Recently, I attended WERC: The Global Community for Talent Mobility in Washington, D.C., alongside Alex Butler, our Senior Client Programme Manager.
The event is designed to connect a global network of professionals to discuss the latest research and current trends in talent mobility. Below is a roundup of key takeaways that can be incorporated within corporate travel strategies.
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“Corporate travelers want assurance that their travel program is equipped to handle emergencies effectively”
Session: Take 5 (Years): Navigating Tech, Talent, and ESG in Global Mobility
Speaker: Ray Kirby, SCRP, SGMS-T Sr. Manager Global Mobility Qualcomm
Rather than reacting to crises (such as natural disasters or wars), Kirby says that the emphasis is on proactive planning. This includes running practice drills or simulations to refine responses, so the team knows how to implement the plan effectively.
Building a dedicated task force and identifying key stakeholders in advance is critical to being able to take rapid action when a crisis happens.
This group would be responsible for organizing evacuation plans or other risk management responses.
Whether it’s a geopolitical conflict or a natural disaster, having formalized protocols and integrating real-time travel alerts with location-tracking technology is key to keeping travelers informed, especially in unpredictable environments. With live updates available through a dedicated app or platform, travelers receive timely information and alerts, and the travel team can monitor and respond to situations as they unfold.
“Not every service strand needs automation; human interaction is still important”
Session: Technology breakout workshop
Speaker: Unanimous
The group noted that companies often implement new technology without fully considering whether it’s needed or beneficial, emphasizing the importance of consulting users about their needs before launching new tools.
Contrary to the assumption that Gen Z travelers prefer digital interactions because they grew up with technology, the team observed that this generation values human interaction and prefers speaking to a real person when dealing with issues.
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“Talent acquisition teams should be responsive to the unique preferences of Gen Z”
Session: Take 5 (Years): Navigating Tech, Talent, and ESG in Global Mobility
Speaker: Brett Lyons, CRP Manager, Relocation Programs Chevron
As older employees retire, companies backfill roles with younger workers, whose needs and expectations of their employer differ. Brett mentions that young talent values diverse experiences and adventure. Offering mobility options—such as international assignments—can be a good way to attract and retain these employees, keeping them engaged by fulfilling their desire for new experiences.
For them, physical proximity to friends and family is less crucial since they stay connected digitally, which could make them more open to international or domestic relocations.
Offering lateral moves (transfers to similar roles in different locations) allows employees to explore new places and environments without changing their career paths. For example, an HR professional might move from Houston to Denver to experience the variation in workforce depending on location. This flexibility can keep employees engaged and satisfied without looking only to upward promotions.
“Capgemini began with a pilot AI program in 2023 and is now expanding to handle over 2000 mobility-related queries with 93% accuracy”
Session: 10 Ways to Use AI/GPT to Become a Better Mobility Leader Today
Speaker: Nitzan Yudan CEO at Benivo
Capgemini has been implementing generative AI (GenAI), like ChatGPT, to transform its global mobility program, which supports employee relocations, immigration, and related inquiries. They describe how GenAI moved from being a hyped technology to a practical tool, leading them to integrate it actively within their company. Capgemini started by evaluating their technology needs and selecting vendors via a targeted RFP process, ultimately selecting an AI vendor to help implement this new technology.
During a 90-day pilot phase, the chatbot managed around 750 queries with high success, freeing up employees for other work. Impressed by the results, Capgemini expanded the chatbot’s capabilities to handle more complex questions. Over six months, it processed over 2,000 queries with an impressive 93% accuracy rate, which improved efficiency and enabled team members to take on additional responsibilities.
How AI can potentially streamline travel programs and processes:
- AI Chatbots for routine queries: AI-powered chatbots can handle immigration and policy queries so HR teams can focus on more critical needs, such as complex travel issues or emergency support
- Automated expense and policy compliance: AI can help ensure policy adherence and simplify invoicing, preventing discrepancies that might delay payments. Automation makes the process smoother for travelers and reduces the administrative burden
- Internal knowledge bots: GPT-trained bots can provide instant access to company-specific information, making it easier for travelers to quickly find answers about travel policies, benefits, or relocation resources - which could benefit those who are new to the industry
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“The transition from traditional relocation programs to a more flexible model does not guarantee cost neutrality”
Session: Laura Levenson Global Practice Leader at Weichert
Speaker: Expectation vs Reality: A Mobility Snapshot
A traditional relocation model typically involves a structured package of relocation benefits that applies uniformly across employees. This package often includes standard allowances, assistance programs and policy consistency for all employees.
A flexible relocation model, on the other hand, tailors the benefits to meet the specific needs and preferences of each employee. This model allows for customisation for unique circumstances (e.g., single employees versus those with families) and cost control in which companies may set a budget for each relocation but let employees decide how to allocate it across services.
A detailed assessment of potential costs associated with the new flexible program is necessary because past financial data may not accurately reflect future expenses.
One of the main difficulties for advisors is understanding the potential financial impact of a new mobility program. Historical data is often unreliable for predicting future costs, making it hard to estimate what the new program will cost.
This creates a reluctance to change, as businesses may be hesitant to implement changes due to concerns about increased costs. However, Laura found that by focusing on improving the experience for employees and showing how the new program could be cost-neutral, internal discussions became more positive and constructive.
“Relocation can’t be a purely logistical approach but a more empathetic understanding of employees' needs.”
Session: Nikki Thomas Global Mobility Program Manager at Micron Technology
Speaker: Expectation vs Reality: A Mobility Snapshot
Nikki highlights that an employee’s concerns when relocating are often less around logistics like the shipment of belongings or sourcing permanent housing than you may think. More often, they focus on personal concerns like how well a spouse will adjust, the new school environment for children, or learning a new language.
“Benchmarking and listening to employee feedback is the key to optimising a company's global mobility policies”
Session: Global Mobility & Relocation Manager at Halliburton
Speaker: Expectation vs Reality: A Mobility Snapshot
Jose stresses the importance of gathering feedback from employees, referring to it as the "voice of the customer." He highlights that company presumptions about what employees wanted did not align with the actual feedback received from surveys, interviews, and discussions with HR, executives, and families. This feedback revealed different needs and preferences than initially thought.
The realisation that employees desired different support or resources than the organization initially believed emphasises the necessity of adapting policies based on employee input. By actively listening, the company can better tailor its offerings to meet the actual needs of its workforce.
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What do you think about the discussions at the WERC - Conference? How do you see these trends impacting your travel management strategies? Share your experiences and insights here.
