Movement management

BridgeStreet's Lee Curtis, Oakwood Worldwide's TJ Spencer and Jim Gaw of Bekins International Group explain seamless employee transfer.

In today’s globalized economy, employee relocation is on the rise – and as a result, more and more corporations are depending upon the expertise of relocation professionals to seamlessly and effectively relocate their transferring employees and new hires. But what are the issues in moving employees, and how can such specialist firms help companies keep costs down and morale up? HR Management spoke to three industry experts to find out…

Paul Warman has been Vice President of Global Accounts since October 2002. He has assisted various Global Fortune 2000 Companies with establishing their policies and overall procedures relative to the corporate housing process. Mr Warman has been with BridgeStreet since 1991 and some of his past positions with BridgeStreet include Director of Operations, Director of International Development and General Manager.

TJ Spencer began her career with Oakwood Worldwide in 1991 and has held several executive and management positions within the organization. In her current position as Vice President of Worldwide Relocation Alliances, she manages the Oakwood Worldwide relocation program, working with a team that manages all third-party relocation contracts. She has been active in the relocation industry for 12 years.

Jim Gaw is the Managing Director of Bekins International Group based in Hillside, Illinois and is an integral part of Bekins’ business development management team. He has also been involved in developing Bekins web/IT capabilities, as well as developing national account, private relocation and military business for Bekins International Group.

HRM. To what extent has technology boosted relocation and assignment services and what specific benefits does it bring?
PW. It is important to our clients that they have real-time access to contact information, guest service metrics, disaster recovery plans, as well as the ‘back-end’ information associated to relocating employees including cost centers, departmental codes and employee numbers. Enabling clients to track services delivered and internal costs relative to relocating employees via fully integrated systems has simplified the temporary housing component of relocations.

Years of experience serving relocating associates has taught us that setting the proper level of expectation in advance of the actual move is essential. Web-based technology affords the corporate housing industry the ability to provide virtual tours, images, and descriptions of the various accommodations that transferees and their families can view in advance of their move. This eases the ‘unknown factor’ that is often associated with the relocation process.

JG. Technology has definitely made relocation and assignment services more consistent, disciplined and comprehensive; it’s easier, faster and more comprehensive than anything done manually. Families can get immediate reports such as school information and other origin and destination services, expense tracking, cost of living comparisons – even real estate and mortgage information – all in real-time.

TJS. One of the main benefits of technology in terms of the relocation industry is that assignees now have the freedom to work without time zone barriers. Most companies and suppliers now offer tools for assignees to obtain information when they need it, versus only when their employers and suppliers can provide it.

One such tool we utilize at Oakwood is called eOakwood. This online program helps companies track their housing needs 24/7. Corporate travel and relocation professionals have instant online access to their company’s housing program, including past, present and future reservations. It also provides the ability to locate where an employee is housed anywhere in the world; monitor housing status; make updates and adjustments; receive and pay invoices; and a host of other features. It has made relocating overseas nearly as easy as a move across town, in terms of obtaining and requesting information.

Technology has also aided in a more esoteric level, too. With several types of educational software available, an assignee can learn about a number of topics, including about a particular culture if they are moving to another country. This allows them to not only learn at their own pace (instead of attending classes or sessions during working hours), but know both practical and cultural customs that will make their move that much less stressful and unexpected.

HRM. Does a growing reliance on IT take away the human contact some employees would prefer when relocating?
JG. Not unless you let it. Where is automation less appropriate? Provider, customer and account contacts can now share many values and benefits; however relocating families is a personal and emotional responsibility, so providing a relocation coach to counsel the relocating family from the beginning all the way through the move is an absolute necessity. Post-move surveys performed after the relocation can provide insight and feedback so that we can reward excellent service and take corrective action if needed. Bekins’ Quality Index provides just that.

TJS. I believe there will always be a need for human contact when it comes to employee relocation. Automation does not work when dealing with family issues, for example, or with relating to other cultures. Nothing can replicate the value or importance of professional relationship building or basic customer service, nor should we try to replace these vital areas of our profession with hardware. I view technology as an enhancement to the experience and to be used as a tool to help give an assignee more time to deal with whatever else he or she needs to address in their daily life. I think automation is best practiced when it comes to issues of more efficiently expediting paperwork, business processing, overcoming time zone challenges, and portions of the cultural learning experience – but not to completely take over how our business is conducted.

PW. Our view is that IT enhances the total temporary housing experience and does not replace the need for human contact. Offering relocating associates the option to contact a customer service representative at any time for assistance allows those who do prefer the human touch, to reach out to the supplier and receive immediate personal service.

Embedding the human touch option throughout the relocation process and within the supporting IT, for example Talk Now technology provides immediate access to a live BridgeStreet representative from a button on our web site, ensures the associate a choice of multiple modes of communication.

Our experience has shown us that those associates who receive, an in-person, comprehensive relocation overview or orientation either from their HR organizations or as a service provided by BridgeStreet, are generally much more comfortable throughout their relocation and their families often adapt to their new environment more easily. This is especially true if the associate is relocating internationally – providing orientation services upon arrival greatly reduces the associate’s level of stress and allows the individual to integrate more quickly into their new position and surroundings.

Repatriation can be a very stressful experience. What are the most important elements to ensure a smooth and secure transition for employees moving home and offices?

TJS. From my experiences, which include projects on an international scale, I have learned that the most important element is to make the employee feel challenged and needed back in their homeland. Everyone wants a warm welcome back after being away, especially if it’s been for an extended amount of time. Further, part of the process is to ensure that their departure from their temporary residence goes smoothly and nothing unexpected happens, and that’s where the benefit of having both online tools and a ‘real person’ at one’s disposal becomes apparent.

JG. Repatriation is indeed stressful and we feel if we can facilitate a smooth transition from the host country we can minimize the impact to the transferee and make them productive quicker. Starting with a productive initial consultation, laying out the companies relocation guidelines and answering any preliminary questions early in the relocation process is pre-eminent in ensuring a smooth transition.

PW. It is often assumed that since the associate is repatriating, they are familiar with the culture and area to which they are relocating, and that there is little or no need for assistance during various phases of repatriation. It is important to offer the same level of service to a repatriating associate as would be offered to an expatriate. When an employee is moving back home, they may or may not have an idea of where they want to permanently live; so the initial conversations should include discussions about location, transportation, schools and office.

One very effective way that BridgeStreet has assisted with the repatriation process is by helping our various clients to establish a network of associates who have been expats in the past. These Support Groups provide an outlet for the repatriates to openly discuss their experiences with others who have undergone an international move themselves.

HRM. Does location make a difference? What do companies need to consider when helping an employee move in terms of nation-specific rules and regulations, or restrictions – for example, immigration services and tax?
PW. Location can make all the difference – each country not only has surface differences like language, currency and cultural variations but subsurface differences such as very specific tax, immigration, and visa laws that need to be clearly understood before an employee is sent overseas. The ramifications of ignoring or misunderstanding these laws could have both short term and long-term liabilities for the employee. Whether the relocation or temporary assignment is being handled in-house or through a third party, it is incumbent that the company spend the time to make sure the relocation policy meets both US and foreign criteria.

TJS. I think location does make a difference in some cases, especially if the person relocating has never been to the area or country they are traveling to. When someone is moving to another country, for instance, the company clearly needs to give great thought to details such as the benefits package, and ensure that they are providing things such as tax and immigration protection. Also, issues regarding visas, travel restrictions and the like need to all be looked over and considered so that there are no surprises during the move, and that any paperwork, etc. that needs to be processed is filled and submitted by any deadlines.

JG. Absolutely. When moving internationally, each of the basic processes is modified in some form, whether it is documentation, prohibited household and food items through to taxes and clearance procedures. Although we try to mitigate the impact to the shipper themselves (based on destination), we need additional information and documentation from our shippers.

How can companies continually and successfully track the success of a relocation or reassignment to make sure they can learn and get the best from each process?

TJS. Staying in touch with the assignee and their family through the entire assignment is key to ensuring a successful move. Regular meetings need to take place to assess their views and needs, and to detect issues early on – as well as correcting any problems, concerns or questions the relocating party may have. At Oakwood we have an online customer survey that has been very helpful in gauging customer satisfaction. Our goal is to have zero defects with each move; being there for each person, as well as having them provide us feedback, has helped us learn, change and adapt to continually improve our efficiency.

Beyond logistics, we also, when needed, provide a mentor who is a native from the country to which the assignee is relocating. Our liaisons are a wonderful resource and really help the relocating member gain peace of mind by providing them information about the country, what type of things to expect once they arrive, and other cultural facts that only a native would know. This additional service is another way to ensure the move is as positive an experience as possible, and to provide all the tools and information a person or family will need so they have a great start in their new location.

PW. Often, relocation companies survey each step of the relocation process and the suppliers that provided services during each step – these metrics are rolled up and reported back to their clients. Many corporations that manage their relocations in-house also survey internally and also ask their suppliers to produce metrics, which are used to establish how well the supplier is meeting various KPIs.

BridgeStreet utilizes a proprietary, automated online survey program that asks guests during and after their stay about their corporate housing experience using both scaled and verbatim responses. Tabulated scalar and verbatim responses allow us to better understand current and emerging needs of our guests so that we can effectively adapt our product to meet needs and exceed expectations.

We can produce trending analysis and metrics for any supplier management programs that our clients may have in place. Our focus is to make it easy to do business with and easy stay with BridgeStreet. This process allows us to continually improve the level of service and product we provide to our clients as well as their associates who stay with BridgeStreet.

JG. Relocation companies need to provide a comprehensive move management program. A relocation counselor ‘owns’ the family throughout the relocation process and they are there to provide the support and education needed to assure a world-class move. Of course, a comprehensive customer relationship management software system provides record keeping and structure, so that no details fall through the cracks.

Repatriation checklist

• What time is the employee arriving? Will they need additional help with luggage and personal goods?
• How much of the repatriation is being covered by the company and to what extent?
• Will the employee have an automobile or will they be using public transportation?
• Do they want or need to be close to their office or will they be working out of their temporary home?
• Does the employee have a family that also needs repatriation? Does the family have any special infant or child needs?
• Are the children in school; if so, what grades? Does the family know where they want their kids to go to school?
• Will the family have access to transportation during the day or will they need access to public transportation?
• Are there any special medical needs? Is there a medical facility preference based upon health insurance?
• Will the family need special foods stocked prior to arrival?