The world in which we live is no longer ‘one size fits all’. Everywhere we look, highly-tuned algorithms offer us content which is tailored and aligned to our existing interests. Streaming services decide what we might like to watch next, Twitter/X and Instagram show us what we might want to see as we scroll through our social media accounts and online retailers recommend purchases based on what we’ve already bought. This sense of personalisation is all around us.

Global mobility should be treated in the same way. The recent ‘Mobility Matters’ report* highlighted that 50% of the HR leaders surveyed had seen an increase in mental health issues in employees working on overseas assignments. Considering such a concerning statistic, it’s vital that the policies and processes are designed with minimum standards and with enough flex to accommodate the diverse needs of different assignees, and the wellbeing of them and their family at their core. A human-centric approach is no longer a ‘nice to have’ but a necessity.

Moving is a major life event and there is rarely a clearly defined path from A to Z with all phases that a family will experience in between. Employees are demanding more personalisation and I anticipate human-centricity being one of the primary focuses for 2024, not just in the global mobility industry for an individual and their family as they relocate, but also across the business world as a whole. Standard Chartered has recognised and been working towards this for some time now and increasingly other organisations are doing the same.

Balancing the cost

There may be, however, considerations surrounding its implementation which can be hard to balance. Principally, this involves the cost of the relocation and its associated factors.

It is often the receiving business which must pick up the tab for assignments or permanent international moves. A cost estimate is given to the business which includes assistance with human elements such as cultural coaching or training. While this is not always required for cross-border moves within a region, it becomes increasingly important for those with language barriers, cultural differences, or for those from underrepresented communities. There is a risk that when the business reviews the cost estimate, these elements can be seen as a ‘nice to have’ that can be activated locally by the business as and when required.

While it can indeed be delivered this way, it is often hard to ensure a consistent quality of coaching. It’s therefore vital for companies to understand that this and all other elements of the relocation program have been implemented with this candidate in mind.

Taking a short-term view of cost is counterproductive over the long term if the wellbeing of the individual and their family suffers because they do not understand the culture in which they are now living.

A fresh approach to policy design – start with the employee

At Standard Chartered, transparency has always been at the forefront of our programs, policies, briefing procedures and documentation. This emphasises the importance of a holistic approach and its associated wellness support programmes, which is formed around recognising mental health and resilience issues, cultural coaching – in terms of the business and social culture the individual is moving to, and the impact of a relocation as a life event.

We also have networks and employee resource groups (ERGs) such as those for women or LGBTQ+ employees which employees have access to before and after the relocation to support their move.

The performance goals for the employee while they are on assignment or relocate permanently are set at the outset of the cost estimate stage so that all parties are clear on them from the start. At the end of the assignment, or after an agreed period these performance goals are used to inform the business of the return on the investment made.

The employee is the priority

The employee experience is therefore not just about the services that are provided to them, but how they react to them. While the mental health benefits of a human-centric approach are strong, it’s worth noting that the impact of the approach is as tangible as any other benefits which relocation may bring with it.

With the person – or people, when there is a family – as the priority of our relocation programmes, we can continue giving them experiences which offer significant advantages to our business while at the same time enriching their lives. Everyone wins.

*Crown World Mobility