Earlier this summer, I had an amazing opportunity to speak with LATAMTalks about Data Analytics (DA) in Global Mobility.
We’re thrilled to be hosting a tech demo with WorldatWork on September 22, titled “Best Approaches for Paying Talent When They are Remote or Move Across Borders.”
China announced that it will be requiring negative COVID-19 tests within 48 hours of departure from all inbound travelers from their last departure airport. Anyone that is flying into China on a non-direct flight will be required to get a rapid test in the city they depart the final flight into China or extend their layover to get a COVID test.
Marie joined AIRINC's London office as a Client Engagement Manager in May 2021. With over 13 years’ experience in International Mobility specialising in assignment management, Marie has held various positions working for relocations companies, RMCs and an international law firm
64% of companies participating in our 2021 Mobility Outlook Survey report that cost predictability is a top priority for Mobility teams in 2021. Meanwhile, 48% of companies report that they are looking for more cost containment. With cost focus in the spotlight, is it possible to budget for your cake and eat it too?
Join us for a discussion with VMware's Adele Yeargan to hear how the Mobility team got a seat at the table and is driving change.
Are you thinking about the future of compensation in Australia and New Zealand? Take our short pulse survey to understand how companies are currently structuring compensation in these countries., and how they’re planning to address the rise of remote work and the proliferation of work locations.
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.
