It has been over 18 months and I have not seen any of my colleagues in person: how am I going to deal with this any longer?
Jeff Hawk, AIRINC’s Vice President Americas, recently wrote about compensation challenges “How Does Your Job Offer Stack Up?”. My colleagues Adam Silver and Michael Joyce followed up with posts on how to attract talent if affinity between two locations is low.
Domestic relocation practice is often complex given the wide range of employees and diverse locations. As a result, many of our clients find themselves evaluating extensive questions to define their domestic program and benefits
My colleague, Mike Wincott, recently outlined his predictions for remobilization. Mike believes remote work will continue growing even after business travel and relocations pick up. Globally, business travel is still a fraction of what it was due to ongoing lockdowns and restrictions across many regions.
In a follow-up to Jeff Hawk's "How Does Your Job Offer Stack Up?" post, Adam Silver looked at the challenges of "Attracting Talent" to a city that may be a difficult sell to employees. Then, in "Understanding the level of affinity between two locations can determine the success of a move," Michael Joyce examined the obstacles and options companies have when transferring an employee to a higher tax location. In this post I will look at the other side of the coin, attracting talent to a location with lower income tax.
In a recent series of posts Jeff Hawk discussed compensation challenges of sourcing talent, affinity, and purchasing power in "How Does Your Job Offer Stack Up?" Adam Silver followed with a post where he discussed “Attracting Talent,” which focused on one of the challenges that companies face within the U.S.—attracting talent to what are often perceived as “dying” cities. Now, Michael Joyce delves deeper into affinity and the potential impact when it doesn’t exist between a home and host location
One of the challenges that companies face within the U.S. has been attracting talent to what are often perceived as “dying” cities, especially in the Rust Belt. Many people have a perception of these cities that may no longer match the reality on the ground and this can present a challenge for recruiting.
How does your job offer stack up? Increasingly, sourcing talent no longer means being confined by geography. Finding the right candidate for the job may entail a permanent transfer or cross-border hire, whether it be domestically or internationally. While this greatly expands hiring opportunities, it does present some interesting challenges.
WorldatWorld published a recent article written by AIRINC's President and CEO, Steve Brink. In this article, Brink discusses how new remote work scenarios have added complexity from a compliance and a competitive pay perspective.
As a long-time Compensation consultant and senior instructor at WorldatWork, I have always taught that cost of labor was the right metric to use when setting pay as well as assessing geographic differences. Cost of labor is the assessment of the supply and demand of labor in a labor market via relevant compensation surveys. With the current environment of distributed workforce, I am changing my view on adjusting pay for geographic differences.
