b'Relocation & Moving, When we talkit tough to predict future conditions, whileCertainly, adds Rosing, as organizations about flexibility and agility these days,generational shifts make it difficult to pintake steps to future-proof their mobility were really talking about two things: thedown todays relocating employees. Asstrategies and reap the benefits of a more level of support you are providing forsuch, Cardini says, There is simply noglobal and flexible workforce, now is the each of your relocation components androom for complacency in any business,moment to leverage the technologies, how that support is being delivered. not least of which in the global employeepartners and more adaptable programs to mobility market. The disruptions werekeep everyone on the move. Its a chal-To that end, Kramer has observedtalking about are just a few of many outlenging time, but its a fantastic time to employers moving away from one-size-fits- there, and all of them require a tremen- gather information, listen to customers, all packages towards tiered or customizeddous degree of vigilance and agility toexpand your customer base, and provide packages that grant assignees more choiceovercome on behalf of everyone involvedmeaningful services to high-value business over the support they receive, therebyin the relocation process. contributors going through a transition. addressing potential issues or needs that may otherwise fall under an employers radar. Its about swinging that level ofTSYCCO_PCHS_CERC ad_v4.pdf 1 2019-05-14 3:44 PMchoice over to the employee to decide what theyll need to have a successful assignment, she explains. That enables them to say, This program is a larger priority for my family, so Id rather allocate more of my relocation budget towards this component of support versus this other component.Giving employees more agency over their relocation may contribute to a more flexible mobility strategy, but doing so presents a challenge for program adminis-trators. What was once a predictable and repeatable process can become an exercise in program customization that can make it more difficult for mobility leaders to plan ahead. Nevertheless, says Kramer, Programs that dont incorporate this flexibility into their structure will find themselves dealing with lots of exceptions. Its benefi-cial for mobility program leaders to recog-nize the need for this flexibility and not only incorporate that into their policies, but make sure their systems, process and vendors are agile enough to manage and administer a truly adaptable program.It pays to have help when it comes to immigration, tax and regional law compli-ance. This is where building strong vendor partnerships can provide mobility stakeholders and employees with the resources to navigate changes throughout an assignment. Gone are the days where mobility professionals are a jack-of-all-trades and experts in all components of mobility, says Kramer. Today, we need to be able to leverage subject matter experts whose sole responsibility is to keep up with those compliance require-ments, or local vendors who can provide a level of ground support at the actual destination that you as a relocator cant replicate. As an employer, you need that vendor network to stay agile and continu-ally enhance the mobility experience.Mobility is a moving target. Market trends and geopolitical activities can make Fall 2019PERSPECTIVES23'