We drive value in your organization by thinking and engaging differently

Mobility is often overlooked as a key component of successful talent acquisition and talent management plans.

You have worked hard to recruit the right employee or have a high performer that you are willing to move. This isn’t the time to forget how important their relocation experience may color their view of the company going forward.

Our Consulting team can help you make critical decisions

Our consulting team can help you make critical decisions within the organization, that can have a direct impact on your long-term recruiting efforts, and also help you keep the talent you need to achieve your growth goals.


PERCEPTION OF RELOCATION REALITY
It’s a cost of doing business It’s an investment in your talent
It’s a logistics exercise First interaction/impression many have with your company
It’s only for a small subset of employees Many of which will be your highest performers or most critical/hard-to-find hires
The impact is short-term on the employee The employee’s comfort in their new home or ability to have a successful assignment can have long-term impacts

How to Socialize your Mobility Team’s Value

The good news is a lot has changed in the last few years and things like remote work and newfound employment flexibility are challenging traditional mobility perceptions. Odyssey can help you drive value in your organization by bringing new ideas and industry trends that you can share with your leadership team to help them think and engage differently.

MANAGING EMPLOYEE EXPECTATIONS

Balancing Transactional & Strategic Work

Use survey feedback to collectively elevate your strategic approach. As a corporate mobility owner, you are responsible for making sure your partners understand your vision are strategically positioned to support you.

Start by creating your mobility team’s vision, mission, and values. The vision, mission, and values should serve as a guide for every decision you and your partners are making about the program.

Mission – states what do we do today? Who do we serve?

Vision – looks to the future – where are we moving towards? What do we want to be when we “grow up?”

Values – indicate what you stand for – what are the pillars that are going to get us there?

Employee-driven culture

Managing Expectations Within a Chaotic World

First, you need to proactively set expectations with internal touchpoints to ensure employees are receiving a consistent message. One way to make sense of this is to create a map of all the stakeholders you have and adding in a note as to what is most important to them, then use this to drive your communications. Second, we found that people who move, especially internationally, are highly likely to want to support other people going through the same experience. Leaning into this group could help shift the burden of support and build meaningful relationships.

Build a community of people around shared experiences (this is not people who are responsible for resolving the problems) and nurture the mental wellbeing of people. Help them navigate the lows and celebrate the highs.

Shifting our perspective

Understanding the Opportunity in Remote Work

For many in our industry, remote work – like the great resignation – has almost become dirty words, yet there is a great opportunity for mobility to play a key role. Mobility has always been about filling talent gaps, but we need to think about the ways mobility functions beyond logistics. Mobility professionals have the right skills and are in an exciting position to build opportunities for their employees which can be used as an employer value proposition to attract and retain talent while supporting wider business initiatives like DE&I.

Start with a skills exercise – engage with stakeholders and your internal clients to discuss mobility’s successes and value – this will help you identify, and isolate skills needed for the company’s future of mobility. This may be recruiters, HR, hiring managers, or employees who have relocated – your goal is to identify ways the mobility team can reskill and upskill to support the business.

  • Upskilling is about enhancement and specialization.
  • Reskilling is about versatility – how can the skills you have drive value in other areas? Over the last two years, many mobility contacts have been asked to help build out remote onboarding programs or manage return to work projects due to the expertise they have exhibited around the employee experience.

Selling the Value

Managing Expectations Within a Chaotic World

Finding the fit, especially when your role/work is changing, can be difficult. This is a classic organizational development problem which is often fixed in some ivory tower of upper management working with consultants to sort out. But with a little bit of discernment and knowing how we sell our value, we can be proactive about this change, possibly providing the obvious answer to leadership and saving them some money along the way. Shift from alignment according to the work you do to alignment with a leader or vision that best supports mobility.

When you have a new idea or thought, how do you introduce it to people? Most start with the idea. But in a business setting in which you need decision makers to buy-in, this is the worst approach. Rather than starting with an idea, start with the impact you are or plan to make. Then talk about the why, how, etc.

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