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Pit Crews and Policies

I originally wanted to name this post, “Everything I learned about Mobility, I learned from NASCAR,” but it was so cliché and I’ve learned so much more from my career in mobility to devalue the experience. But, I thought it would be a “fun read” to look back on my former experience in motorsports marketing to compare some common traits about the sport and the mobility industry.

Speed

This is the obvious one with NASCAR. But, how does it tie back to winning in the mobility industry? Speed to market is the first step in launching new policies or implementing a new relocation management company. Finding a relocation management company that can execute implementation in less than 30 days is critical to maintaining operations and reducing operational efficiencies. Traditionally, 30 days seems to be the norm in the industry for implementing domestic relocations, but some companies can efficiently roll out domestic programs in less than 14 days and international programs in 4 weeks if they commit to a dedicated schedule with select RMCs.

Speed to response time is also a critical meter for measuring a relocation company’s performance. Historically, both clients and transferees/assignees rate the amount of time it takes to get a response from their relocation counselor or account manager as one of the major factors in satisfaction levels. However, sending an email or text to say you are finding information isn’t good enough. Get on the phone and call them. Even if you leave a message, doing this now ranks as “personalization” in a world texts and emails.

Precision

Precision parts. Precision engineering. Wind tunnel tests and gear ratios. At the end of the day, drivers usually win by 2 seconds or less. It’s the difference between winning a million dollars for 1st place and $400,000 for 2nd.

In mobility, relocation policies should be precise and engineered based upon years of experience and research. This could be the difference between a successful assignment and complete failure (estimated at $2 billion dollars in lost investment dollars each year, according to a recent ShieldGo study). We all know that bad things happen when policies aren’t evaluated, measured and updated. Domestic policies need to reflect changes in real estate markets, tax laws and quite frankly, the changing interests of the workforce. For international assignments, core plus flex options help HR professionals offer specific needs to meet regional challenges while providing a consistent range of core benefits. With continued measurement and reporting, policies should be adjusted to provide the precise benefits needed for each move type as well as host destination requirements.

As previously noted, precision in our field is also determined by technology and our ability to measure our programs and costs. It’s critical for clients and RMCs to use technology for reporting, tracking and measuring program performance. However, it’s the ability to interpret the data and then supply strategic recommendations that converts standard costs reports to winning action plans.

Communications

Communications is the most important element for both NASCAR drivers and mobility programs to win. The ability to provide constant communications between the client, employee, relocation company and supplier partners is critical to ensure logistical success and emotional support for the employee.      A NASCAR driver, crew chief, pit crew and spotter need to communicate critical information to each other regarding the car’s performance, track conditions, competitive updates and strategy. Similarly, to have a winning relocation program, the key players of a mobility team need to be in constant contact. Relocation counselors need to be available and responsive to the employee’s needs throughout the transition. RMCs and their supply chain partners need to be in constant communications regarding operational logistics and deadlines. Clients need reports, updates and analysis to make smart decisions about their program to ensure it meets corporate growth initiatives, reflects company culture and provides an exceptional relocation experience. To ensure a comprehensive communications process among all parties, a communications plan should also be developed during Implementation that highlights how, what, when and what type of communication is needed by the client. Similarly, relocation counselors should also be trained to identify the communications preferences of their transferees or assignees.

So, Ladies and Gentlemen, start your engines and put the pieces in place to create a winning relocation program. Sorry, I couldn’t resist…. I needed a cliché somewhere in this piece.

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MIKE CANNING
VP, Client Services

RICK CALANNI
VP of Business Development Northeast Region

 

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