Re:locate Magazine - Autumn 2010 Issue by Profile Locations

Re:locate THE MAGAZINE FOR HR & RELOCATION PROFESSIONALS Autumn Issue 2010

www.relocatemagazine.com

£8

New government

Happy landings? How to help returners weather repatriation

Relocation – all change?

Talent

at the heart

Africa

in the spotlight

Wherever you are in the world, we’re there with you around the clock.

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AUTUMN 2010

CONTENTS :

Re:locate

CONTENTS 4

Re:editor’s letter Fiona Murchie looks at what’s in store this issue

Re:news & views Key industry happenings, personalities and comment

Re:hot topic How measures to tackle the UK deficit will affect relocation

Re:repatriation Ensuring a successful transition for returners

Re:talent management Effective strategies for leaner times

Re:international policy The changing profile of assignees and assignments

Re:international The top ten issues for international mobility

Re:property An update on this key sector for relocation

Re:awards Launching the Re:locate Awards 2010/11

5H FRXQWU\ SURÀOH Boom times for African economies

Re:employee support The latest on a smart solution for relocatees

Re:immigration Focus on India

Re:education Settling repatriating children, plus an update on government changes to the schools system

Hot Topic

Awards

Education

Repatriation

AUTUMN 2010

Re:locate

“Keep talent at

TheTeam Managing Editor: Fiona Murchie editorial@relocatemagazine.com

the top of your agenda ”

Design & Photography: Andy Newson info@andrewnewson.co.uk Sub Editors: Anna Lambert, Louise Whitson Advertising: ads@relocatemagazine.com

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s autumn arrives, we have a bumper issue for you. With the recent publication of several surveys about international assignment trends, we signpost the steps you can take to benefit your organisation as the economy recovers. On the property front, we look at the ups and downs of this key sector. Elsewhere, we examine the implications for relocation of new government measures, from employment to immigration and education, which may affect the employees and their families you move. Talent management was placed at the heart of mobility at a recent European conference. We explore why it makes sense to keep talent at the top of your agenda, whether you’re moving domestically or developing a global workforce, and how talent can be managed during, and after, repatriation. Africa is undergoing huge growth, and cannot be overlooked as a relocation hotspot of the future. We analyse the challenges of managing talent there. Smart Move, our new website for relocating employees and their families, is officially launched this autumn (see p30). Make sure your employees access it, and encourage them to sign up for the new monthly online newsletter. Find out more about this free resource and catch up with the Re:locate team at the CIPD national conference and exhibition on 9–11 November, stand F95. It’s that time of year again – relocation’s premier awards are launched for 2010/11. Find out about three brand new categories and the fabulous sponsors who are supporting excellence in relocation this year! Fiona Murchie Managing Editor

Coming in the WINTER 2010/11 issue of Re:locate magazine t INTERNATIONAL Developing a global culture © 2010. Re:locate is published by Profile Locations, Spray Hill, Hastings Road, Lamberhurst, Kent TN3 8JB. All rights reserved. This publication (or any part thereof) may not be reproduced in any form without the prior written permission of Profile Locations. Profile Locations accepts no liability for the accuracy of the contents or any opinions expressed herein. ISSN 1743-9566.

t REMOVALS Latest developments and trends

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Re:locate

: NEWS & VIEWS

AUTUMN 2010

INDUSTRY NEWS & VIEWS If you have news and views that you’d like to see aired on these pages, contact us at editorial@relocatemagazine.com EUROPEAN MOBILITY report published Interdean’s European Mobility Challenges 2010 survey report, which gives an overview of Europe-based HR and mobility professionals’ priorities for their relocation programmes, is now available. Access the report at www.interdean.com Don’t miss Sue Shortland’s article on changing trends in global mobility, on p16, and check out the International Assignments section of www.relocatemagazine.com

NEW WEBSITE for FOCUS Point your UK-bound relocatees in the direction of the new website from FOCUS, which, the organisation says, will make it easier for members to navigate its 7,000+ database of recommended resources for expats living and working in the UK. A new classified advertising section enables members to post items or services directly. Other additions are a travel section and an events diary. The latter lists FOCUS events, as well as the organisation’s top picks of things to do in and around the UK. See the new website at www.focus-info.org

Move One supports Pakistan floods relief Move One Move and Target Logistics are One inviting people to help them Pakisupport the humanitarian effort to bring stan aid to the millions affected appeal by devastating floods in northern and central Pakistan. The floods, some of(LH) the worst in 80 years, have already displaced as many as 15 million people and destroyed or damaged more than 600,000 homes. see copy left + pic Move One has joined Target Logistics’ relief effort to deliver disaster aid packages to flood victims. Each package, costing US$30, is made to last a household for approximately one week. It contains staple food items such as oil, lentils, sugar, salt, flour, and rice. Together, the two companies have pledged 1,000 packages – meeting half the target of US$50,000 – but they are appealing for help to provide more. Contact paul.cziraky@moveoneinc.com for details of how to make a donation.

7,(5 63216256+,3 FHUWLÀFDWHV FXW As part of the government’s drive to reduce net immigration, the UK Border Agency (UKBA) recently notified companies sponsoring migrants under Tier 2 (General) of the Points Based System that their certificate allocations had been reduced. Many companies have had their quota cut to zero, rendering them unable to recruit skilled migrant workers under Tier 2 at all unless they are able to make a convincing case to UKBA to be treated as exceptions. Some are being forced to consider withdrawing offers to workers whom they had already agreed to sponsor. Immigration specialists are currently negotiating with UKBA on behalf of a number of sponsors. Do check with your adviser if you are in any doubt about your company’s position. On p32, in the light of the recent high-profile British delegation to India, Asma Bashir, of Newland Chase, looks at immigration regulations for moving staff to and from India. Keep up to date with the latest news by visiting the Immigration & Visas section of www.relocatemagazine.com

AUTUMN 2010

NEWS & VIEWS :

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ORC TO BE ACQUIRED by Mercer

NEW ROUTE to CIPD membership

ORC Worldwide, well known to those managing international assignments and to the relocation industry for its global surveys, reports and wealth of expatriate information and data, is being taken over by Mercer, a global provider of consulting, outsourcing and investment services. Specialising in human resources information and related consulting, Mercer and ORC will serve more than half of the companies in the S&P 500, the FTSE 100 and the FT Global 500, and more than a third of the DJ Global 1800, as well as many midsize firms, non-governmental organisations and non-profit institutions.

The Chartered Institute of Personnel and Development (CIPD) has announced a new route to membership, which will be available from 1 January 2011. Called Experience Assessment, the new route will allow experienced HR professionals to access one of the three professional levels of CIPD membership (Assoc CIPD, Chartered MCIPD and Chartered FCIPD) through assessment against the relevant membership criteria. It is designed to reflect the ever-more-diverse career paths that, increasingly, see people entering HR from other disciplines, choosing to specialise in one particular area of the profession, or pursuing less-linear HR careers. Experience Assessment will enable the CIPD to cater for people who, by virtue of these more-diverse career paths or for other reasons, have risen within the HR profession without starting out with a CIPD qualification, and have not, so far, had their contribution fully recognised. Further information about CIPD membership is available from www.cipd.co.uk

PROFESSIONAL BODY for serviced apartment bookers As the serviced accommodation sector continues to grow, booking agents in the UK have established an association to establish, maintain and promote standards of professionalism. The Serviced Apartment Bookers Association (SABA) represents companies of all sizes that adhere to the SABA Codes of Conduct for good service and business practice. Membership is open to all bookers of serviced apartment accommodation. Properties and their owners and/or management companies can join as partners. Initially established to include only UK agents, the association has already extended into Europe, with a projected membership of 50 specialist serviced apartment agents by the end of 2010. For further information, go to www.the-saba.org.uk In the Serviced Accommodation section of www. relocatemagazine.com, we bring you all the latest from this burgeoning sector.

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Re:locate

: HOT TOPIC

AUTUMN 2010

New government:

all change for relocation? 7KH HIIRUW WR WDFNOH WKH 8.ÂˇV Ă&#x20AC;VFDO GHĂ&#x20AC;FLW will have major effects on the labour market, according to John Philpott, the CIPDâ&#x20AC;&#x2122;s chief economic adviser. Speaking at a CIPD North London Branch conference, he suggested that the rises in taxes and spending cuts, while aiming WR UHGXFH WKH Ă&#x20AC;VFDO GHĂ&#x20AC;FLW LQ IRXU \HDUV are likely to impact heavily on the labour market. New employment measures will also provide a challenge for employers. Sue Shortland reports, commenting on the implications for relocation professionals. With the coalition government now firmly in place, we have seen a major shift in the political terrain. Although all the political parties put forward manifestos as the blueprint for their term in office, the coalition government, in essence, now presents a policy platform that wasnâ&#x20AC;&#x2122;t specifically voted for,

and thus we are finding out as the days pass the measures that will be taken. The government faces two main challenges: to get the fiscal deficit down, and to create a more dynamic economy.

Tax and spending issues VAT will rise to 20 per cent in January 2011, but the bigger story concerns the ÂŁ50â&#x20AC;&#x201C;60 billion planned spending cuts and the practical question of the effect that these will have. The public sector will see departmental cuts, wage freezes and higher pension contributions, leading to a significant reduction in demand in the economy. John Philpott noted that there could be two outcomes: 1.

The positive (government) view: when the government stops spending, after an initial peak in unemployment, the private sector will invest more, and then jobs will be created and employment will rise.

The alternative (and more pessimistic) view: the reduction in government spending will depress the economy, growth will slow and unemployment will rise.

AUTUMN 2010

HOT TOPIC :

Employment issues

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groups. The emphasis on flexibility will also require relocation professionals to consider how flexible working patterns can be combined with mobility. Older-generation employees may also be kept on beyond 65 (granted, some employers already do this), but where this change does take effect, it will provide a different relocatee profile if such older workers are moved by their employers. The cuts in the public sector will impact on where work is carried out and the composition of teams as redundancies and redeployments take place – another focus for those managing relocation. Emphasis will need to be placed on cost reduction in relocation as employers tighten their belts. However, the key focus for relocation professionals will be thinking differently about the types of people who are likely to be moved. While the traditional relocation groups will remain (although most probably in smaller numbers because of cost cutting), there are likely to be new, less-traditional relocatees to consider in terms of support, new mobility strategies and low-cost relocation options. There will be a need for a widening of policy approaches to address these. The times ahead will certainly provide a challenge.

The government’s policy on employment and workplace issues has yet to be clearly outlined, although John Philpott reported that there is a strong commitment to equal pay and to plans to extend rights to request flexible working and to abolish employers’ right to fix retirement at 65. The government has since announced a consultation on scrapping the default retirement age, which will begin in October. The emphasis on welfare reform and cuts in welfare spending will present a challenge to employers as those coming off incapacity benefit enter the world of work. Student numbers are being curbed, presenting employers with a further challenge, as the government expects employers to take more young people on. Although there is a focus on apprenticeships and internships, monetary support is unlikely to be forthcoming. Limits on immigration will provide further workplace tensions as employers seek low-cost labour but find migrants in shorter supply. Although the exact shape of these measures has yet to be made clear, there is obviously going to be a major impact on employers.

Relocation implications

Our India case study (p32) demonstrates the potential challenges to business of the new government’s recently announced immigration cap. See also our feature on the latest UK education reforms (p36). For up-to-the-minute news affecting relocation, visit www.relocatemagazine.com

For those who are involved in relocation, there could be a greater emphasis placed on taking young people from areas of high unemployment as efforts are made to increase mobility to take up work. This is unlikely to mean high-cost relocation packages, but will require thought to devise policy on how best to support individuals from less-traditional labour-market

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Re:locate

: REPATRIATION

AUTUMN 2010

Happy landings? Having recovered from the initial shock of acclimatising to an alien culture, returning H[SDW ZRUNHUV RIWHQ ÀQG WKHPVHOYHV EXIIHWHG E\ DQRWKHU ² WKHLU KRPH FRXQWU\·V 5XWK Holmes discusses how employers can help their returners weather the repatriation storm – and beat the attrition rate.

epatriation is one of the four key HR elements of successful assignments, alongside personnel selection, pre-arrival preparation and support in post. However, it is usually, quite literally, an afterthought. Once employees are in situ overseas, planning for how the company can best ensure their newfound skills and knowledge are retained on re-entry is frequently overlooked. Expatriates often speak of hearing nothing from their home-country team until a few weeks or so before departure for home. Case studies and literature on good practice in relocation policy are often equally silent on the issue. Repatriation makes concrete the ‘out-of-sight, out-ofmind’ culture so often bemoaned by expats.

Repatriation and retention In statistics that are now, no doubt, depressingly familiar, the attrition rate for returners is, traditionally, way above the organisational average, increasing in the second and third years following return. Some estimates put this churn at around 50 per cent in the third year following an assignment. One of the latest studies on this trend, Brookfield Global

spring 2010 re:locate

Relocation Services’ Global Relocation Trends Survey for 2010, reveals that 38 per cent of employees leave their company within one year of repatriation. “This is a key issue for global organisations, since this is a population of employees that they have invested so heavily in,” says Scott Sullivan, executive vice president of Brookfield Global Relocation Services, commenting on the latest figures. Now, more than ever, as economic times remain tight, companies can’t afford to see talent walk out of the door. Analysis shows that their focus is beginning to shift to the importance of talent retention. “Many of the companies we surveyed are beginning to see the integration of talent management and international assignment mobility as a strategy to turn this loss into a competitive gain,” says Scott Sullivan. Repatriation can be one of the missing links in this new approach. Done well, the repatriation process can better identify and align repatriates’ career aspirations with organisational strategy, as well as address the potentially damaging aftermath of international assignments – reverse culture shock (see Box 1) – and limit its impact.

AUTUMN 2010

Box 1: Reverse culture shock Globally mobile workers experience a double whammy of culture shock â&#x20AC;&#x201C; those often-overwhelming feelings of disorientation, bewilderment and isolation triggered by new environments and cultures. Culture shock, perhaps surprisingly, as well as being almost inevitable in the host country, is often as keenly felt by repatriates on their return to their home country. While someone might be looking forward to a smooth reintegration into their old way of life, it can be difficult for people to pick up where they left off with their social life or school or work life in the case of trailing families. This can lead people to reassess their lives and careers in quite fundamental ways. The degree to which reverse culture shock is felt is believed to depend to some degree on the difference in status and standard of living between home and host countries. The greater the difference, the greater the impact of reverse culture shock on repatriating employees and their families. By understanding these professional and personal pressures, line managers can help to create a more supportive culture for effective repatriation.

Why repatriates leave Globally mobile workersâ&#x20AC;&#x2122; job-hopping habits are the result of a number of factors, of which underperforming repatriation policies are just one. Yet considering repatriation as a

REPATRIATION :

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fundamental and integral element of the assignment planning process from the outset, and embedding it into company culture and career planning, will go a long way to ensure that returnersâ&#x20AC;&#x2122; enhanced skills and experiences are captured and capitalised on, mitigating the negative push-and-pull factors that drive mobile workers from their employers. Both academic and anecdotal evidence reveal that the causes of repatriatesâ&#x20AC;&#x2122; high job-turnover rates are complex and interrelated, incorporating personal, social and organisational issues. At the heart of the matter is the simple fact that overseas assignments are fundamentally life-altering events; the name on the passport will be the same, but the person returning canâ&#x20AC;&#x2122;t help but be changed by their international experience.

Changing the focus, in policy and practice The prevailing short-termism within companies acts to compound the issues around repatriation, confirming the outof-sight, out-of-mind culture that leads repatriates to reach for their resignation note. â&#x20AC;&#x153;Itâ&#x20AC;&#x2122;s my perception that many people go on assignments reluctantly, seeing the limited success in terms of career development of colleagues who have already returned from their assignment,â&#x20AC;? says mobility expert Sally Lockhart (www.slim-consulting.com). â&#x20AC;&#x153;Crucially, most arenâ&#x20AC;&#x2122;t happy to go back to the role they were in before.â&#x20AC;? For Ms Lockhart, changing company policy around global mobility, from short-term considerations that just get the worker in place and settled to a longer-term strategy firmly linked to talent management, is key. â&#x20AC;&#x153;Companies where global moves are part of the ethos, like the big oil and professional services companies,

Re:locate

: REPATRIATION

AUTUMN 2010

already use repatriation as part of the wider strategy on talent management, and with good results. For companies with smaller expat programmes, breaking the cycle and encouraging the next generation of mobile workers is more of a challenge. Companies can only do that over a period of at least five years, or over the assignment lifecycle of two moves. This way, the next group of assignees will see how the culture has changed for the movers before them.” In practice, amending policies that cover global assignments to look beyond the initial stages and physical aspects of a move to repatriation will “put people on notice that the culture is changing,” advises Sally Lockhart. “There are ways of wording policies to suggest that the company will look after its employees on their return too, which is part of an emotional contract with the assignee and vice versa, and where you really begin to start to address the issue.” Getting the key parties in the move – home- and hostcountry line managers and the assignee – involved during pre-assignment discussions, and talking about repatriation throughout the assignment, will also ensure that the both the returner and organisational needs are more likely to be met on repatriation, and that expectations will be managed.

Box 2: Eight steps to repatriation success 1. Consider repatriation during the first stages of assignment planning. 2. Make policies explicit that the company will look after its employees and their families on their return to their home country. This could include career counselling for trailing partners looking to kickstart their careers, and professional education advice for school-aged children. 3. Encourage and, where possible, provide for employees and their families to have home visits, ‘reverse go-sees’, while on assignment. These could include social and office visits. 4. Provide new returnees and expatriates with opportunities to talk to colleagues who have already repatriated. Sometimes new media channels, for example Facebook, MySpace, Twitter and personal blogs on expat community sites, in addition to work email and intranet access in their home country, can be useful to keep employees, their colleagues, and, perhaps, other repatriates in touch and sharing knowledge. 5. Keep home-country managers involved from the very start and throughout the process, so that they understand what new expertise the repatriate can bring to the team, as well as the returner’s new career aspirations or expectations. 6. Debrief returnees about their experiences and the knowledge and skills gained – and capitalise on this information by linking into career planning and new roles. 7. Change the focus of repatriation and expatriation to one of career management and organisational learning. 8. Consider using coaching to help the company maximise returns on assignment costs.

Family support Recognising the part families play in repatriation, as well as their reintegration and culture-shock issues, is also vital for organisations seeking to change the culture and enhance the repatriation process for everyone’s benefit. While trailing partners often have to put careers on hold, younger family members also face what can be traumatic uprootings from their peer group, as well as more practical considerations, like school and education choices. In fact, acknowledging family concerns is increasingly vital to successful assignments. Figures from Living Abroad LLC show that, since 1995, the number of employees declining an overseas post owing to spousal/family pressure has increased by 33 per cent. With the trend towards more, and more shorter-term, assignments in culturally very different countries like Brazil, China, Russia and India, the danger that the cons of global mobility will begin to override the pros is high, as evidenced by an increase of 57 per cent in the number of spouses who have refused to follow their partner abroad, according to the Living Abroad study. Again, considering repatriation during the pre-assignment stage will ensure policies are fit for future trends in global mobility – and for every party involved. Global Relocation Trends Survey 2010, Brookfield Global Relocation Services, www.brookfieldgrs.com

On p33, Fiona Leney looks at how to minimise reverse culture shock in repatriating children. See also the Repatriation section of www.relocatemagazine.com, and don’t miss our feature on talent management (p14).

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Re:locate

: TALENT MANAGEMENT

AUTUMN 2010

Talent management at the heart The global economic downturn has had major implications for companies’ talent management programmes. Fiona Murchie discovers some innovative ways in which organisations are continuing to manage talent effectively – and imaginatively – during leaner times.

efore the recession, talent management was flavour of the month. With skills shortages in many sectors and a scramble to recruit the best graduates, numerous workshops and conferences investigated how to attract and retain key talent. How the world has changed since then, with the demise of leading brands, huge financial institutions thrown into turmoil, and high-profile acquisitions. Now, graduates are scrabbling for training schemes and unpaid internships, and talent management has slipped down the agenda for many organisations. According to a recent Ernst & Young report, Managing Today’s Global Workforce: elevating talent management to improve business, “The economic downturn has slowed globalization, causing a drop in international trade and global expansion. But this pullback is temporary; the longerterm trend is toward further globalization in trade, capital, labour, technology and culture.”

A new world Certainly, though the economy may be recovering gradually here, there is still plenty of global growth, and the emerging markets are setting the pace. For global companies, those with ambitions to be future international players, and those that place their workforce at the heart of their business, managing talent is still firmly on the agenda. Talent management was placed at the heart of the ERC Workforce Summit A Key Strategy for Talent Management, and rightly so, because most of mobility is about getting talent to the right place at the right time. In addition, there are newly emerging markets, and the relocation hotspots of today may not be at the top of the list tomorrow. Already, the world order has been shaken up by the economic crisis, and new companies are taking centre stage. Futurologist Dr James Bellini illustrated this by looking at the Fortune Global 500 companies. In 2003, 31 of these came from emerging economies. By 2009, there were 91, and

39 were from China. There will be new brands from around the world recruiting from a global market and looking for talent. Therefore, no global business can afford to be relaxed about managing and retaining its talent. Employees may currently be staying put because of lack of opportunities and nervousness about redundancies, but they will walk into the arms of the competition or move when the recovery arrives in earnest. In the new world of work, looking forward to 2050, 70 per cent of the population could be living in cities, so the global work centres will be very different from today’s. The relocation hotspots will inevitably move to the BRICS regions, with the BRIC economies overtaking the G7 in terms of GDP by 2020. Then follow the next 11, as predicted by Goldman Sachs (Bangladesh, Egypt, Indonesia, Iran, Mexico, Nigeria, Pakistan, the Philippines, South Korea, Turkey and Vietnam), or possibly the E7 (China, India, Brazil, Russia, Mexico, Indonesia and Turkey), a term coined by PricewaterhouseCoopers for a group of seven countries predicted to have much larger economies than the G7 by 2050, and the CIVETS (Colombia, Indonesia, Vietnam, Egypt, Turkey and South Africa). The McKinsey report Lions on the Move: the progress and potential of African economies, confirms that Africa (see p26) is ripe for meteoric growth, with only China and South Asia predicted to grow faster.

Managing the Digital Native As Dr Bellini points out, in the context of managing global talent this throws up a whole raft of issues in the new world of work. Global transferees will be heading off to a far wider range of geographical locations. The talent marketplace will be completely global for the Digital Native – the new term for tomorrow’s professional. The era of the global citizen will come of age, and virtual 24/7 teams will be the norm. Recruitment specialists are already aware of the

AUTUMN 2010

preferences of generations X and Y, but the Digital Native concept takes us to a new level and explains that feeling of exclusion for those of us who remember computers the size of a room and mobile phones the size of a brick! In a lifetime, each Digital Native will spend 10,000 hours playing video games and 20,000 hours watching TV, will send and receive 200,000 emails, but will only devote 5,000 hours to reading books. For an insight into what drives the younger generation on the other side of the digital divide, see Circuits of Cool, a fascinating global youth research project from Microsoft Digital Advertising Solutions and MTV Networks. But to ground us firmly in 2010, back here in the UK there are inspirational examples of talent management at its best across the private and public sectors. So if you are losing heart and feel you are banging your head against a brick wall arguing your case with your management team, the following case studies, outlined at the CIPD’s Recruitment, Resourcing and Talent Management conference, will give you evidence to fight your corner.

Channel 4 case study An organisation that knows something about the world of digital natives, technological advances and new media is Channel 4. Jo Taylor is its head of Learning and 4Talent. 4Talent develops and supports creative talent at different stages of their careers, creating an inclusive workplace culture that attracts, recruits and retains the widest variety of people, with the aim of “putting diversity at the heart, both on and off screen”. This is done in a number of imaginative ways, including running evening boutiques, inviting a range of talents and their respective networks, so that the participants can experience and understand different processes and practices. 4Talent has also created interships to encourage brand values and diversity, offering these to youngsters from the age of 14 upwards. Leadership is another key to 4Talent’s success. Bringing in a new CEO gave the opportunity to look at the skills, behaviours and attitudes of heads of department. A new leadership project, The Power of the Network, was created. This is a modular approach, with a holistic view of modern leadership and management skills relevant to whatever level you are at. The programme embraces networks across industries outside the media, creating talent pipelines for the future. Jo Taylor cited the example of a visit to Barclays, which had been valuable in bringing new ideas and thoughts back to Channel 4. Four years on from when they started, management takes talent very seriously, which gives Channel 4 a real point of difference, as does the provision of organisation-wide development opportunities.

DWP case study Claire Campbell, of the Department for Work and Pensions (DWP), looked at talent management in leaner times from the public-sector perspective. She heads up Talent Development and Resourcing, looking after talent management, succession planning, senior recruitment and the fast-stream graduate programme, as well as development of senior leaders and coaching strategy. Talent management had been running since 2004 in the DWP and was focused on programmes for those with high potential. However, people were not making the connection to resource their programmes. Ms Campbell’s journey over the

TALENT MANAGEMENT :

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last two years has been to embed talent into the business. She challenged anyone trying to make changes to look at how well talent is embedded in their organisation. At the moment, some organisations may not be overly concerned about retention, but when the upturn comes, talent may move on. Ms Campbell suggests you also have to work out if talent management is to be business led or HR led. Development should be self driven, but DWP staff wanted more intervention from the department. She found part of the solution in the early days had been to hold monthly People Development Forums for management teams, to review talent indicators, identify risks, set or review priorities, and agree actions. Some of the challenges, relevant also to other organisations, include: v v v v v

I’m not identifying them as talent, as I might lose them I’m considered talent – what are you going to do for me? What is the point in talent management when there are no promotion opportunities? This will be helpful when we’re deciding who to exit I do want to progress, but I don’t want to move business area and geographical location

In leaner times, her tip was to maintain the focus and develop people at all levels. As the appetite for talent at the moment is not great, keep it simple. Look at mentoring, action learning and other opportunities that don’t cost anything. It is also important to keep HR business partners on board for support, and not just take the best for talent management. Buy-in from the top is vital, too.

2QH VL]H GRHVQ·W ÀW DOO In Managing Today’s Global Workforce, Ernst & Young concludes, “Every company and country faces unique challenges, and no single talent management program or approach applies to all of them … An organization’s global mobility program is a critical component of its global talent management program and must be aligned to the business strategy and integrated fully into the organization-wide talent management programme.”

Making talent management a business priority in a downturn Companies benefit by integrating international assignments into talent management programs and developing a standard career management program for international assignees Returning expatriates should be smoothly transitioned back into the organization to increase retention and job satisfaction Companies that include international assignments in their overall talent management framework will benefit from the investments made in employees, rather than losing that value when their people move elsewhere Source: Managing Today’s Global Workforce, Ernst & Young

Keep informed of this autumn’s conferences at www. relocatemagazine.com and in our Winter issue.

Re:locate

AUTUMN 2010

: INTERNATIONAL POLICY

The changing nature of assignees and assignment types 7KH SURĂ&#x20AC;OH RI WKH W\SLFDO DVVLJQHH DQG DVVLJQPHQW W\SH LV FKDQJLQJ /RQJ WHUP assignments are increasingly being replaced with alternative assignment types, and young singles are replacing accompanied expatriates. But what is the impact of such changes? Sue Shortland reports.

ong-term assignments are declining in use, according to the latest survey from Cartus. This is not a recent phenomenon, but the continuation of a trend that has been in evidence since 2007. Yet while long-term assignments (between a year and three to five years in duration) are on the wane, alternative assignment types are increasing in use. Shorter and more-flexible assignments, including extended business travel, are becoming particularly popular. Another change in international assignment activity relates to the profile of assignees. The trend is to use young and single people; Cartus reports that, since 2007, the under-30 age group has increased from 19 per cent to 29 per cent, while singles have increased from 29 per cent to 42 per cent. The 50+ age groupâ&#x20AC;&#x2122;s expatriate participation has

remained broadly unchanged. The assignee gender profile is also changing. Women comprised 21 per cent of the expatriate population in 2007; it is notable that this figure has now declined to 19 per cent. The family profile has changed even more significantly; in 2007, some 53 per cent of expatriates were married and accompanied; today, this figure has fallen to only 38 per cent.

Cost and career drivers These trends appear to indicate a move away from the traditional type of expatriate and assignment profile â&#x20AC;&#x201C; having younger, unaccompanied assignees on short-term or extended business-trip-style mobility is less costly than paying for accompanied, long-term family mobility.

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AUTUMN 2010

INTERNATIONAL POLICY :

The assignment type selected is driven by business needs and demands, so it is interesting to note that there is also a trend away from career-development long-term assignments and a corresponding rise in career-development-driven shortterm assignments. Interestingly, career development is the primary reason for an employee to accept an assignment, so employers need to bear this in mind if the recession is forcing a re-evaluation of career moves. Nonetheless, long-term assignments are still used for management and leadership roles and for knowledge transfer, thus differing from short-term assignments, which are primarily project and technical-skills-transfer driven. In 2007, organisations expected significant growth in their use of all types of international assignment. Given the economic downturn, it is not surprising to find that actual assignment activity has not met their expectations â&#x20AC;&#x201C; nonetheless, assignment activity has increased over the last three years. Looking forward to the next two years, companies have moderated their growth expectations, but only expect long-term assignments to decrease in usage, with budget constraints seen as the primary driver for this.

Return on investment A key issue of focus not only concerns cost reduction via modifying assignment types and the policy elements supporting them, but also paying close attention to return on investment (ROI). Talent management, therefore, becomes of paramount importance: the right person is needed for the role, regardless of the assignment type being used. Interestingly, although organisations are keen to see ROI, very few actually measure it, owing to difficulties in defining issues and terms and actually

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developing appropriate metrics to carry out measurement. Hard and soft costs must be taken into account. An issue to consider is how the assignment type, and the assignee profile, might affect ROI. Short-term assignments provide international experience but may not develop cultural competence, so may not fully develop an individual, as would be expected under their strong career-development rationale. Thus, although they save costs in terms of the length of time an individual has to be supported (and unaccompanied assignments do not require the support of family on assignment), the overall benefits derived from the assignment, for both the individual and the company, may be less. The increased use of extended business travel is another case in point. The tiring and demanding nature of continual travel and separation from family and friends is wearing and stressful for individuals. Once again, the hard costs of supporting a full expatriate assignment are saved, but the hidden costs of productivity require consideration. Overall, there is no easy answer to weighing up the pros and cons of using non-traditional assignment types and assignees; careful thought must be given to the advantages and disadvantages, and these aligned with business objectives when assignment decisions are made. Global Mobility and Practices Survey 2010, Cartus, www.cartus.com See also our talent management feature (p14) and our Country Profile on Africa (p26), and download the International Relocation Policy factsheet from our website, www. relocatemagazine.com

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Re:locate

: INTERNATIONAL

AUTUMN 2010

Latest trends in international relocation unpacked %URRNĂ&#x20AC;HOG KDV UHOHDVHG LWV DQQXDO VXUYH\ UHYHDOLQJ WKH ODWHVW GHYHORSPHQWV in international mobility. Sue Shortland highlights the top ten issues raised by the surveyâ&#x20AC;&#x2122;s 120 respondents, and suggests how these key factors may impact on relocation management. These will form the basis of a series of features in future editions of Re:locate, which will explore each in depth and analyse implications for the profession. 1. The impact of the economy on international mobility The economic climate has had a major impact on the scale of international relocation over the past year, with almost half (46 per cent) of the survey participants reporting a fall in their expatriate populations. The drop in expatriate numbers may, in part, be the result of cuts in new-hire international mobility, with only 8 per cent of expatriates being new recruits â&#x20AC;&#x201C; one of the lowest percentages recorded, as, historically, recruits comprise 12 per cent, on average. Yet over a quarter (27 per cent) of the respondents reported an increase in expatriate numbers, so the picture is not as gloomy as it might first appear. Respondents were cautiously optimistic about future growth in expatriation, particularly in terms of destinations such as Brazil, Russia, India and China. A fall in expatriate volume clearly has an impact on the relocation services industry and those within HR departments. However, the nature of the expatriate destinations where growth is envisaged will put added pressures on relocation professionals to ensure high service standards, given the developing nature and difficulties associated with operating in the BRIC growth regions.

2. The centralisation RI VWUDWHJLF GHFLVLRQ making There has been a major shift towards centralisation of decision-making, with relocation decisions being made centrally at HQ by 96 per cent of the respondents â&#x20AC;&#x201C; the highest percentage ever in the history of the 15-year series of surveys. Regional decision-making fell from 7 per cent in 2009 to 2 per cent in 2010. There has been a decline in the use of expatriate assignments for launching new operations. Filling skills gaps

and transferring management expertise are the key reasons for using expatriates in 2010. Centralisation of strategic decision-making is a key issue for relocation professionals, as it indicates that there is significant emphasis on central and top-down governance. Relocation and supporting policy decisions have retrenched to the centre, to ensure tight control of process. This will mean greater standardisation of policies, with a tighter focus on cost control and exception management. The change in the rationales for using expatriates is also likely to have some knock-on implications for relocation policy.

3. The changing nature of expatriate demographics A particularly interesting finding concerns the changing demographic profile of assignees: the survey records an ageing expatriate population and, linked to this, a decline in the proportion of accompanying children. Under half (47 per cent) of expatriates now have accompanying children â&#x20AC;&#x201C; the lowest proportion in the history of the survey, which has a historical average of 56 per cent. There has been an increase in the proportion of married male expatriates â&#x20AC;&#x201C; at 63 per cent, this is the highest figure since 1999. Yet the proportion of expatriates accompanied by their spouse has fallen â&#x20AC;&#x201C; it now stands at 79 per cent (the historical average is 85 per cent). Womenâ&#x20AC;&#x2122;s participation as expatriates has fallen to 17 per cent, the lowest since 2001, when it was 16 per cent. Demographic change has a significant effect on policy provision, and thus policies should be kept under review. With a fall in accompanied mobility, there is clearly an implication for cost savings, but potentially

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Re:locate

: INTERNATIONAL

there is pressure on individuals to cope alone, without family support. The fall in the percentage of female expatriates has clear implications for diversity and equality policies.

4. The changing nature of assignment types: the rise in commuting Linked to the findings above, the survey also reports on the changing nature of assignment types. There has been an increase in the use of commuter assignments – some 35 per cent of respondents reported using this type of assignment, compared with 29 per cent in 2009. The development of commuter policies is increasing to reflect this as well – with 36 per cent considering using a commuter policy in 2010, compared with 30 per cent in 2009. Clearly, there is a significant issue for relocation professionals here, in the need not only to develop a commuter policy but also to consider the nature of support given to combat the stress and fatigue that accompanies such patterns of international mobility. While international commuting can be linked to maintaining dual careers and children’s education at home, it is also known to create family stress and work disruption.

5. The changing length of assignments: the ULVH LQ ORQJ WHUP DVVLJQPHQWV This was a particularly surprising finding of this year’s survey. While the percentage of respondents using short-term assignments did not change, the percentage of long-term assignments increased from 61 per cent in 2009 to 64 per cent in 2010. Given cost constraints, it might have been expected that short-term mobility would have increased – but it appears that employers are instead seeing that the productivity gains that come with settled and culturally adapted employees outweigh the costs of new expatriates who have to adapt. It is also possible that, given the loss of posts at home during the recession, extension of a long-tem assignment helps to contain redundancy or redeployment costs if no suitable position is available on repatriation.

6. Increasing use of localisation The extension and use of longer-term assignments is linked to an increasing use of localisation: the survey finds the percentage of firms with localisation policies has risen from 52 per cent in 2009 to 58 per cent in 2010. There has also been an increase in the use of local hires – rising from 37 per

AUTUMN 2010

cent to 38 per cent over the past year. There are implications here in relation to policy design and communication for expatriates. Consideration needs to be given to the phasing out of expatriate benefits – potentially, this will be speeded up, given cost considerations. Yet the implications for reducing motivation and productivity must be set against this. In relation to the increased use of local nationals, consideration must be given to training policies.

7. Performance management and repatriation Some 18 per cent of survey respondents reported that they did not know how expatriate performance was measured – up by 6 per cent on last year. Yet some 33 per cent thought that expatriates received promotions more quickly, while 28 per cent linked expatriate experience with gaining company posts or changing employers more often. There was increasing evidence that employers saw repatriation as integral to the assignment cycle, with 74 per cent having written repatriation policies, up by 4 per cent from last year. Although 92 per cent said they held repatriation discussions with returning expatriates, these were generally held within six months of returning home. Once again, there are significant implications for relocation professionals in these findings. Given the emphasis on cost control, it is critical that an understanding is developed in relation to managing and measuring performance. There also need to be clear links to the talent management process. Repatriation discussions need to be in place around a year before return if suitable roles and career development are to be identified and put into action. These steps are important to ensure reduction in turnover and, as a consequence, effective deployment of capabilities and cost control.

8. Cultural training While 80 per cent of the survey respondents provided cross-cultural training, the percentage applying it to all assignments has declined from 35 per cent in 2009 to 27 per cent in 2010. The decision to provide such training is linked to the host country, although mandatory training is declining. As alternatives to face-to-face training, web- or media-based alternatives are gaining in popularity. Given the importance of cultural competence to maintaining productivity, the apparent reduction in provision is worrying and presents significant dilemmas to relocation professionals. Cost-cutting is important, but not

AUTUMN 2010

INTERNATIONAL :

at the expense of capable, efficient and effective employees. Attention needs to be paid to this issue via cost-benefit analyses, to ensure that expatriates are suitably prepared for their sojourns abroad.

9. Reduced opportunities for spousal employment The survey finds that only 9 per cent of spouses were employed both before and during the assignments; in contrast, 50 per cent of spouses were employed before, but not during, the assignment (up from the historical average of 48 per cent). The recession has brought with it job losses and a very difficult labour market. This is likely to have a major impact on spousal employment opportunities â&#x20AC;&#x201C; especially when combined with a growth in non-traditional expatriate destinations, where language and culture are also likely to create difficulties in obtaining work opportunities. Clampdowns on visa regimes are a common response to unemployment issues, as hostcountry governments strive to protect local labour markets. This may have a major impact on the need to keep up lobbying pressure and to review spousal-support policies in the future.

10. Cost control Cost control has been a feature of all the findings in the Brookfield survey, but there is also increasing evidence of efforts to track and predict assignment costs. Some 75 per cent of respondents in 2010 required a statement of clear assignment objectives before funding assignments was agreed (historically, this average was 65 per cent). Some 46 per cent of respondents required a cost-benefit analysis to justify the assignment (up from 39 per cent last year). Some 64 per cent

+12%3 3"'5&3'&5 /$3. 5 2%4,5 21 )21 21/.45)$34"., 5 3.&5/5 41,2"/$5,41%3)4

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tracked costs during the assignment (surprisingly, down from 68 per cent last year and the historical average of 70 per cent). Brookfield suggests that the decline in cost tracking might be due to the complexity of the assignment locations or the decline in headcount in the mobility function. In addition, the stagnation in the use of outsourcing might also account for this figure. Clearly, the pressure on the mobility function continues to grow as headcounts reduce. This is of clear significance, as relocation departments will have to find ways to do more with less.

In summary Relocation professionals face a very demanding future as the traditional expatriate landscape changes with the addition of a greater range of destinations and a wider set of challenges for those being relocated to them. Given the economic backdrop and consequent emphasis on return on investment, care must be taken not to pursue cost-cutting at the expense of productivity and talent management. Careful review of policy and practice is required to ensure alignment with strategic objectives while ensuring that organisations have the human resources in place who have the capability to take them forward when the upturn finally arrives. Global Relocation Trends Survey 2010, Brookfield Global Relocation Services, www.brookfieldgrs.com Donâ&#x20AC;&#x2122;t miss our repatriation feature (p10) and Sue Shortlandâ&#x20AC;&#x2122;s exploration of the changing nature of assignees and assignment types (p16).

Re:locate

AUTUMN 2010

: PROPERTY

The ups and downs of the property market As uncertain times continue for the UK housing market, Louise Whitson takes a look at VRPH UHFHQW VXUYH\ UHVXOWV DQG ÀQGV RXW ZKDW WKH QH[W IHZ PRQWKV PD\ KROG LQ VWRUH IRU this key sector for relocation.

n the Winter 2009/10 issue of Re:locate, we reported that short- to medium-term demand for residential property would be subject to a number of uncertainties: how far unemployment would rise, any increase in interest rates, the impact of the end of the Stamp Duty holiday, the effect of the forthcoming General Election on confidence, and whether the election would be followed by tax rises. Some months further on, the General Election is behind us, and a new government is in power – but there are still plenty of uncertainties about. Many people, particularly in the public sector, are holding their breath pending the results of the Spending Review, to be published later in the autumn. Swingeing cuts have been widely trailed. These are likely to mean heavy job losses in the public sector and knock-on effects in the private sector as the government tackles the country’s deficit. The July inflation figure of 3.1 per cent – down from 3.2 per cent in June – was still considerably higher than the Bank of England’s target, making a rise in interest rates more likely, with attendant implications for the property market. Dr Peter Williams, chairman of specialist research consultancy Acadametrics, says, “More sellers have returned to the market, which has strengthened the position of those buyers with cash or agreed loan finance – the supply of which has eased a little. Clearly, continuing low interest rates are helping, though lenders must test a mortgage applicant’s capacity to cope with higher rates, given that current

conditions are somewhat unusual. The Bank of England continues to signal little appetite to push rates up this year, reflecting the Monetary Policy Committee’s view of the continued vulnerability of the UK economy. Regardless of that, homebuyers have to factor in higher interest rates and taxes and reduced income, and this finds expression in reduced confidence and continued caution regarding house purchase.”

Prices falling? House prices held steady at the beginning of the year, helped by a shortage of supply. However, several house-price surveys – including those from Nationwide and Hometrack – have recently recorded slight falls, the first, in the case of Nationwide, since February, as a result of an increase in supply coupled with falling demand. But according to the LSL Acad HPI, a monthly housingmarket index from LSL Property Services and Acadametrics based on Land Registry data on every residential property transaction in England and Wales, the average house price in July was £220,685 – a modest rise on the June figure. The Halifax House Price Index for July also recorded an increase. Acadametrics’ Peter Williams says, “This very mixed picture, both in terms of divergent reports for the same month and small positive and negative fluctuations over a series of months, is consistent with a reduced and slowing market with no single strong driver and where unique events, such as the abolition of HIPs, or even changes to Stamp Duty,

AUTUMN 2010

PROPERTY :

can have an undue impact.” Any reduction in prices must be seen in context. According to data from the Halifax, house prices fell 23 per cent from their high point in August 2007 to their low ebb of April 2009 – but, after recovering in the second half of last year, they are now only 16 per cent lower than at their peak. What’s more, the ‘correction’ in house prices has not come at the expense of repossessions resulting from mortgage arrears, as was the case in the 1990s, interest rates having been low enough to enable most borrowers to keep up their payments. Recent figures on repossessions from the Council of Mortgage lenders showed the third quarterly consecutive fall after the record high of September 2009. Will prices continue to fall? According to Hometrack, estate agents predict that rising supply and faltering demand will exert downward pressure on prices during the remainder of 2010. Martin Gahbauer, chief economist at Nationwide, says, “It will take several more months to establish whether house prices are now simply oscillating around a flat price trend or whether a period of downward-trending prices may be in store.” Most commentators seem to expect a further period of price correction. Overall, price stabilisation may be a good thing for the property market, freeing up chains by helping first-time buyers onto the housing ladder. However, first-time buyers still face the hurdle of amassing a large deposit in order to get the mortgage finance most will need.

Around the country It’s impossible to generalise about whether falling prices constitute good news for relocating employees or not. Much depends on an individual’s circumstances, where they are moving to, and from, and what kind of property they are buying/selling. There are always going to be some areas where property holds its value better than others, or even bucks a downward trend. According to Acadametrics’ Peter Williams, “The average price of a home is now 8.2 per cent higher than it was five years ago. Purchasers in Greater London have seen a 20 per cent price rise; by contrast, buyers in the West Midlands and Wales have seen prices remaining effectively flat.” Recent research from Lloyds TSB found that, while the average price rise across England between April 2009 and April 2010 was 5 per cent, the average rise in London during the same period was 16 per cent. Says David Brown, commercial director of LSL Property Services, “Small monthly house-price fluctuations are likely

Re:locate

to continue in the short term, and there will be considerable regional differences, particularly as the coming budget cuts hit some parts of the country worse than others.”

The rentals picture According to the Association of Residential Lettings Agents (ARLA), the number of residential properties available for rent in the UK is declining and now stands at an all-time low – a situation that may pose problems for those trying to find rented accommodation for relocating employees. In the ARLA Review and Index for Q2 2010, 70 per cent of the association’s member offices said that there were more aspiring tenants than available properties – an increase from 59 per cent last quarter and 24 per cent in September 2009. Worst affected is the South East, where 76 per cent of member offices report more tenants than properties. Ian Potter, ARLA’s operations manager, says, “This situation has been deteriorating rapidly in recent months, as the supply and demand of homes to buy is also swinging out of kilter – making the prospect of a severe rental housing shortage ever more likely.”

The relocation company perspective What trends are relocation companies seeing? Says HCR’s Mark Beeton, “One trend seems to be some client reluctance to use GSPs – although there is an increasing desire for the service from employees as the property market shows signs of worsening. Another trend is the need to adapt policy and be more directive with employees when it comes to temporary accommodation, owing to lack of availability, which is leading to a need to move quickly to secure property, landlords not being so keen to negotiate, and so on. This may change as the housing market worsens and the supply of rental property from reluctant landlords increases.”

Mortgage lending still tight Difficulties in obtaining mortgage finance remain, albeit mainly for those without a significant deposit. However, as those affected are mainly first-time buyers, this is not a major problem for relocation. Despite Government efforts to persuade lenders to loosen their purse strings, many are taking an ultra-cautious attitude. According to the Bank of England, the number of mortgages approved in June was 47,643, down from 49,461 in May, although the Building Societies Association reports that gross mortgage lending in June was 31.8bn, 19 per cent higher than the May figure.

Where next for the housing market? Commentators seem pretty well unanimous in their belief that an upturn is not likely in the near future. Says Peter Williams, “Summing up, we are clearly in a period of considerable uncertainty and, at best, the market is likely to continue to remain close to flat; that said, there will be strong regional and local variations. Despite the underlying imbalance of demand and supply, there is little to suggest that we will see any strong recovery in the housing market in 2010 or, indeed, into 2011.”

Average UK House Price

£200,000 £175,000 £150,000 £125,000 £100,000 £75,000

Source: Nationwide House Price Index

Jul-10

Jul-09

Jul-08

Jul-07

Jul-06

Jul-05

Jul-04

Jul-03

Jul-02

Jul-01

Jul-00

£50,000

For more on the UK economy, see Sue Shortland’s feature on p8. Check out the latest property news, including monthly survey roundups and comment, at www.relocatemagazine.com

Re:locate

AUTUMN 2010

: AWARDS

AUTUMN 2010

AWARDS :

Excitement growing

Relocation’s premier awards launched! As the Re:locate Awards 2010/11 are launched, we find out from this year’s sponsors what makes these awards special, unveil three brand new categories, and announce an innovative launch event.

ince their introduction in 2007, the Re:locate Awards have grown to become the UK’s highest honour for HR and relocation professionals. Their winners, the often-unsung heroes and heroines of corporate moves, have represented organisations large and small, their inspiring stories serving as perfect examples of relocation at its best. The aim of these awards is to celebrate the contribution of relocation, not only to corporate success, but also to the lives of relocating employees, to reward those who make a difference in this field, and to motivate others to follow their example. As well as recognising those in HR roles, they pay tribute to the expertise of the wealth of service providers – from relocation management companies to financial and property professionals – who, together, make up this diverse industry. The awards are growing each year, bringing on board more international entries, more inspirational HR teams and policies, and suppliers from new sectors. We invite you to join them! With a choice of categories for HR and service providers, there’s sure to be one that’s right for you.

Enthusiasm for this year’s awards is already being generated, thanks in large part to our sponsors. Roomservice by CORT is sponsoring the Rising Star in Relocation category for the fourth year running. Says Karen Counterman, “This award is a fantastic way to raise one’s personal profile and become more known within the industry. This, in addition to drawing attention to whatever aspect of relocation you are associated with or specialise in, is a fantastic platform to launch oneself to the next level and gain a deeper understanding of how our industry really works.” Fully Furnished is another fourth-time sponsor. Observes Sky de Rome, “The Re:locate Awards are recognised as a benchmark for quality, and provide an ideal platform for relocation professionals excelling within their field of expertise to gain recognition for best practice and superb service in this diverse and challenging industry.” Cartus is sponsoring for a third year. Explains Robert Abbott, “Working, as we do, with HR departments to ensure a smooth transfer for their UK and international assignees, we are very aware of the difference a truly inspirational HR team can make to the process. It’s good to see their hard work and dedication being recognised.” SIRVA, Interdean and Newland Chase are all sponsoring the awards for the first time. SIRVA’s Glen Bansor believes, “In order to maintain excellence within our industry, it is essential to recognise the key contributors. Re:locate does this superbly well every year.” Says Interdean’s Simon Davies, “Interdean is delighted to promote best practice and celebrate all those forward thinkers in our industry.” Newland Chase’s Asma Bashir comments, “The intrinsic professionalism and expertise of the entrants in the Relocation Service Provider or Team of the Year

How to enter

Spreading the word As in previous years, Re:locate will be touring the country talking to HR and specialist groups about the awards and explaining the entry process. If you’re an HR professional, you can meet members of the team at the CIPD Annual Conference and Exhibition. If you work on the supplier side, catch up with us at the ARP conference and Christmas lunch. Keep up to date with the latest awards news via the website and our e-newsletter, Re:locate Extra. Sign up online today.

Supporter

Sponsors:

Relocate Your Thinking

category is always unsurpassed, and the winners thoroughly deserve the recognition they receive.”

New categories for 2010/11 To celebrate the fourth year of the awards, three brand new categories are being introduced. The Green Achievement award recognises a company that has excelled in environmental initiatives and practice. Says Tim Rose, of sponsor Connells Relocation Services, “Sustainability is at the top of the agenda for our corporate clients. We’ve been involved with these awards since the beginning, and are delighted to support this exciting new green initiative.” Sponsored by Smart Move, Re:locate’s new resource for relocating employees, the Excellence in Employee Support award honours individuals and organisations that go the extra mile for relocating employees and their families. For more details, see p31. The Best International Destination Services Provider category recognises quality and professionalism. Fiona Murchie, Re:locate ’s managing editor, says, “It has always been our intention to expand the awards beyond our original seven categories. The awards are now firmly established as the ultimate recognition for HR and relocation professionals, so we felt this was the perfect time to do so.” Full details on the new categories can be found at www. relocatemagazine.com

Fabulous launch webcast! The awards will be launched in the autumn with a webcast featuring interviews with previous winners, tips on compiling a winning submission, and much more. Full details will appear on the website and in our e-newsletter, Re:locate Extra.

Award categories

Entry is easy, and free. You can enter yourself, your team, your company, or an organisation that deserves recognition. Visit www.relocatemagazine.com for full details and an entry form, plus practical tips on writing a winning submission. Our winners will be presented with their trophies at the annual Gala Awards Dinner, now established as the highlight of the relocation calendar.

Re:locate

1. Best Relocation Strategy/Policy – Sponsored by Interdean 2. Technological Innovation in Relocation 3. Inspirational HR Team of the Year – Sponsored by Cartus 4. Relocation Service Provider or Team of the Year – Sponsored by Newland Chase 5. Best Property Provider or Solution – Sponsored by Fully Furnished 6. Rising Star in Relocation – Sponsored by Roomservice by CORT 7. Relocation Personality of the Year – Sponsored by SIRVA 8. Green Achievement – Sponsored by Connells Relocation Services 9. Excellence in Employee Support – Sponsored by Smart Move 10. Best International Destination Services Provider

Key dates Launch webcast: Autumn 2010 Closing date for entries: 19 February 2011 Gala Awards Dinner: May 2011

Professional endorsements: THE RELOCATION USERS GROUP

Re:locate

AUTUMN 2010

: AWARDS

AUTUMN 2010

AWARDS :

Excitement growing

How to enter

Supporter

Sponsors:

Relocate Your Thinking

category is always unsurpassed, and the winners thoroughly deserve the recognition they receive.”

Award categories

Re:locate

Key dates Launch webcast: Autumn 2010 Closing date for entries: 19 February 2011 Gala Awards Dinner: May 2011

Professional endorsements: THE RELOCATION USERS GROUP

Re:locate

AUTUMN 2010

: COUNTRY PROFILE

Africa – top of the agenda As a continent, Africa is seeing huge growth, with a collective GDP of $1.6 trillion in 2008 – roughly equal to Brazil’s or Russia’s. Fiona Murchie analyses the challenges and rewards of doing business in this exciting emerging economy, from both the employer’s and the employee’s perspective.

recent McKinsey report, Lions on the Move: the progress and potential of African economies, powerfully highlights Africa’s future role as a world player, leaving no doubt that the continent is creating substantial new business opportunities, which are often overlooked by global companies. The secret of success, it concludes, is to embrace the spirit of Africa and all the complexities of operating there, in order, ultimately, to gain the rewards and support the continent’s development. Mobility issues for companies relocating employees to Africa are considerable. The move can be financially rewarding for the company and the assignee, but it is expensive

to send people, and there are tax and payroll issues, as well as currency fluctuations, to take into account. For those moving to Africa and working there, huge social adjustments are necessary, particularly when operating in remote and underdeveloped locations. The variation in quality of life from country to country must be taken into account, as must the cost of living and the cultural differences. These were the insights of Carol Hondonga, recruiting and talent manager, Rio Tinto, based in Johannesburg, speaking about deploying talent in African markets at the EMEA workforce summit run by ERC in Frankfurt in June. From a policy point of view,

understanding the legislation and employment quotas is absolutely critical to success, and this can raise challenges, particularly for global organisations wanting to operate a consistent application process. Outsourcing is, obviously, an option.

South and Central Africa Following the World Cup, South Africa is under the spotlight, and it is certainly by far the most popular African country for expatriates. With a population of 49 million, the country has 20 per cent of global mining, which means that it will always attract mining-sector specialists. Aware of the perception that South Africa is a high-crime area, Carol Hondonga felt this was not the

*Source: McKinsey & Company

AUTUMN 2010

reality for her company’s expatriate population, but assignees needed to take the necessary precautions, as they would when moving to any other foreign country, following local security guidelines and adopting a commonsense approach. For companies wanting to operate in South Africa, Ms Hondonga’s advice was clear: to be viable, you must be genuinely doing business there. It is mandatory for companies to submit returns of their workforce profile, and reverse discrimination is in operation, so there can be no fudging of diversity demographics. There is a quota system that lists shortage skills, and, to ensure you navigate the immigration minefield safely, it pays to get good immigration advice. See the immigration requirements panel supplied by ProLink Global. Each African country has different requirements and complexities. Apparently, it can take a year to get a permit to work in Mozambique. Operating in the Congo is fraught with problems; you need to know the right people and partner with locals, corruption is rife, and contracts may not be worth the paper they are written on. What’s more, the infrastructure is

COUNTRY PROFILE :

very difficult, and local airlines often don’t meet safety criteria. If you are sending people to Zimbabwe, make sure they understand its culture; people are wary of dealing with expats, and they are advised to keep a low profile. In Namibia, it is very difficult to get papers, and it has even been known for employees to be arrested, so skills transfer is the key here. Security should always be taken seriously, and it is important to track expatriates and their movements, although this can obviously be difficult, given the infrastructure and communications systems. The recent floods in Pakistan have demonstrated the importance of having evacuation procedures and robust lines of communication in place. Health considerations are also of paramount importance. Employees need to be well insured to cover all eventualities, and expatriates doing a difficult job in a sometimes-hostile environment need the peace of mind of knowing there is expert medical support when it is needed. Rio Tinto’s Carol Hondonga clearly endorses the pragmatic approach. Companies like hers have a wealth of experience, and their talent

Africa today

Africa tomorrow

$1.6 trillion

$2.6 trillion

Africa’s collective GDP in 2008, roughly equal to Brazil’s or Russia’s

$860 billion

Africa’s combined consumer spending in 2008

316 million

The number of new mobile phone subscribers signed up in Africa since 2000

The number of African companies with revenues of at least $3 billion

Africa’s collective GDP in 2020

$1.4 trillion

Africa’s consumer spending in 2020

1.1 billion

The number of Africans of working age in 2040

128 million

The number of African households with discretionary income in 2020

Source: Lions on the Move: the progress and potential of African economies, McKinsey & Company

Re:locate

management strategy for Africa is about developing careers within a global company. In order to move talent into, and within, Africa, you need to work with the different governments. Her advice is to take the longer-term strategic view on the continent, create a strategic pipeline and plug as required. The talent management cycle is the same in Africa as elsewhere – you need to attract, develop, deploy and retain. But the talent you have developed will be attractive to competitors operating across the continent.

South Africa: employment authorization Basic requirements – The principal visa category for temporary employment in South Africa is the intra-company work and residence permit. This is a visa category for South African employers to sponsor approved skilled workers to work in South Africa on a temporary basis. Who is this visa for? – This visa is for employers who would like to employ overseas workers to fill skilled or managerial positions in South Africa. Process overview – The process for obtaining an intra-company work and residence permit involves a two-step process, summarised below. 1. 2.

Work and residence permit application. Endorsement of passport.

Medicals and police clearances will be required for all applications. Estimated processing time – Two to six weeks. Validity periods – Up to two years. Family members – Secondary/ family dependants cannot work and study. Source: ProLink Global, www.pro-linkglobal.com

Re:locate

AUTUMN 2010

: COUNTRY PROFILE

East Africa At the ERC summit, Farid Ahmed, head of HR, shed light on the East African landscape from the perspective of Nokia Siemens. By partnering with governments to develop the telecoms infrastructure, companies like his are enabled to provide the networks; with huge growth potential across Africa, this is a valuable prize. East Africa consists of Libya, Egypt, Sudan, Ethiopia, Somalia, Eritrea and Djibouti. Each of the countries is unique, with its own cultural, religious and legal differences. Practicalities such as weekends of Thursday/Friday, Friday/Saturday and Saturday/Sunday add to the crossborder operating difficulties. One greater challenge is the short period required by governments to start a localisation programme. This can be from eight months to 18 months for expatriate engineers or managers coming in from Germany or other western countries. Without such a rapid transition, the government will not allow the company to operate. Because they have to naturalise their positions and employees are happy to stick with their jobs, global employers find there are few vacancies. Also impacting on mobility is the cost of moving people. Farid Ahmed observed that, as elsewhere, mobility policies were changing rapidly, redundancies were creating mobility opportunities, and there were signs of movement from EU countries to Africa, as there was more knowledge about Africa and understanding of the market potential. This is borne out by the McKinsey survey. Mr Ahmed was in no doubt that Africa would continue to grow, and that its infrastructure would be vastly improved. With numerous greenfield projects waiting for funding, there would be the opportunity to move talent and develop global workforces in exciting projects. However, he said that the corruption problem should not be underestimated. If a global company has a strong legal and compliance department with strict values, it can be difficult to get work permits.

The employee perspective Operating in Africa is full of challenges, whether recruiting or drafting in employees in the short term. Where families are involved, the stakes are even higher. Geremie Sawadogo, of The

World Bank, illustrated the employee’s perspective by revealing the results of a recent relocation survey. “In general, we were doing well on financial benefits, such as family assistance grants, locality premiums and cost-of-living allowances, but lagging behind on support. “Employees highlighted housingsearch frustrations, inadequate support at their destination, and a lack of country-specific information. They were looking for dedicated case management, plus more understanding and better support from their relocation management company, HR and managers, plus spouse/partner employment assistance.” It was obvious that there was a lack of clarity and coordination in benefits, entitlements and application, covering everything from country-specific allowances to shipping entitlements and the challenges of logistics, and compounded by time constraints for the assignee. Solutions ranged from the provision of a relocation portal to aid pre-departure for staff and families to the appointment of case managers. By standardising and applying relocation benefits and related policies consistently across the Bank Group, the differences in benefits policy implementation were resolved. Cultural support was greatly enhanced through detailed briefings, cultural tools, and information-sharing arrangements with other country-based organisations, such as embassies and the United Nations. The World Bank managed to turn round what was perceived as a “logistics nightmare, aggravated by a sense of abandonment” to a happier situation by setting up one-stop destination services. Repatriation career concerns were addressed by providing pre-entry briefings to all staff and families six to nine months before the assignment’s end, and finding suitable repatriation assignments, in line with talent management objectives.

Africa’s branding is key The African nations are encouraging their homegrown talent to return. Reconnect Africa, a website (www. reconnectafrica.com) and online magazine for African professionals living outside the continent, is full of information about careers, business and jobs, and a valuable resource for global companies recruiting throughout Africa. Commenting on the fabulous PR for Africa generated by the World Cup,

and the groundswell of support for Ghana in the quarter finals, its editor, Frances Mensah Williams, Ghanaian herself, said, “ We must seize today urgently, as the time to reshape Africa’s brand. We have the chance to leverage the goodwill that exists for Ghana and to translate that into goodwill for the whole continent. “This is the branding opportunity of a generation, and, for those who may think this is about sentiment, the harsh reality is that branding is about business. We need to work actively on building on the change of perception that this World Cup has brought about for many millions of people.”

Building the future According to the McKinsey report, “If recent trends continue, Africa will play an increasingly important role in the global economy. By 2040, Africa will be home to one in five of the planet’s young people and will have the world’s largest working-age population. Global executives and investors cannot afford to ignore the continent’s immense potential. A strategy for Africa must be part of their long-term planning. “Today, the rate of return on foreign investment in Africa is higher than in any other developing region. Early entry into African economies provides opportunities to create markets, establish brands, shape industry structure, influence customer preferences, and establish long-term relationships. Business can help build the Africa of the future.” It stands to reason, therefore, that Africa will increasingly become a relocation destination, and that the companies which can address the raft of issues involved in sending assignees there, and hand over successfully to local employees, will be the ones to benefit themselves – and Africa – the most. Lions on the Move: the progress and potential of African economies, McKinsey & Company

See the new Africa section on www. relocatemagazine.com, and download our International Relocation Policy factsheet. Don’t miss our talent management feature (p14).

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Re:locate

AUTUMN 2010

: EMPLOYEE SUPPORT

Smart Move: new free resource Since our Summer issue, Smart Move, Re:locate’s new dedicated website for relocating employees and their families, has blossomed. Fiona Murchie reports on some exciting new developments aimed at highlighting the importance of employee support and making life easier for HR teams.

ver the summer months, Smart Move, Re:locate’s new employee support website, has gone from strength to strength. New content is being added continually, and feedback from users has been enthusiastic. This issue, we have focused on talent, and it’s important to support your talent wherever you are moving them. It is still hard for families to uproot themselves in the UK, because of the difficult housing market, so advice on property issues, plus reassurance, is always welcome. The new government’s changes to education add to the confusion many parents feel when moving their children. We offer the facts, plus support and advice from a wealth of experts and those who have experienced relocation and international assignments themselves. Relocation is an ongoing process, so you can be sure that, wherever your assignees are in the cycle, there will be something for them – from planning their move to the practicalities of partner support, from settling in and making friends to repatriation, the importance of which has been emphasised in other features in this issue.

Smart Move award This year, we are introducing a new Re:locate Awards category to honour individuals and organisations that go the extra mile for relocating employees and their families. We’re hoping to encourage the range of niche providers of support who fall within the wider relocation remit but perhaps have not naturally found a category to enter. This category may well appeal to schools and those providing education support, such as education consultants, nursery providers, and so on. There is also the range of services that make life easier for spouses and partners. Language provision, cross-cultural services and concierge services may all fall within this remit. So if you feel your organisation makes an outstanding contribution to relocating employees and settling their families, and you can demonstrate how it meets a gap in relocation provision, please enter.

Smart Move newsletter Each month, we select the cream of the news stories across a range of topics, plus useful information and tips, and bring them straight to individual relocatees’ inboxes via our free e-newsletter, Smart Move Plus. Whether they’re moving within the UK, into the UK from overseas, or relocating overseas on an international assignment, Smart Move Plus is for them. Its wealth of relevant, up-to-date content means it’s also ideal for you if you’re managing moves. Subscribe via the Smart Move website, www. relocatemagazine.com/smartmove, and make sure your relocatees have the link, too.

AUTUMN 2010

CIPD National Conference and Exhibition If you want to find out more about this free resource to support your relocating employees and their families wherever they go in the world, catch up with the Relocate team on stand F95 at the CIPD National Conference and Exhibition. Take away your free â&#x20AC;&#x2DC;guide to relocationâ&#x20AC;&#x2122;. Whether youâ&#x20AC;&#x2122;re a generalist HR new to relocation, a mobility specialist or part of a compensation and benefits team, weâ&#x20AC;&#x2122;re happy to help.

EMPLOYEE SUPPORT :

Re:locate

Launch â&#x20AC;&#x201C; 14 October 2010 Smart Move will be launched in October with a fabulous webcast. HR professionals, a range of specialists and expatriates themselves will be interviewed. There will be â&#x20AC;&#x2DC;just like meâ&#x20AC;&#x2122; video case-study scenarios of relocatees, and interviews on topics of interest out and about on location, plus taster overviews on regularly featured topics.

Webcasts Lively webcasts throughout the rest of 2010 and 2011 will cover the full range of topics of LQWHUHVW WR UHORFDWLQJ IDPLOLHV IURP Ă&#x20AC;QDQFH and health to removals, choosing schools, property, and furniture rental to the cultural and language experience and tougher subjects like tax, immigration and visas. Weâ&#x20AC;&#x2122;ll take into account key timelines and dates to help make sure your employees plan for their moves, leaving you with less to worry about. www.relocatemagazine.com/smartmove

Re:locate

AUTUMN 2010

: IMMIGRATION

India: WZR ZD\ WUDIĂ&#x20AC;F" $VPD %DVKLU RI VSHFLDOLVW LPPLJUDWLRQ Ă&#x20AC;UP 1HZODQG &KDVH SURYLGHV D WLPHO\ XSGDWH RQ LPPLJUDWLRQ UHJXODWLRQV IRU HPSOR\HUV PRYLQJ VWDII WR DQG IURP WKH IDVW JURZLQJ relocation destination of India, and comments on the UK immigration capâ&#x20AC;&#x2122;s implications. foreign labour in aiding the British economy. Conversely, UK citizens obtaining visas to India must also satisfy similar conditions set by the Indian government, and these should be considered to show whether there is an imbalance in the UK-India business alliance. Practical implications of the measures imposed by Indiaâ&#x20AC;&#x2122;s Ministry of Home Affairs are as follows:

avid Cameronâ&#x20AC;&#x2122;s recent visit to India, designed to promote business and trade, highlighted the importance of Indiaâ&#x20AC;&#x2122;s role in the worldâ&#x20AC;&#x2122;s economic recovery. The proposal of an immigration cap by the UK government has been under media scrutiny over its potential effects on the worldâ&#x20AC;&#x2122;s economy. Despite promise of â&#x20AC;&#x2DC;enhanced partnership, the difficulties in restraining the immigration of foreigners, such as Indian workers, portrays a less-thanequal collaboration. Practically, whilst British business wants to expand its audience, restricting immigration will serve to cause greater difficulty in encouraging foreign investment and enhancing relations, because the scope of foreign benefit is more limited under a cap on immigration. The cap mainly affects non-EU and highly skilled workers, and this could be devastating for the recovery that the UK is hoping for. Legally, the effect of the immigration cap poses the following hurdles for skilled Indian workers: Tier 1 (General) applicants Â&#x2021; Applications must satisfy a higher threshold, owing to a rise in points Â&#x2021; Applications are processed on a first-come, first-served basis, with restricted quotas Tier 2 applicants Â&#x2021; A reduction in the number of certificates of sponsorship Â&#x2021; Employers are likely to â&#x20AC;&#x2DC;raceâ&#x20AC;&#x2122; for urgent certificates, as this category is also based on filling monthly quotas on a first-come, first-served basis Nonetheless, for the moment, Tier 2 applicants who qualify as intra-company transfers (ICTs) bypass the interim limits imposed. It is not yet clear whether ICTs will continue to be excluded from the immigration cap. If they are to be included under the cap, this will raise the biggest concerns for British companies, and, more importantly, for skilled Indian workers. The large Indian workforce relied on will be hindered as they compete to fall within the quota. The careful exclusion to date is telling of the governmentâ&#x20AC;&#x2122;s awareness of the need for

Business (B) visa Â&#x2021; Specific requirements as to what constitutes business activity Â&#x2021; Applicants must produce evidence, such as proof of financial standing/travel itinerary, and have the expertise Â&#x2021; The visa can be issued from the country of citizenship or legal residence Employment (E) visa In February 2010, the Indian government imposed quotas on foreign nationals permitted to work in India. These demand foreign nationals to account for only 1 per cent of a companyâ&#x20AC;&#x2122;s workforce, which is subject to a maximum of 20. If the quota is exceeded, it generally leads to a delay in processing and approving the application Â&#x2021; Â&#x2021; Â&#x2021;

If quotas are satisfied, requirements for employment visas are less stringent but only granted to the highly skilled Visas are only issued if there are no resident Indian workers to do the job Employment visas must be obtained from the individualâ&#x20AC;&#x2122;s country of citizenship

Whilst Indiaâ&#x20AC;&#x2122;s measured requirements for granting visas demonstrate their aim in effectively controlling immigration for certain activity and numbers, for E visas the demands are more reasonable and workable for global economic cooperation. Furthermore, they appear to be more lenient in the reviewing process of applications. The British government needs a more flexible approach than the immigration cap to be able to nurture foreign business relations. A possible solution to increasing the employability of British citizens lies in improving the facilities and quality of education of the future British workforce. Forcing companies to prioritise British labour by introducing a cap will not improve the quality of skills offered by British workers. The exclusion of ICTs within the interim limits illustrates the governmentâ&#x20AC;&#x2122;s understanding of the current reliance on skilled foreign workers. For information on relocating to India, see the International Destinations section of www.relocatemagazine.com. Keep abreast of immigration news via our popular Immigration section.

AUTUMN 2010

EDUCATION :

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Repatriation without tears So much attention is focused on how to make childrenâ&#x20AC;&#x2122;s experience of expatriate life positive that, all too often, their reaction to returning home is not given much thought DW DOO )LRQD /HQH\ LGHQWLĂ&#x20AC;HV WKH V\PSWRPV RI UHYHUVH FXOWXUH VKRFN DQG JHWV H[SHUW advice on how to deal with them.

t is too easy to assume that any child, particularly one that has not flourished while living abroad, will happily pick up where they left off once back in familiar territory. But plenty of research suggests that it takes children a surprising amount of time â&#x20AC;&#x201C; perhaps as long as 18 months â&#x20AC;&#x201C; to settle back into their old school, friendships and routines. And some children, if the move back is not handled sympathetically, may suffer long-lasting trauma, depression and academic disruption. The good news is that the condition â&#x20AC;&#x201C; known as reverse culture shock â&#x20AC;&#x201C; has at last been recognised, and there are recommended ways of dealing with it. Mary Dougherty, of international HR consultants Shepellfgi, says that, while companies provide services to ease the move of an executiveâ&#x20AC;&#x2122;s family abroad, all too often the same degree of help is not seen as necessary for the return process. This can be particularly difficult for the children of the family, who will probably either have rosy expectations of

simply fitting back in, or who will be feeling anxious and â&#x20AC;&#x2DC;differentâ&#x20AC;&#x2122; from their former friends. During their time abroad, children change their view of the world, encounter new cultures and attitudes, and, perhaps, adopt new behaviours or beliefs. Things at home and the old school, meanwhile, will have moved on without them. According to Elizabeth Hooper, a teacher who moved with her husband, son and daughter to Moscow for two years, children can spend a lot of time and energy trying to fit their â&#x20AC;&#x2DC;newâ&#x20AC;&#x2122; self into the context of their â&#x20AC;&#x2DC;oldâ&#x20AC;&#x2122; environment on their return. â&#x20AC;&#x153;It was a shock, quite frankly â&#x20AC;&#x201C; we hadnâ&#x20AC;&#x2122;t been prepared for it at all,â&#x20AC;? she remembers. â&#x20AC;&#x153;As a teacher, I had had no idea that it would take the children so long to re-adapt, both socially and academically. â&#x20AC;&#x153;My daughter, who, before we went, had been the centre of her little group of friends, found it hard to make new friends

Re:locate

AUTUMN 2010

: EDUCATION

abroad, and her self-confidence took quite a knock. On her return to the same class and friends, the dynamic had altered, and theyâ&#x20AC;&#x2122;d moved on without her. Sheâ&#x20AC;&#x2122;s having to make new friends, remember how things work over here â&#x20AC;&#x201C; and unlearn all the directness that she needed to hold her own in Moscow.â&#x20AC;? The following are some of the symptoms of reverse culture shock in schoolchildren, and some suggestions from parents and child-behaviour experts on dealing with them.

Symptoms of reverse culture shock Â&#x2021;

Â&#x2021;

Â&#x2021; Â&#x2021;

Your child feels as if no one can understand their experiences Your child becomes frustrated by not being able to talk about the significance of their time abroad, and what it meant to them Your child would prefer to associate with other children who were abroad with them, if possible, or remains desperately attached to friends who are still out there Your child becomes critical and dissatisfied with aspects of life back home that didnâ&#x20AC;&#x2122;t bother them before leaving Your child becomes introverted and quiet

Parents can help by: 1.

Taking advantage of any opportunity for their child to talk about their experiences â&#x20AC;&#x201C; perhaps by making a presentation to their school. Staying in contact with the families of friends made abroad, and allowing their children as many opportunities as possible to speak to/email them. If there are other children with similar experiences

4. 5.

once back at school (this is particularly easy if theyâ&#x20AC;&#x2122;re attending an international school), parents should allow their children to share their frustration with them. Keeping a journal or scrapbook of things they did, or indeed anything they want to remember about their host country. Volunteering to help/offer advice to other families and children going abroad. Perhaps the employer of the parent who was posted could make use of an informal family advice service; children love to dish out advice! Encouraging their children to keep up their language skills. They are not only a valuable acquisition for the future, but also bolster a childâ&#x20AC;&#x2122;s self-esteem, and teaching other children a few rude phrases in another language is a great crowd-pleaser! Involving them in planning another trip abroad (for older children) â&#x20AC;&#x201C; a holiday, or even a possible future posting.

Stay optimistic, open-minded and patient. Readjusting to the home culture takes time and has its ups and downs, but at least children who have learnt to adjust to foreign cultures do have the flexibility to readjust to their own. Donâ&#x20AC;&#x2122;t miss our repatriation feature (p10). Our website, www. relocatemagazine.com, features monthly articles on key education topics by Fiona Leney and a dedicated Repatriation section. The new Smart Move website (www.relocatemagazine.com/ smartmove) offers relocatees advice and information on familyrelated issues.

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To find out how we can help meet your relocation requirements, please visit www.acs-england.co.uk Alternatively, call either ACS Cobham +44 (0)1932 869744, ACS Egham +44 (0)1784 430611 or ACS Hillingdon +44 (0)1895 818402 ACS Schools are non-sectarian and co-educational (day and boarding) for students 2 to 18 years of age.

Re:locate

: EDUCATION

AUTUMN 2010

New government: all change for education As the dust begins to settle after the education whirlwind created by Michael Gove, the new Education Secretary, more detail is emerging. Fiona Leney reports.

arlier this summer, Parliament rushed through the Academies Bill, paving the way for a radical overhaul of the school system, in time for the start of the summer break. A new wave of academy schools, free from local-authority control, is now in place, and the way is open for parents, charities and other organisations to set up controversial Swedish-style â&#x20AC;&#x2DC;free schoolsâ&#x20AC;&#x2122; â&#x20AC;&#x201C; schools set up by parentsâ&#x20AC;&#x2122; groups, teachers and charities at taxpayersâ&#x20AC;&#x2122; expense. The Education Secretary has even said he would be prepared to look at proposals for atheist schools as a response to faith schools under the â&#x20AC;&#x2DC;free schoolsâ&#x20AC;&#x2122; theme. This follows comments from Professor Richard Dawkins, author of The God Delusion, that he approved of the idea of setting up a â&#x20AC;&#x153;free-thinkingâ&#x20AC;? school. The pace of the Governmentâ&#x20AC;&#x2122;s education overhaul has so far been as speedy as it promised, but there are signs of unease within the coalition that these changes could disadvantage poorer pupils or ride roughshod over parental

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choice. In the Academies Bill vote, six Liberal Democrat MPs backed an amendment calling for more consultation with parents. There are also accusations from teaching unions and the Labour Party that the bill could lead to a two-tier education system and damage comprehensive schooling, and it is undeniable that what, under Labour, was a scheme to draw in private investment to regenerate or create schools in deprived areas has had a radical makeover. Clearly, high-achieving schools, whether comprehensive or selective, are keen to reap the benefits of less bureaucratic interference and more cash by becoming academies. But how struggling schools, or those with disadvantaged pupils, reap the benefits of the latest changes, especially in a climate of budget cuts, is less clear. Not to be accused of increasing the gap between rich and poor pupils, however, Mr Gove has also announced that, from September 2011, schools will be given a cash incentive for

AUTUMN 2010

every underprivileged child they teach, as part of a shake-up of schools’ funding. The payments, which will come from outside the budget for schools, are intended to stop the middle classes dominating the best schools and correct the “significant underachievement” of disadvantaged pupils compared with their peers. What this is intended to do is to give schools whose main source of students is middle-class – and, therefore, nominally higher-achieving – children an incentive to attract those from disadvantaged families. As critics point out, the success of the scheme in boosting the achievement of disadvantaged children will depend heavily on ringfencing the money so that it can only be spent on projects directly benefiting those students. Mr Gove has also had to weather a few storms in his early weeks. First, there was the school buildings project furore – where his office put out a list of school building projects which were to be cancelled – which turned out to be inaccurate. And, at the end of July, Oxford and Cambridge rode unexpectedly to the rescue of A levels, with the Director of Admissions at Cambridge writing to Mr Gove to express concern over comments he has made about replacing the exam. Earlier this month, Mr Gove said A levels should be modified to make them academically tougher and to bring back to the classroom “the art of deep thought.” He is understood to have hoped universities would support his drive to move from the modular A-level system to a programme based on Cambridge University’s own Pre-U exams. But, in the letter, Dr Geoff Parks, Director of Admissions at Cambridge, said Mr Gove’s comments on A-level reform have met with “a degree of anxiety” among admissions tutors. He wrote: “We are worried … that, if AS level disappears, we will lose many of the gains in terms of fair admissions and widening participation that we have made in the last decade.” Dr Parks said the AS level grades achieved by pupils in their final year of school were a more accurate measure of pupils’ future performance at university than other qualifications, such as GCSEs or aptitude tests. He accepted that some admissions tutors were worried by the low academic content of certain A levels, but said AS results had become an integral part of the application process.

EDUCATION :

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As we went to press, the new initiative on ‘fair banding’ admissions schemes was announced. This may offer relocating families a better chance of getting into the schools of their choice. We’ll explore this topic further on our website. Don’t miss Fiona Leney’s timely articles on settling children in for the new school year, on www.relocatemagazine.com

For information contact the Director of Admissions on

020 8920 0637 or email vrose@nlis.org 88 Woodside Park Road, London N12 8SH

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Newland Chase

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BANKING

David Phillips

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NatWest Global Employee Banking Contact: Neil Barsby Tel: +44 (0)1245 355628 Email: neil.barsby@natwestglobal.com Website: www.natwestglobal.com Area: Worldwide

DESTINATION SERVICES PROVIDERS 360 Relocations Contact: Tony Squire Tel: +44 (0)1923 235360 Email: sales@360relo.com Website: www.360relo.com Area: Worldwide

Interdean International Relocation Contact: Rob Lucas Tel: +44 (0)20 8961 4141 Email: rob.lucas@interdean.com Website: www.interdean.com Area: Worldwide

Map Relocations Contact: Eileen Money Tel: +44 (0)1233 227012 Email: contact@map-relocations.com Website: www.map-relocations.com Area: National, Belgium, Netherlands & Luxembourg

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MK Furniture Rentals Contact: Efua Adams Tel: +44 (0)845 452 4054 Email: info@mkfurniturerentals.co.uk Website: www.mkfurniturerentals.co.uk Area: National

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SCHOOL GUARDIANS Brightworld Education Contact: Lana Foster Tel: +44 (0)1273 835745 Email: ls@brightworld.co.uk Website: www.brightworld.co.uk Area: National

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Bupa Contact: Emma Hays Tel: +44 (0)1273 322084 Email: companynewbus@bupa-intl.com Website: www.bupa-intl.com/for-business Area: Global

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Vanbreda International

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Focus Contact: Barbara Rees Tel: +44 (0)20 7937 7799 Email: brees@focus-info.org Website: www.focus-info.org Area: London & the South East

Contact: Kevin Melton Tel: +32 (3)217 65 29 Email: info@expatplus.com Website: www.expatplus.com Area: International

The Relocation Network

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Frazer Jones

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Contact: Kay Withell Tel: +61 (3)9416 2887 Email: info@relocationdirectory.com.au Website: www.relocationdirectory.com.au Area: Australasia

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Industry jobs at: http://jobs.relocatemagazine.com

AUTUMN 2010

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Red Recruit

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Contact: Richard Hohler Tel: +44 (0)800 616 425 Email: corporate@bishopsmove.com Website: www.bishopsmove.com Area: Global

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RELOCATION MANAGEMENT COMPANIES Beswick Relocation Services Contact: Oliver Beswick Tel: +44 (0)1477 533533 Email: enquire@brsuk.com Website: www.beswickrelocationservices.com Area: National & International

Cartus Contact: Nigel Passingham Tel: +44 (0)800 018 3880 Email: deliveringmoreemea@cartus.com Website: www.cartus.com Area: National & International

Connells Relocation Services Contact: Tim Rose Tel: +44 (0)1635 271271 Email: tim.rose@connells.co.uk Website: www.connellsrelocation.co.uk Area: National & International

HCR Group Contact: Natascha Clark Tel: +44 (0)1256 313839 Email: nclark@hcr.co.uk Website: www.hcr.co.uk Area: National & International

SIRVA Relocation Contact: Rebecca Gonzaga Tel: +44 (0)1793 619555 Email: sales.eu@sirva.com Website: www.sirva.com Area: National & International

RELOCATION SOFTWARE MoveAssist International Contact: Saloua Smyth Tel: +44 (0)1462 452186 Email: saloua@moveassist.com Website: www.moveassist.com Area: Global

REMOVALS AND STORAGE 360 Relocations Contact: Tony Squire Tel: +44 (0)1923 235360 Email: sales@360relo.com Website: www.360relo.com Area: Worldwide

Abels Contact: Karan Bye Tel: +44 (0)800 626 769 Email: karenbye@abels.co.uk Website: www.abels.co.uk Area: Global

Contact: Graeme Lorimer Tel: +44 (0)1767 312869 Email: graeme@clarkandrose.co.uk Website: www.clarkandrose.co.uk Area: Worldwide

Clark & Rose International (Scotland) Contact: Stephen Levitt Tel: +44 (0)1224 782800 Email: stephen@clarkandrose.co.uk Website: www.clarkandrose.co.uk Area: Worldwide

Contact: Sherry Humphreys/ Rosie McDonald Tel: +44 (0)870 770 0778 Email: relocate@deepblue-apartments.com Website: www.deepblue-apartments.com Area: National

Dreamhouse Apartments Contact: Nick Chaffaut Tel: +44 (0)845 226 0232 Email: nick@dreamhouseapartments.com Website: www.dreamhouseapartments.com Area: Aberdeen, Edinburgh & Glasgow

DT Moving (Davies Turner Worldwide Movers)

Frasers Hospitality

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F + N Worldwide

Hot-el-Apartments

Contact: Paul Fletcher Tel: +44 (0)1476 579210 Email: paul@fnworldwide.com Website: www.fnworldwide.com Area: Worldwide

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Interdean International Relocation

House of Fisher

Contact: Rob Lucas Tel: +44 (0)20 8961 4141 Email: rob.lucas@interdean.com Website: www.interdean.com Area: Worldwide

SCHOOLS ACS International Schools Contact: Fergus Rose Tel: +44 (0)1932 867251 Email: frose@acs-england.co.uk Website: www.acs-england.co.uk Area: London & the South East

Contact: Donna Martins da Silva Tel: +44 (0)118 951 4151 Email: donna@stayhof.com Website: www.stayhof.com Area: UK South East

Oakwood Serviced Apartments Contact: Claire Barrie Tel: +44 (0)20 7749 4467 Email: cbarrie@oakwood.com Website: www.oakwood.com Area: International

SACO Serviced Apartments Worldwide International School of London Contact: Yoel Gordon Tel: +44 (0)20 8992 5823 Email: mail@islondon.com Website: www.islondon.com Area: London

International School of London in Surrey Contact: Marco Damhuis Tel: +44 (0)1483 750409 Email: mail@islsurrey.com Website: www.islsurrey.com Area: Surrey

TASIS (The American School in England) Contact: Karen House Tel: +44 (0)1932 565252 Email: ukadmissions@tasisengland.org Website: www.tasis.com/england Area: West London & Surrey

Contact: Clare Ace Tel: +44 (0)117 970 6999 Email: clareace@sacoapartments.co.uk Website: www.sacoapartments.co.uk Area: National & Worldwide

Select Apartments Contact: Giles Walker Tel: +44 (0)20 3130 1015 Email: gileswalker@selectapartments.co.uk Website: www.selectapartments.co.uk Area: National

Staybridge Suites Contact: Elizabeth Devaney Tel: +44 (0)1384 890908 Email: sales@staybridge.co.uk Website: www.staybridge.co.uk Area: Europe, Middle East & Africa

SERVICED APARTMENTS

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Arpin International (UK)

Apartment Service

Proﬁle Locations

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