Relocation Article: Different Strokes...Worker Age Affects Relocation Pitch
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Pitch
By Paul Francis, Vice President - NuPAD Solutions Canada www.nupad.ca
"It takes different strokes to move the world...". The classic TV
theme song relays this message, and apparently the same applies to
today's mobile workforce.
Traditionally, most relocation policies were developed with a
reward-based focus, and were largely balanced on the candidate's status
and position in the company. However, as the employer/worker
relationship shifts from a hierarchical culture to being much more
transactional in nature, today's workforce looks for policies that are
geared to their individual circumstances.
Relocation policy is now recognized as a much more important aspect of
return on investment, productivity and the success of an organization's
larger mandate. In order for companies to remain successful, they will
want to consider adopting a more 'generational' approach.
Relocation Trends
The Vanier Institute of the Family recently found that 55% of people
who are under 30 years of age, 54% of people 30-44 years of age, and
only 29% of people 45-64 years of age changed addresses at least once
between the years 1996-2001. These statistics support the notion of a
difference in generational willingness to relocate, and reflect a need
for 'different strokes' when approaching a candidate for a move. The
same study showed that a mere 15% of households have only one working
spouse, and 46.4% have children at home.
According to another recent industry survey, "Emerging Trends in
Employee Mobility", companies still have a way to go in order to meet
their employees' need for home/work life balance when considering
relocation. The same survey tells us that only one in four employers
offer spousal employment counseling or family/child support services.
In addition, only 2% of employers compensate for lost spousal income,
and only 3% of employers offer elder care on house hunting trips.
Current Workforce Demographics
Today's workforce age makeup no longer directly corresponds to the
standard terms 'New Hire', 'Mid-Management' or 'Executive', which
assume that everyone in these categories are of the same age bracket
with very similar needs. According to a recent article at
www.CanadaOnline.About.com, statistics show that employees under 40
years of age will represent a significant portion of Canada's
workforce by 2010, with a fair portion of that influx into the middle
and executive management of business. This shift will impact how the
policies and terms of reference that companies use to classify their
employees, are applied.
The Under 30's
Twenty-something employees are typically very confident in their
ability to be mobile, and actively seeking out the opportunity. They
are looking for experience and challenge in an assignment, with the
prospect of career advancement and personal growth. A common reaction
to a relocation proposal is the question "Will this be good for my
career, and will my lifestyle be supported in the new location?"
Companies can respond to this age group's needs, regardless of their
position in the organization, by including provisions for temporary
accommodations and home/rental search in relocation policy. To make
the relocation more appealing to the Under 30's, companies can place
more emphasis on quicker personal gratification, in place of policy
addressing household and family dynamics, which are usually not of
interest to this age category.
The 30-50 Year Group
The 30-50 year demographic group typically asks the question "What
will this relocation mean for me AND my family?" They are less
confident in their ability to be mobile because of family roots in
their community, however they also do not want to miss out on an
opportunity. As such, these employees are looking for tools to help
them engage the other family members and facilitate a move.
Assistance with a home purchase, spousal career support and educational
assistance for children are all very appealing to 30-50 year olds
considering a relocation. Companies are currently finding that they
can successfully reach this group with a relocation proposal by
acknowledging the candidate's complex family considerations and
providing ways to balance career growth.
The Over-50's
When faced with a possible relocation, employees nearing retirement are
more likely to ask the question "Where will this LEAVE me? And how
will I be able to take care of aging parents from a distance?" This
age group is typically hesitant about their ability to be mobile, and
they are seeking to retain their vested career path.
Companies can address these particular needs for support during a
period where careers are being rounded out by providing assistance for
home search, elder care and retirement/repatriation.
Demographics in Action
Andrew is a 57-year-old 'New Hire', a career Marketing Manager
hired by a pharmaceutical firm to spearhead a new division. Relocation
will be required from Calgary to the UK for up to 5 years. The company
is very confident in Andrew's fit for the role and has pledged
support accordingly. With kids already married or in college, his main
concerns include elder care for an aging parent, pending retirement
during or immediately after completion of the mandate, and critical
support for repatriation. Andrew is an example of an emerging
demographic as baby-boom executive management reaches retirement range,
and it is support that is still lacking from most traditional policies.
The same office relocation will also affect John, a single 27-year-old
Sales Manager who is looking forward to the challenges and added
responsibility of the assignment. His needs are geared toward access
to information on his own terms and support for the living costs of a
progressive lifestyle in the UK. John is an example of a management
employee that does not fit the traditional framework of relocation
policy.
One of the pharmaceutical company's salespersons who will also be
involved in the restructure is a long-term employee with a working
spouse and two teenage children. Marie is concerned about her
husband's career-tracking to the UK and retaining her children's
advanced school curriculum, both issues of which will be critical to
the success of her personal relocation. Marie's case is a common
relocation demographic, yet traditional relocation policy does not
address these needs.
Providing Workable Solutions
A tailored approach is vital when initially approaching the employees
in the above examples to consider relocation. If companies consider a
generational/demographic viewpoint when developing and delivering
policy, they will be in a better position for recruitment, retention,
productivity and successful employee transfers. With group moves in
particular, it can be a compound problem if individual needs are not
met, or at least identified.
In Summary
The Vanier Institute of the Family indicates that work/life balance is
a major societal priority. Perhaps it is time that companies
re-evaluate their approach to relocation policy, and respond with
ongoing success to the generational-intermingling of today's
workforce.
With more than 10 years of experience in Canadian relocation, Paul
Francis is currently Vice President of NuPAD Solutions Canada -
http://www.nupad.ca
Mr. Francis is a graduate of Business Management and Law/Criminology,
with Leadership designation from the Ontario Ministry of Colleges and
Training.
Paul is also a standing member with various related Organizations and
Councils, including the American Chamber of Commerce in Canada (AmCham)
and the Canadian Employee Relocation Council (CERC).
He can be contacted at: 416.847.3360 or: paul[remove]@[remove]nupad.ca