Has your organization strategically aligned your global mobility and talent acquisition stakeholders? Or do your teams feel siloed with different priorities and understandings? Read below to discover 6 ways to align global mobility and talent acquisition teams, including insights from Reda Belabed, GMS, a global mobility and immigration leader previously with Honeywell and General Electric, and WHR Global’s Strategic Initiatives Manager, Sean Thrun.
You’re not alone if you feel your global mobility and talent acquisition teams aren’t working towards the same objectives! Fortunately, there are several common-sense steps you can take to improve your talent mobility and ensure these stakeholders are working as a cohesive team.
When global mobility and talent acquisition teams are aligned, your highly specialized employees are hired quickly and compliantly.
1.将 "如何 "搬迁指南分发给你的全球流动性和核心地点的人才招聘团队。
向你的人才招聘和全球流动团队分发 "如何 "指南。这些应该是他们必须了解的公司核心地点的关键任务，包括移民、税务和建议的搬迁支持。 比如说：
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- Your company regularly hires executives to work in your Netherlands Global Center of Excellence. Are your teams applying for the Netherlands’ 30% ruling? Is your talent acquisition team responsible for ensuring each applicant meets the 30% ruling’s requirements before presenting the job offer? For example, your talent acquisition representative must ensure the candidate has specific expertise, is recruited greater than 150 km from the Netherlands border, and more.
- Due to the highly specialized nature of your business, you are recruiting internal and external candidates for a position in the U.S. Is your talent acquisition team familiar with U.S. visa types, such as the L-1 visa for intracompany transfers, or the H-1B visa for specialty occupations? Your talent acquisition teams should know the basic requirements for each visa type before attempting to source foreign talent.
- Your RMC should proactively guide the level of relocation support needed by country for your core locations. For example, this 2023 Destination Services Benchmark Report indicates the minimum, average, and recommended level of destination support by country, family size, and employee level. The report also indicates if leases should be personal or corporate, how long it takes to receive a security deposit return, and which components are most challenging.
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2.审查人才招聘指标，如招聘时间
不幸的是，TA（人才招聘）的衡量标准不仅是填补职位的数量/质量，而且主要是填补时间（TTF），这往往扩大了组织需求、候选人经验和严峻的合规现实之间的关键差距。
在法律允许的情况下，我已经实施了一个跨职能的预评估程序，我称之为 "移民雇用能力"。在应用该程序的地方，我对它设法提高两个职能部门之间的合作水平感到相当满意（并最终减少了 "不良雇用 "的风险）。 在其他地方，数据隐私法规和公平就业惯例似乎是实施的障碍。当涉及到劳动和就业时，通过工作委员会等，没有太多的灵活性，这确实是一个挑战。
在这些情况下，我们一直关注的一个问题是增加（和重复）对招聘人员的培训和教育课程，让他们尽快了解 "他们需要注意什么/如何识别红旗"，并审查整体沟通策略（直到接受报价），以使所有利益相关者更好地了解雇用移民身份的候选人和/或担保要求和责任（包括成本、时间表、移民生命周期，以及人才管理策略）所固有的潜在风险。
我想我们都在进步，但距离说我们对合作和伙伴关系的水平感到满意还有很长的路要走，候选人满意度达到100%，TTF指标得到改善，雇用前的移民合规评估也令人满意。
3.实施录取前检查点以提高成功率
As alluded to above, mobility programs can greatly increase assignment acceptance and success rates by implementing various pre-acceptance checkpoints.
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- Retain the services of a reputable tax firm. In addition to country briefings for assignees, they can provide invaluable guidance to talent acquisition teams. At a minimum, ensure your talent acquisition teams are familiar with the concepts of tax assistance, equalization, and totalization agreements. Provide pre-acceptance tax briefings to all foreign applicants.
- For country-specific tax briefings, applicants should be aware of their options before accepting the position, as any misunderstandings can greatly increase the risk of a failed relocation or assignment. Assignees (especially those within executive or director-level positions) may have complicated investment portfolios of stocks, stock options, bonds, real estate holdings, precious metals such as gold, etc. The employee’s options will vary greatly depending on the location, citizenship(s), and relocation type (permanent transfer, long-term assignment, short-term assignment, commuter, business traveler).
- As mentioned above in step 2, build your own cross-functional pre-assessment process (a.k.a. immigration hire-ability guide) where the law permits. However, you should be cognizant of challenging jurisdictions such as the United States and European Union, as further detailed by Reda Belabed:
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像美国这样的国家，问题可以限制在 "你是否或在未来需要担保"，而其他欧盟国家，要求提供个人信息/数据可以被视为PII，并阻碍公平就业实践/招聘时的歧视。中东（尤其是海湾合作委员会）等地区对这些评估更为开放。
拥有长期的外国和多元化劳动力的当局倾向于允许/促进基于担保要求的可雇用性检查，但也主张在 "配额 "方面有更多的透明度。这并不是说国籍配额是值得宽恕的，但它的透明度有助于预先确定可行性--而不是在与候选人接触的过程中，发现可能不可行。从组织的角度来看，这个过程是相当透明和简化的。
4. Pre-decision Calls through your Relocation Management Company (RMC)
Your global mobility team and RMC may also choose to implement pre-decision calls. In relocation management, pre-decision calls ensure that the candidate understands the relocation package they’ll be receiving. However, they’re also an opportunity for your RMC to promote your company and benefits package and alleviate any concerns the employee or family may have.
Pre-decision calls also prevent discrepancies or misunderstandings once the employee accepts the offer and begins the relocation process. For example, after the pre-decision call, the employee knows exactly which package they will receive, how much each relocation allowance will be, and more. Oftentimes, there is a disconnect between the relocation package quoted by a talent acquisition or HR business partner and the relocation package implemented by the RMC. This may boil down to human error or someone operating on an old/outdated policy. These discrepancies can be minimized when the RMC explains the relocation package pre-decision and implements the relocation package post-acceptance.
5.优化你的人力资源信息系统以实现最大的人才流动性
Your organization can maximize talent mobility by creating custom fields, objects, and reporting in your HRIS (human resources information system). For example, in ADP, your organization can build and manage a talent pool of applicants willing to relocate for open positions. However, your organization shouldn’t overlook existing employees willing to relocate for an intracompany transfer. Existing employees should understand your products, services, and expectations, reducing hiring and training costs.
According to SHRM benchmarking, the average cost of hiring an executive is $28,329 USD. However, many employers estimate that the total cost to hire a new employee can be three to four times the position’s salary. This is a combination of hard costs, such as recruiters, and soft costs, such as the time it takes for department leaders and managers to support the hiring and training process.
Instead of sourcing new candidates from scratch, speak with your IT department about adding custom fields and objects and reporting to your HRIS system. Then, existing employees can indicate in their HR profile if they’re willing to relocate for a new position. Within the custom reporting, you can also add filters to narrow your talent pool to high-performing employees who are willing to relocate, combined with past performance reviews already loaded in the HRIS.
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- How do you create a custom field in ADP?
- How do you create a custom object in Workday?
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6.对人才招聘团队进行定期培训
Regular training sessions ensure your talent acquisition teams have access to the same systems, resources, and responses to questions that are frequently asked by candidates pre and post-acceptance. Training sessions also provide new talent acquisition team members an opportunity to learn more about the mobility packages your employees are receiving and reinforce the message that all talent acquisition teams should follow the same standardized processes.
搬迁管理公司定期为人才招聘团队和相关利益相关者安排培训课程，以提高人才的流动性。这些培训课程可以包括
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- 迁居管理公司为流动、TA和人力资源团队提供的现场培训课程。根据你的流动项目的规模，你的RMC可能会免费进行这些培训课程，或者只是要求你的公司支付酒店和旅行费用（取决于距离和时间）。
- 来自RMC的虚拟网络研讨会式培训课程。
- 为你的组织的关键地点或出现独特困难的地点提供针对国家或地区的培训。
- 目的地服务供应商（DSP）和租赁代理商围绕市场更新、文化规范和最佳做法提出的见解。
- 移民公司就红旗、配额、估计时限、最低工资、劳动力市场测试要求等提供指导。
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通过与人才招聘负责人定期举行培训会议，我们在将区域结构过渡到集中的全球流动计划方面取得了重大成功。这些会议主要侧重于整个过程中的行程图和关键考虑因素。通过积极地让区域TA的利益相关者参与讨论流动的好处和期望的结果，我们观察到他们采用标准化流程的意愿有了明显的提高。
In conclusion, aligning global mobility and talent acquisition teams is crucial for organizations to ensure efficient hiring and successful talent mobility. By distributing relocation guides, reviewing talent acquisition metrics, implementing pre-acceptance checkpoints, conducting pre-decision calls, optimizing HRIS systems, and conducting regular training sessions, organizations can foster collaboration and enhance the effectiveness of these teams. Achieving alignment leads to the swift and compliant hiring of specialized employees, reduces risks, improves time-to-fill metrics, and ultimately enhances overall candidate satisfaction and immigration compliance. Continued efforts and investment in aligning these teams will contribute to a more streamlined and successful talent acquisition process.