Massachusetts, like many other states across the United States, has declared a state of emergency in regards to the COVID-19 pandemic. Typical components include mandatory social distancing, travel restrictions, and many other precautions. Concurrently, many Massachusetts businesses have adopted remote working arrangements as a measure to adhere to these precautions, and provide employee flexibility and safety.
About a year ago, we reported over a third of companies we surveyed were considering implementing some type of core/flex mobility policy. Since then, Global Mobility professionals have had to deal with many COVID-related challenges around assignments and physical relocations, as well as counsel and support their organizations regarding new types of global work patterns such as virtual assignments and remote work.
There’s long been two primary compensation approaches for geographically disbursed work locations in the U.S. One, a national salary structure, in which pay is treated the same with no relation to location, or two, the application of a method to differentiate pay across locations by cost of labor or cost of living differences. With the recent proliferation of work from anywhere schemes causing a more distributed workforce than ever before, the debate over which approach to use has intensified and grown into a larger discussion about pay philosophy in the U.S. Should companies pay employees based on location, rather than focus on the job role without consideration for location? If an employee moves to a lower cost location should the pay be decreased? AIRINC’s recent survey explores how companies are grappling with this issue and what the future of compensation might look like in the U.S.
Eighty-seven percent of companies report using one-way transfers for truly permanent international moves (the employee is not expected to return to the origin). Almost all survey participants report using international one-way transfers in their purest sense: when an employee’s position permanently moves to another country or when there’s a need to build long-term talent capacity in that country – with the key being that these are essentially permanent moves without future mobility envisioned.
Lump sums can be a valuable tool that provides employee flexibility and choice, reduces administration, and delivers cost transparency to the business. We have learned a lot from key clients and partners in the development of our new lump sum offering and would like to share some key insights from industry professionals on how to successfully implement a lump sum program.
AIRINC was a proud sponsor at the recent Virtual Mobility Forum (VMF) organized by Jasper Events. Long considered to be one of the top organizers of global mobility events in the Australia-New Zealand region, this year's Jasper Events Virtual Mobility Forum expanded participation to included mobility professionals from across the entire APAC region.
COVID-19 has propelled the digitalization of the workplace and the rise of remote work. Capitalizing on the appeal of its advanced infrastructure and digital connectivity, Dubai recently launched a new visa programme
86% of respondents to our Remote work and the impact of COVID-19 on mobility survey anticipate that remote-work requests will increase in 2021, but only 34% of these respondents report that they have a remote work policy.
In AIRINC’s 2020 Mobility Outlook Survey, 60% of companies said they offered some form of lump sum as part of their mobility program. Lump Sums are so popular because they can address a variety of goals in one neat, simple package, for example:
As the world continues to grapple with COVID-19, companies are taking this time to understand and learn from this once in a lifetime experience. The Pharma industry has taken this period to focus on the mobility program and strategy. We found 3 key highlights from our recent COVID-19 benchmark.
