As many know, XONEX Relocation is proud to be certified by the Women’s Business Enterprise National Council as a Women’s Business Enterprise. I’m lucky enough to get to go to all the conferences. It’s a great group of people and we learn a lot from each other about supplier diversity and its impact on organizations. As such, I get asked a lot of questions about Tier I and Tier II supplier diversity spending in organizations. So much so that I recently wrote a whitepaper on supplier diversity trends. We received a lot of good feedback and it dawned on me that a blog post on Tier I and Tier II spending would be of interest to our blog readers.
We hope everyone had a nice long weekend. This week, we are pleased to announce our latest whitepaper: Why Supplier Diversity Matters. Times have certainly changed since supplier diversity programs began to take hold in the U.S. and never has supplier diversity been stronger or more positive than it is today. More people than ever are committed to making supplier diversity networks work. Are you on board?
One of the biggest mistakes a company can make regarding relocation is assuming that an international assignment is complete once the employee returns to the home country. In many ways, it is at this exact moment that HR needs to step in with gusto. A repatriation program is a vital step in the process that should not be taken lightly. In fact, one recent study from the University of Iowa notes that up to 38 percent of repatriated employees quit within a year of returning home. When you consider that companies spend millions of dollars on global assignments, this number is shocking…and depressing.
When it comes to relocation, I think we all want the same thing: an employee that is happy, focused and engaged in their work at the new location. With the ever changing relocation environment and a less than ideal economy, however, many companies have made major cuts to policies offered to transferring employees. In addition to corporate changes, the same issues have led employees to evaluate relocation opportunities even more carefully than they have in the past. So, the question is, how can you design relocation policies to fit your company budget but also attract your necessary talent?
Anyone involved in the relocation industry knows that there is a new seat at the relocation table: procurement. This has been quite a shift for relocation professionals and human resources managers alike because, historically, relocation has been strictly a function of HR. In recent years, however, cost-cutting measures have caused more companies to charge procurement with sourcing the relocation vendor, which has changed the nature of the business and the relationship between key relocation players (third parties, HR, transferees, finance and so on). This isn’t necessarily a bad thing. Most companies remain focused on implementing strategic HR practices that will benefit transferees and the company as a whole. We all need to work together to build the best relocation team and subsequent program.
Today’s post is pretty exciting for me. Shelley Giles, a long-time friend and relocation expert, kindly agreed to share with me (and all of you) her thoughts on relocation based on her vast experience in the industry and the current relocation program that she manages for Tenet Healthcare, one of the largest investor-owned health care delivery systems in the nation. In my opinion, Shelley has been able to do the seemingly impossible. She runs a very successful in-house relocation program that manages all aspects of every relocation, for every Tenet transferee.
Good morning, friends! It’s hard to believe, but we are rounding the corner towards 2013 already. In honor of year-end (and all of the budget conversations you are likely having), we have published a new relocation eBook. If you are wondering why we are blogging early this week, the answer is simple. We are just too excited to wait another day – we wanted to share it with you all now.
I think that anyone who works in the relocation industry has experienced their fair share of stress on the job. Whether you are an internal relocation manager or you work for a relocation services company, it’s the job to handle as many aspects of a transferee’s move as possible in a seamless, simple and stress free way. Not only does it take a ton of experience and know-how to do so, but relocating is naturally one of life’s most stressful events and relocation professionals often bear the brunt of tempers and anxiety. Consequently, relocation environments are hot beds for stress and HR needs to proactive about helping employees through it in a productive and thoughtful way.
How much better would an HR department function – in recruitment, relocation, on-boarding and retention – if more staff members were experts?
I wish I could take credit for such a thought provoking question but, alas, this gem comes from Trish McFarlane, an experienced HR professional and the author of HR Ringleader, one of our favorite blogs.