Perceptions
Taking Change Upstairs
MOBILITY Magazine, August 2008
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There’s no doubt that somewhere in each of our job descriptions, “change agent” is implied. And in an environment where change has accelerated to accommodate the bewildering U.S. real estate market, a tight worldwide economy, and shifting workforce demands, someone needs to carry that message up the line in the corporation when relocation policies need to be revised.
“There are often a few elements that flag the need for a modification in the corporate client’s policy,” said Gail Plummer, CRP, chief executive officer for Altair Global Relocation, Dallas, TX. “Changes in local and world marketplaces, such as the current slower real estate markets, dictate revisions to policies. Another strong signal of the need for a policy change is when we see a predominance of exceptions to a client’s relocation program. In addition, when we identify trends emerging from data compiled from our client and transferee/assignee satisfaction surveys, that tells us that a policy change can be in order.”
And sometimes the need for change comes from a much more informal source. Mark Giorgini, GMS, chief human resources consultant for China HR Insight Ltd., Guangdong, China, notes that, “even listening to lunchroom chatter can be an effective way to identify issues before they become problems. The goal is to make policy shifts before being forced to do so.”
Worldwide ERC® members say that continual education of upper management, coupled with “special case” education for more urgent or issue-specific situations, is the best way to bring change to upper management. “Although the term ‘a seat at the table’ is over-used, it is the only way to keep senior management informed,” said Worldwide ERC® Vice President Al Blumenberg, SCRP, who kept Anheuser-Busch apprised of relocation policy-related issues for more than 25 years. “They have to believe in your ability to deliver the right information at the right time. Continuous communication is critical, especially in an environment like the one we are currently experiencing, where change happens so quickly. And I have found that senior management responds best when they have a good understanding of what comparable companies are doing, and are more likely to adopt programs used by companies in the same industry as an acceptable approach. Benchmarking the right companies is key.”
Giorgini agrees: “I don’t suggest changes to upper management so much as keep them educated on an ongoing basis about what’s going on. Suggested changes without a lot of prepping typically don’t get very far; upper management usually has ideas of their own! There are fewer surprises if you’re constantly guiding them along rather than trying to suggest changes after commandments have been inscribed on tablets.”
Where have the most significant policy changes occurred in the last decade? In the United States, the current real estate market prompted some changes to keep employees mobile, and on the global front, the range of issues is growing daily. In listing some of the major changes they’ve observed over a ten-year span, Plummer, Giorgini, and Blumenberg included the following:
• Declines in traditional homesale programs and reduction of specific benefits such as loss-on-sale or homesale bonuses during healthier U.S. real estate markets, and a re-introduction of some of these elements along with other policy enhancements during a slower market. Reflecting this ebb and flow, requirements for mortgage applications loosened over time, then tightened as lenders instituted stricter loan eligibility requirements, increased documentation, and larger down payments, and companies needed to allow longer processing times for mortgages.
• Tailoring mobility policies to facilitate recruitment of employees with particular skill sets; more focus on new hire concerns to solve housing issues and to increase competitive ability in the war for talent.
• Attention to family and lifestyle issues and choices that include school finding, elder care, child care, commuter marriages, spouse employment assistance, and expanding the definition of spouse to cover nontraditional relationships.
• Business continuity plans that also hold provisions for assignee safety and evacuation procedures.
• Increased formalization of international policies to fit the needs of both client and assignee and offer standardized assistance in international assignments; more focus on concerns such as short-term assignments, candidate assessment and selection; recruiting and retention; building global skills; security and compliance with employment, immigration and tax laws; cost containment; and cultural diversity and sensitivity.
We’re not just change agents, we’re change experts. We’re well aware of the well-known caution that “If you don’t create change, change will create you.” So we’ll continue to take note of the changes around us and determine the best response before taking it upstairs. We just need to keep our eyes and ears open (especially in the lunchroom!).
—H. Cris Collie, CAE
Chief Executive Officer
Worldwide ERC®
Arlington, VA
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