As mobility managers grapple with increasingly international and mobile workforce and changing generational expectations, flexibility becomes an ever-looming complexity. For organisations that seek to provide fair and consistent policies globally, there are new models that provide choice.
Along with that choice, however, comes important factors to resolve. For companies that decide to incorporate flexibility, questions remain about when to implement, where it should be implemented, and most critically, where control rests, either with the business unit or the
FRAMING THE ISSUE
The scope of mobility is growing dramatically. Today, there are more types of assignments, international employees, and locations. With that expansion
comes increased complexity for compensation packages. Designing the right package to date focused on using either the home compensation approach or the local compensation model. Yet, increasingly, employees are seeking additional flexibility in compensation packages. Companies are already facing the pressures related to dual-career couples and cost that can make mobility a challenge to implement successfully at the same time the needs are growing in increasingly global markets. That’s why many employees, particularly Millennials, are looking for more options and more flexibility. That requires new thinking, new guidelines, and new policies that can support employee choice.