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.
Before starting any policy design project, it's important to define what type of Mobility program you are and what type of program you want to be. Other considerations include your organization's business and talent objectives, and what resources (internal & external) you can leverage to help drive your policy.
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This catchy term seems to be popping up with increasing frequency in articles and blogs regarding global mobility trends. Although AIRINC’s most recent Mobility Outlook Survey indicates only 14% of companies currently employ a core/flex approach to promote flexibility for the business, many companies are expressing a keen interest in learning more about how core/flex works, and whether it is an effective way to help businesses manage assignment costs.
Policy segmentation can meet many business goals. Over the years, we’ve heard many reasons behind the value of doing this, including adding policies to address new assignment types or populations, reducing overall program costs, offering flexibility to the business, and aligning mobility to overall talent strategy.