The 3 most common Global Mobility policy mistakes and how to avoid them

    Jan 13, 2021 @ 04:13 PM / by Grace Kernohan

    Stressed businesswoman sitting at her desk in the office

    Mistakes, lessons learned, and a better way forward  

    Your mobility policies say a lot about your program. Often, the policy document is the first introduction to your company’s Mobility program. Having a carefully curated policy suite can ensure that your program makes a strong first impression.

    However, creating well-crafted policies is often easier said than done, and there are several common mistakes that can occur when drafting or revising policies. Keep reading below to learn about three of the most common policy mistakes and how to avoid them.


    1. Your policy isn’t strategic enough

    Creating a strong policy begins with understanding the strategic objectives of your mobility program. It’s important to make sure that your policy clearly supports these objectives because the policy is how you support your company’s business and talent strategies. By ensuring that the strategic objectives and the policy entitlements are presented at the same time, your audience will have a clear understanding of the purpose of mobility. Don’t miss the opportunity to support your company’s overall strategy through your mobility program. If your goal is to attract top talent and offer an above market program, then your strategy should be employee-focused: offering great benefits as well as support through their mobility journey.


    2. Your policy is targeting the wrong audience

    Before you create a policy, reflect on who the intended audience is. Whether it is the business, the employee, managers, or HR — each group will want to gain slightly different information from your policy document. In addition, they may want to learn about the benefits in different ways. A process-oriented policy will look and feel very different from a policy that is an engaging document meant to promote mobility, for example. Persuasive language should be used for certain audiences, while formal language can be used for others. Language has purpose and can affect how people interpret the information within the policy; the wrong language, and thus the wrong understanding, could lead to misplaced assignments or high attrition rates.


    3. Your policy is doing too much at once

    In our 2020 Mobility Outlook Survey, we found that 40% of companies structure their policies by length and purpose. Why? Because this ensures that each policy is targeted to a specific move type and length. However, some companies do try to cover more than one policy in one document. Covering multiple lengths or types of moves within a policy can overcomplicate the document. Above all, policies should be clear on what benefits are provided to the employee. If you detail too many benefits that apply to only a subset of employees, you may be muddying the waters by making it difficult for your audience to understand which benefits apply to whom. Having multiple policies separated by length and purpose gives you the opportunity to tailor each one to its audience, making sure the entitlements are clear in each document.


    Collaborative innovation starts here!

    Do your policies have any of these three common mistakes? Don't reinvent when you can reinvigorate and revitalize your program through innovative collaboration with AIRINC. We’re here to help. Contact your client engagement representative to learn more about our tailored policy writing process and how our team of experts can help craft your perfect policy.

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    The Three Essentials of Global Mobility Now: An interview with AIRINC's Mike Wincott

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    About AIRINC

    Listen | Partner | Deliver.  For over 60 years, AIRINC has helped clients with the right data, cutting-edge technology, and thought-leading advice needed to effectively deploy talent worldwide. Our industry expertise, solutions, and service enable us to effectively partner with clients to navigate the complexity of today’s global mobility programs. As the market continues to evolve, AIRINC seeks innovative ways to help clients address new workforce globalization challenges, including mobility program assessment metrics and cross-border talent mobility strategy. Our approach is designed with your success in mind. With an understanding of your goals and objectives, we ensure you achieve them. Headquartered in Cambridge, MA, USA, AIRINC has full-service offices in Brussels, London, and Hong Kong. Learn more by clicking here.


    Topics: Mobility Program Management, Mobility Policy, Global Mobility, Global Compensation, Advisory Services, Policy Flexibility, AIMS

    Grace Kernohan

    Written by Grace Kernohan

    Grace Kernohan joined AIRINC in the fall of 2017 working in Client Engagement, and was promoted to Senior Client Engagement Representative in December 2018. As a Client Engagement Representative, she has worked primarily with NGOs, Consumer Goods, and Defense companies of both small and large expatriate programs. In April 2020, she was promoted to Manager of Advisory Services, where she focuses on policy reviews, benchmarking reporting, and mobility consulting. She has worked on a range of projects, from NGO policy suite revisions to pharmaceutical M&A mobility function consulting. She has also traveled internationally performing cost-of-living surveys. She graduated from Union College in 2017 with a BS in mathematics and economics. She is based in Cambridge, MA.