Remote work is a hot topic. In my last post, I wrote about how industry, risk aversion, and culture impact a company’s approach and receptiveness to employee remote work requests. Here, I’d like to share some insights into how companies make the call on whether or not to approve requests.
I recently interviewed several Mobility leaders to learn how their companies approach employee requests to work remotely. Each of the companies had remote work policies in place prior to the Covid-19 pandemic.
With fewer people moving during the pandemic, some Mobility functions are taking a strategic look at their programs and resources. Clear communications that are designed from the employee’s perspective improve employee experience and strengthen Mobility’s brand and reputation.
When we help our clients redesign their mobility programs, we seek information on what employees value to inform how the program is structured and what benefits are provided.
Employee experience is a top priority for 73% of participants in 2020. Organizations can deliver a positive experience when they view mobility from the perspective of the employee throughout the process of attracting, relocating, and (when required) repatriating employees.
These days, I’m intrigued by the very human problem of making decisions when confronted with many choices. If you’ve ever struggled to choose an ice cream flavor at the market or pick something to watch on Netflix, you’re familiar with the overchoice phenomenon.
1. What is a Volunteer Policy? This policy is plainly named for the population it was intended to address: Volunteers – or employees that request an assignment or transfer for personal or professional reasons.