respondents who said they employ both contractors and company employees for their rotational assignments was similar to the number of those saying that all rotators are in-house employees. However, the survey results show that respondents expect greater increase in the number of contractors.

 

PROGRAM ADMINISTRATION AND MANAGEMENT

As you can well imagine, rotator assignments come with their own unique challenges that need to be addressed within the proper framework. It’s no surprise then that more than two-thirds of survey participants said they have a specific, formal policy in place for managing rotational assignments, which is significantly more than, say, commuters (another group of mobile employees, albeit one which far fewer organizations have formal policies in place for).

 

COMMON CHALLENGES: OBSTACLES

Global workforce managers often encounter a series of unique issues when managing rotators. Among the most significant of all rotator program challenges, cost containment was reported by the highest proportion of respondents (more than half.)

This was followed by talent attraction and talent retentioncompliance, and governance/program administration.

This apparent conflict between the need to contain costs on one hand and yet have a competitive talent attraction and retention proposition for rotators probably explains why close to three-quarters of the survey respondents recognized the need to review their international policy.

 

 

 TALENT ATTRACTION CHALLENGES

Almost 70% of companies in the survey selected the limited supply of suitable candidates to work in remote/hardship locations, making it the biggest challenge to talent attraction for rotational assignments.

Difficult working conditions were indicated as a challenge by more than 60% of participants.

The family-split issue was reported as another significant challenge, which makes sense. After all, living in remote locations for prolonged periods of time doesn’t make it easy for employees with families.

This would also explain why half of the survey participants reported that rotators are never actually accompanied by their families, whereas more than one-third of respondents said they don’t even support accompanied rotational assignments to begin with.

 

In line with the aforementioned rotator talent attraction and retention challenges, close to three-quarters of participants said they recognized the need to review their international assignment policy to ensure they have a competitive proposition for a rotating staff in the upcoming years.

 

Meanwhile, half of participants said they are actively looking to move away from employing expensive Western expats and trying to employ lower-cost local resources from other regions, while an almost equal proportion is reviewing their international rotator policy in an attempt to lower costs.

 

READY TO UNLOCK THE FULL POTENTIAL OF YOUR GLOBAL WORKFORCE?

The 2018 edition of Mercer’s Rotator Assignments Survey can help you unlock the full potential of your rotator program.

The perfect aid for any global workforce manager, this comprehensive survey expounds on the insights featured in this piece, plus a myriad more – including the most competitive compensation and benefits practices, taxation management approaches, and various other data points that are essential to running an effective rotational assignment.