The Key to Building a High-Performing Relocation Program

Transcription

1 The Key to Building a High-Performing Relocation Program For relocation policy design, consulting and relocation management services give us a call at taking relocation personally

2 The Key to Building a High-Performing Relocation Program Every company, every manager, every team is seeking to create and maintain consistently high performance levels across their workforce. This is particularly true during employee relocation, when the potential for disruption and distraction is high. The burden of minimizing down time before, during, and after employee transfers often falls to HR. However, the capacity for performance, so crucial to organizational success, are relative to the overall level of trust employees have in their organization, and the external environment in which the transfer takes place. A 2006 global study showed that trust is the primary driver of employee engagement 1. Another showed that even a small drop in psychological wellbeing can result in significant impact on performance 2. Distrust in either of these two factors leads to dysfunctional communication, employee disengagement, reduced focus on job responsibilities 3, and direct negative impacts on the bottom line. 4 While relocation benefits are an important component of any corporate relocation policy, the administration and execution of the relocation policy has a key role to play in helping businesses manage their most important asset their people more effectively. Along with benefits, managing the relocation policy in a way that makes employees feel valued, recognized, and included builds a culture of trust. At NRI relocation, we have found a strong correlation between relocation program practices, with positive assessments of that company and declarations of engagement, by their employees. 1. The Speed of Trust, S. Covey, Small Shifts in Wellbeing Have a Big Impact on Performance, Gallup, Gallup Business Journal, accessed March Promoting Mental Wellbeing at Work, National Institute for Health and Clinical Excellence November Engagement Predicts Earnings Per Share, Gallup Organization 2006 Relocation program best practices to drive engagement and trust 1. Practices demonstrate the value the company places on employees 2. Policy components are executed to make the move as stress-free as possible 3. Relocation staff can effectively implement the relocation components 4. Relocation staff communicate consistently and effectively to transferring employees What stands out about these drivers is the picture they present of the integration of the employee experience during relocation, and subsequent engagement levels. Employees want to work for competent, successful organizations and for companies with the capacity to implement relocation program components in a way that demonstrates the organization s competence (drivers 2 and 3). Employees also want effective communication before and during relocation, so they can focus on work-related priorities without outside distractions. Above all, employees see the relocation process as an indicator of their value to the company, and an acknowledgement that they play a meaningful role in the organization s future success. Companies that ensure that these conditions are satisfied in their relocation program will be rewarded with increased trust, higher levels of engagement, and sustained production. 2

3 Start with Trust Relocation provides an excellent opportunity for building trust with employees. A comprehensive and well-executed relocation program shows that the company has a plan for organizational success, and is committed to implementing it effectively. But trust is a two-way street. Employers must also show that they regard employees as valued partners in a common enterprise. Employees want to know that they are part of the plan, in a meaningful and interactive way. Demonstrate Value Skepticism and distrust in leaders is higher than it has been in four decades. An Associated Press poll 5 showed that 2 out of 3 Americans today distrust others with whom they had everyday encounters. Compare these results with a similar poll done in 1972 in which over half of those surveyed said most people could be trusted. This trend of distrust is reflected in the workplace where just 52% of participants in one study reported the belief that their employer valued them and was open and upfront with them AP-GfK Poll: Work and Wellbeing Survey, American Psychological Association 3

4 Although many companies broadcast a message of recognizing the value of their employees, many company act in ways that contradict that message. In the 2014 Work and Wellbeing Survey by the American Psychological Association almost 1 in 4 respondents reported having no trust in their employer. To gain the trust of skeptical employees, especially during relocation, companies must demonstrate that their relocation policy reflects the value they place on their workforce. The corporate culture must support relocation initiatives with a well-designed relocation policy that shows commitment to, and appreciation of, employees. Companies must have a relocation plan, articulate that plan clearly to relocating employees, and invest in training or outsourcing to implement that plan smoothly and effectively. 4

5 Provide Reliability and Security The needs of relocating employees can be envisioned using Abraham Maslow s Hierarchy of Needs. When designing a relocation program, companies should realistically address their in-house ability to effectively deliver the many crucial relocation services necessary for a smooth relocation. Few small-to-mid-sized companies have a designated relocation department, or a relocation specialist whose sole purpose is to manage and administer the relocation program, develop and oversee relocation policies, and stay current on relocation regulations and best practices. Tasking HR with the day-to-day implementation of relocation s many components rarely results in a seamless or stress-free experience for employees or HR staff. Because of this, many companies choose to outsource part, or all, of their relocation program to a relocation services provider. 5

6 Pay Attention to Engagement Indicators Relocation offers a valuable indicator of employee engagement. However, to gather the most viable information, employees have to feel confident their feedback won t be used against them. Conversations with employees during and after the relocation can provide some encouraging (or discouraging) feedback on the level of trust and engagement that a company enjoys with its workforce. Some of the conversations our NRI Relocation Consultants have had with transferring employees have yielded the following insights: ENGAGEMENT INDICATORS Performance Appreciation NEGATIVE STATEMENTS the lack of benefits forced me to spend a great deal of time on my move instead of my job I don t think they understand how stressful this process is POSITIVE STATEMENTS made an overwhelming experience a positive one level of support was as much or more than could have been expected Connection once I got here, I felt forgotten checked on me throughout my assignment Loyalty Trust the process stunk-- due to the lack of support from my company They said they d take care of everything and that wasn t the case advocated for us and really helped us Benefits were comprehensive and they took care of me and my family According to the 2013 Worldwide ERC 2013 U.S. Transfer Volume and Cost Survey, on average, organizations allow their employees less than two weeks (11 days) to consider a formal transfer offer. Once the employee has accepted the offer, employers allow the relocating employee an average of 33 days to report to the new job. This pressure for an employee to accept and report in such a tight timeframe puts enormous pressure on the trust relationship an employee has with the employer. Companies that make the effort to ensure that value is communicated throughout the relocation process will reap the benefits of smoother on-boarding with calmer, more confident, and more focused employees. When employees feel valued by their employer, they are more likely to be engaged in their work. Studies show that workers that feel valued were significantly more likely to report having high levels of energy, being strongly involved in their work and feeling happily engrossed in what they do. These workers are also more likely to report being more satisfied with their job overall, and to be more satisfied with other key aspects of growth and development and recognition. They are also less likely to say they intend to seek new employment within the next year. A relocation program that incorporates a high-touch approach to relocation management, real-time communication, full transparency, and flexibility in program options communicates a message of value to on-boarding employees from the beginning of the relationship. Doing so allows companies to realize the full potential of their people and enjoy a boost in their company s performance. 6

7 About NRI Relocation NRI Relocation provides strategic mobility program consulting and policy design to diverse small and medium-sized companies. We also offer relocation program management and a wide range of relocation services to deliver a worryfree employee relocation experience for our clients, and their employees and families. NRI s comprehensive selection of customized relocation services and our dedicated Relocation Consultants provide a single point of contact to ensure that HR professionals will be informed in real-time, relocating employees will remain engaged and productive in their new work location, and on-boarding is streamlined. For more information contact NRI Relocation s Consulting Team at: or visit us online at: taking relocation personally Full-Spectrum Relocation Services Relocation Policy Consulting Move Management Mortgage Programs Expense Management NRI Relocation 195 Arlington Heights Road - Suite 101 Buffalo Grove, IL toll-free: Document Number MKT / NRI Relocation Services. All rights reserved.