b'today than it has been in the past since companies are more acutely aware of theSupportingAll told, keeping globetrotting employees engaged requires a mobility program that is as nimble as risks associated with back-to-back assign- they are. Adds Anderson: That means looking ments and less willing to fund a nomadicglobetrottingbeyond transactional and tactical processes, career lifestyle without a clear strategy. thinking more strategically across talent groups Furthermore, adds Kutt, companies areexpats requireswithin your organization, and being able to come holding themselves to a higher standardtogether across an organization to determine whats next for this individual in terms of a talent develop-when it comes to the duty of care theymobility programsment strategy and their needs.provide for their assignees. Over time, companies are realizing that theyveIts said time and time again, but its true: there is got a lot of skin in the game with thesethat can trackno secret sauce when it comes to relocation. That people. Given the amount of work andalso applies when designing mobility programs for resources that go into planning multipleassigneestalent that wants to stay mobile. But its worth the assignments, they really need to makeextra effort. Organizations that can accommodate sure theyre sending the right people andthroughout theirthis worldly breed of employees are apt to develop that they are prepared to look after themstronger loyalties and more globally-minded teams. throughout their moves. The organizations that succeed in this regard are travels, predictthose who actively foster their talents desire for MAINTAINING FLOWnew and different roles in a new and different loca-The mobility strategy for one destinationpotential issuestion, notes Kutt. They make it part of their talent may fall flat for another. Likewise, anretention strategy and support that level of mobility expats circumstances can change fromwith mentorship, training and support.one destination to the next. Therefore,and adapt to supporting globetrotting expats requiresAfter all, adds Anderson, If you can keep mobile mobility programs that can track assigneeswhatever changesemployees within the organization, and you can throughout their travels, predict poten- help maximize the value they receive from their tial issues (e.g., immigration, tax issues,assignments, then theres a return on investment housing support), and adapt to whatevermight arisefor everyone.changes or disparities might arise. The economy of Myanmar is extraordin-arily different than the cost of living in New York or Hong Kong or Bangladesh. [Even] the way of life between Canada and the U.S. can be different enough to discourage employees who may not be able to adapt, points out Kutt by way of example. If youre going to help them jump from destination to destination, you need to consider the impact of those changes and build that into the support you offer. Staying in contact with assignees as they move between destinations is also important. Only then, Kutt says, can companies address logistical obstacles as they appear and mitigate personal issues: The first six weeks or months at a destina-tion is always so exciting because its new and fresh, but that feeling never lasts. At some point, the assignee may get to a point where they either arent performing as expected or theyre depressed and close to burning out. If you arent communi-cating in those moments, you run the risk of harming that assignment or losing that talent.That support can come in many forms. It can be a program that helps newly married expats navigate cross-border immigration rules; financial programs that enable expats to contribute to their retire-ment no matter their country of residence; or cultural assistance that helps assignees get comfortable in their new location. Fall 2019PERSPECTIVES31'