The Global War for Talent
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I ssu e 1 2023
The Global War
for Talent
The latest trends affecting the labor market
wor ld wi deerc .or g
The Role Government State Wage Remote Work Compliance
Contracts Play in Relocation Transparency Laws A POTENTIAL 2023 GLOBAL
THE INCREASING PRESENCE OF MOBILITY THE WAYS WAGE LAWS MAY IMPACT MOBILITY PRIORITY
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Contents
24
Is There Still a War
for Global Talent?
B Y E M I LY L O M B A R D O
From unprecedented supply
chain shortages to what
has been called “The Great
Resignation,” labor markets
have been severely affected by
global fluctuations.
Contents
IS S U E 1 2023
2
wo rl dwi de e rc .o rg
32 38 42
The Role Government How State Wage Remote Work
Contracts Play in Transparency Laws Compliance: A
Relocation May Impact Green Potential 2023 Global
BY ANNIE GOFUS Card Sponsorship Mobility Priority
The increasing presence of mobility BY SOPHI A GOR ING - PI A R D, CLIFFOR D B Y A M A N D A PA R I S A N D
businesses in the government CHIN , A ND H A NN A H PER RY LORR A INE E . COHEN
contractor space will impact the California and Washington have How to enable employee flexibility
way the industry does business. enacted salary transparency laws. and mitigate compliance risk.
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CO N T E N T S • ISSUE 1 2023
I ssu e 1 2023 | Vo l . 44 N o. 1
Worldwide ERC®
Editorial/Design/Media Sales
Karen Cygal
SENIOR VICE PRESIDENT
kcygal@worldwideerc.org
Alexa Schlosser
SENIOR CONTENT MANAGER
aschlosser@worldwideerc.org
Lauren Liacouras
SENIOR CONTENT COORDINATOR
Bethany Larrañaga
CONTENT A SSOCIATE
Steve Biernacki
52 ART DIREC TOR
Destination Profiles Sky Wang
SALES DIREC TOR
Copenhagen, Sydney, swang@worldwideerc.org
Toronto Ian Allen
SENIOR ACCOUNT A SSOCIATE
BY BE THANY L ARR AÑAGA
iallen@worldwideerc.org
About Worldwide ERC®
4
6 Worldwide ERC® is the workforce mobility association
for professionals who oversee, manage, or support U.S.
Events Calendar
wo rl dwi de e rc .o rg
domestic and international employee transfers. The
organization was founded in 1964 to help members
overcome the challenges of workforce mobility.
8
Perceptions Our Purpose
Looking Toward the Future We empower mobile people through
meaningful connections, unbiased
information, inspired ideas, and solutions.
10
Insights
The Changing Dimensions of
Building a Globally Mobile 48
Workforce Real Estate
B Y K A R E N C YG A L
Roundup
Adjustments in the 2023
Real Estate Market
12 BY MOREN A COH A N,
Around the C R P, G M S
Worldwide ERC®
Board Spotlight
Young Professionals 22
The Numbers
18 Self-Initiated Short-Term Transfers
Public Policy
Prohibition on the Purchase of 60
Residential Property by Non- Mobility Matters
Canadians Act The Many Festivals of Spring
BY BE THANY L ARR AÑAGA
Relocation and good relationships
go hand in hand
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getting to know them and understanding their needs. That kind of focus on
relocation customers is why Chase relocation consistently scores higher than
the industry average in satisfaction.1
Learn all the ways we’re here
for employees and you:
chase.com/relocation | 1-833-422-7013
1
2022 Nationwide Relocating Employee Survey conducted by Trippel Survey & Research, LLC ©. All home lending products are subject to credit and property approval. Rates, program terms and conditions
are subject to change without notice. Not all products are available in all states or for all amounts. Other restrictions and limitations apply. Home lending products offered by JPMorgan Chase Bank, N.A.
©2023 JPMorgan Chase & Co. B1122-863900 0323
Calendar
EVENTS Executive Committee
CHAIR
Anupam Singhal
TOPIA INC., SOUTHL AKE, TE X A S, USA
CHAIR- ELEC T
Ashli Aldrich
NE TFLIX , LOS G ATOS, C ALIFORNIA , USA
May Mobility Day VICE CHAIR - FINANCE
Mark J. Burchell, SGMS
2023 1 0 M AY S TERLING LE XICON, JACK SONVILLE, FLORIDA , USA
Join Worldwide ERC in one of four locations: Washington, VICE CHAIR – SERVICE PROVIDER MEMBER SHIP
D.C., Chicago, Dallas, and Seattle. Learn more at Kathy Connelly
BERK SHIRE HATHAWAY HOMESERVICES GEORGIA
worldwideerc.org/mobility-day PROPERTIES, ROSWELL, GEORGIA USA
VICE CHAIR – CORPOR ATE MEMBER SHIP
September Global Summit Simon Mason
WRITER RELOC ATIONS ®, DUBAI, UNITED AR AB EMIR ATES
2023 São Paulo, Brazil PRESIDENT & CEO
Lynn Shotwell, GMS, SHRM-SCP
WORLDWIDE ERC ®, ARLINGTON, VIRGINIA , USA
Global Summit
Singapore
Board of Directors
October Global Workforce Symposium 2023 Deb Convery
S TRIPE, PORTL AND, OREGON, USA
2023 17- 2 0 O C T O B E R
Tanya Mariottini
Boston, Massachusetts T WILIO INC., SE AT TLE, WA SHINGTON, USA
worldwideerc.org/gws-2023 Michelle Moore, CPA, MPA, CGMA
NEI GLOBAL RELOC ATION, OMAHA , NEBR A SK A , USA
Webinars Supporting your Expatriate David Pascoe
C ARTUS, UNITED KINGDOM
Population Through an Unpredictable
Immigration Environment Benny Tan
ALTAIR GLOBAL, APAC, SING APORE
19 A P R I L AT 11 A . M . C T
Eluned Wallace
6 In this already unpredictable global immigration THE WALT DISNE Y COMPANY, UNITED KINGDOM
environment, pandemic-induced backlogs, lengthy wait
Kelly West
times, and geopolitical conflicts that further inhibit mobility
wo rl dwi de e rc .o rg
THE MILESWES T GROUP, DENVER , COLOR ADO, USA
are a sources of increased anxiety for your expatriate
employees. How can you provide the support required Ex-Officio Directors
to help your employees navigate the rocky immigration IMMEDIATE PA S T CHAIRMAN
Tyler Reynolds
landscape? In this presentation, global mobility experts will EQUUS SOF T WARE LLC, DENVER , COLOR ADO, USA
share tips and strategies to help you lead with empathy and CHAIR , FOUNDATION FOR WORKFORCE MOBILIT Y
provide support for the unique needs of your expatriate Shannon Brown
GRE ATER MINNE APOLIS S T. PAUL ARE A , MINNESOTA , USA
employees. Speakers will suggest how companies can craft
compliant yet forward-thinking global mobility policies to
support an empathetic workplace culture that successfully
navigates immigration hurdles while boosting recruitment, Mobility (ISSN 0195-8194) is published quarterly by
Worldwide ERC®, 2001 K Street NW, 3rd Floor North,
retention, and employee morale.
Washington, DC 20006, United States, 1-703-842-3400.
Mobility examines key issues affecting the global mobility
M O D E R AT O R : Tiffany Derentz, senior counsel at BAL workforce for the benefit of employers and firms or
individuals providing specific services to relocated
S P E A K E R S : September Weinberger, senior director of client
employees and their families. The opinions expressed in
relationships at BAL; Jurga McCluskey, partner at Deloitte Mobility are those of the authors and do not necessarily
UK; and Hadi Allawi, partner at Deloitte Middle East reflect the opinions of Worldwide ERC®. Mobility is
printed in the United States of America. Periodical
postage paid at Washington, D.C., and additional mailing
All webinars can be found at worldwideerc.org/events-webinars. offices. Worldwide ERC® members receive one annual
subscription with their membership dues. Subscriptions
are available to both members and nonmembers at
Read all about it! $48 each per year. ©2023 by Worldwide ERC®. All rights
reserved. Neither all nor part of the contents published
herein may be reproduced in any form without written
permission from Worldwide ERC®.
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As the world changes, people count on you to
make things happen. Our industry demands a
blend of skills and expertise like no other, from
analytical to strategic to compassionate to
creative.
Worldwide ERC® gives you the content you
need, a community of experts, virtual events
that matter, advocacy, a marketplace, and
connections that propel you - and the people
who count on you - to succeed!
Become part of the world's premier
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Perceptions
Looking Toward
the Future
Welcome to the first issue of Mobility magazine in
2023! It’s only March, but Worldwide ERC® has already
had a busy year. As I write this, I’m fresh off recording our
Town Hall, where, with Worldwide ERC Chair Anupam
Singhal, we discussed how the organization is delivering for
employee mobility professionals worldwide.
For nearly 60 years, Worldwide ERC has supported
employee mobility professionals in the critical role they play
in how, where, and when work happens around the world.
The world of work is constantly evolving, but the last few
years have brought some of the most significant changes
to the workplace that we have seen over those six decades,
from remote work to ESG mandates, strained supply
chains, inflation, and complicated compliance issues.
Check out the cover story of this issue, “Is There Still a different jurisdictions, while also provid-
8 War for Global Talent?” on page 24 to delve deeper into ing opportunities to engage with a wider
the topic of remote work, the talent shortage, and the role network of mobility professionals. Look for
business immigration plays in workforce mobility. more international coverage from us in the
wo rl dwi de e rc .o rg
The changes in our industry bring challenges, but they pages of Mobility magazine, as well as in
also open the door to opportunity, and this is an exciting our weekly e-newsletter, Mobility Minute.
time to be in our industry. Worldwide ERC is uniquely Drawing from the expertise of our new
positioned to support global mobility professionals by track- board of directors, our conversations with
ing relevant trends, providing the right tools, and building members, and the insightful discussions
networks of influence and impact that empower a strong at GWS, we have identified the four
response to the ever-evolving needs of our industry. trends that will drive the mobility industry
Look no further than some of the other features in this throughout 2023: costs, compliance, supply
issue, such as “The Role Government Contracts Play in chains, and environmental sustainability.
Relocation” on page 32 and “How State Wage Transparency Expect to see more on these topics on our
Laws May Affect Green Card Sponsorship” on page 38. various platforms, as well.
During the Worldwide ERC Board of Director’s strategic As our organization prepares to celebrate
planning session earlier this year, we had a productive and our 60th anniversary in 2024, and with our
engaging discussion to more fully develop Worldwide eyes set on the next 60 years, we are excited
ERC’s vision, mission, and strategic plan. We look forward to work with an extraordinary group of
to sharing additional information and having ongoing dia- dedicated mobility leaders as we chart a
logue throughout the year. course for the future of our industry.
One of the areas we know will be a focus this year and
beyond is our commitment to our global membership.
This year, we are launching renewed programming and
international events. Expanding our international reach is Lynn Shotwell, GMS
an important strategic priority this year. This will allow us President & CEO
to advocate more effectively for our existing members in Worldwide ERC®Stewart Title Relocation Services is committed to moving your business forward. We’re the single source for all your relocation title and closing needs. Stewart has the most experienced team of relocation title professionals to manage even the most complex transactions. We offer customized services to help streamline your business and we never stop investing in solutions. Keep your business moving forward with Stewart. Visit stewart.com/mobility23
Insights
The Changing Dimensions of Building a
Globally Mobile Workforce
B Y K A R EN C YG A L | S EN I O R VI C E PRES I DEN T | WORLD WID E ERC ®
G lobal mobility has been around for
decades. Once a prized possession
for the very few at the top of an
organization, the concept, scope,
and breadth of workforce mobility is now rapidly
expanding. Over the past two years, Worldwide
ERC® has studied this evolution from multiple
accommodate this, HR leaders started looking at
new programs or bringing less-utilized programs
to the forefront to deliver these new expectations.
We explored the usage of professional employer
organizations (PEOs), global employment com-
panies (GECs), and employers of record (EORs)
and their usage, and set up in previous research to
angles to better understand how organizations are deliver on creating a “work from anywhere” work-
approaching the shift of global mobility being for force. We have now dived deeper into programs
1-3% of an organization’s workforce to a potential that can also deliver some of the benefits with a
40% being mobile at some point in some fashion different approach.
during their employment with an organization. Our newest research released, “Self-Initiated
Where is this shift coming from? How will Short-Term Transfers: Volume and Cost,” high-
10 human resource professionals and mobility service lights a major new type of mobility program that
providers meet the needs of this growth? has emerged. The research has shown that a large
majority (81%) of organizations have created
wo rl dwi de e rc .o rg
RE M O TE W O R K 2 . 0 A N D 3 .0 these programs or are considering creating them.
In last year’s research, “The Evolution of Remote We explored this topic more deeply, as our prior
Work,” senior HR and mobility leaders were asked research suggested that senior HR and business
about how the uprise of remote work is affecting leaders were looking to find a solution that had
their HR programs. One major thing that came a balance between “work from anywhere” being
out of that research was the extent to which the requested by employees globally that arose during
experience of widespread remote work operations the pandemic to something that many employers
has increased organizations’ willingness to utilize could put into action quickly to address this desire
travel and mobility for business purposes. Early while also minding tax and immigration com-
in the pandemic period, many were predicting pliance, organizational risk, and employee duty
that the remote work experience and overnight of care.
adoption of teleconferencing technologies would These new programs suggest that 41% of senior
permanently reduce travel and mobility as a HR leaders anticipate that mobility profession-
business tool. While this seems intuitive as a als will have a role in these new programs, from
cost-saving measure, most leaders have realized running the programs directly to being consulted
the value of having employees both mobile and for expertise in compliance and employee track-
on the ground around the world is indispensable. ing, and that 79% anticipate increasing staffing to
In fact, 61% of senior HR leaders surveyed in manage and administer new programs such as this.
the research are more likely now than ever before This is good news for the industry as we continue
to send employees to a new location. In order to to evolve the scope and sphere of influence that
mobility practitioners have on their company’s
global workforce.
Send your article ideas,
letters, and feedback to
mobility@worldwideerc.org.Become a Global Mobility
Specialist (GMS®)
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Stand out in the field of
global mobility as a
leader and an expert!
GMS® candidates must complete
six training modules on the
essential components of global
workforce mobility and
intercultural management skills and
pass a comprehensive online
examination based on the materials
presented in the courses.
PRICING: Visit worldwideerc.org/gms-detail
Members: USD$1,250 for more information!
Nonmembers: USD$1500Board Spotlight
The members of the 2023 Worldwide ERC® Board of Directors
share their thoughts for 2023.
ANUPAM SINGHAL, CHAIR I’m absolutely confident that we all
Chief Strategic Partner Officer, Topia Inc. well-positioned to provide the leadership
and expertise necessary for our members to
succeed and our industry to thrive.
As the 2023 chair of the board, my vision
for Worldwide ERC’s role in the mobility ASHLI ALDRICH, CHAIR-ELECT
landscape, especially as we approach our Global Program Manager, Netflix Inc.
60th anniversary in 2024, is threefold:
Anupam Singhal, Chair
1. To serve as the go-to platform for the
community to come together, exchange In my role on the board, I will use my
ideas and opportunities, and to collab- experience to help shape the products and
orate for mutual success. services delivered by Worldwide ERC for
2. To be the premier source of quality and my peers: corporate mobility professionals
timely education and resources that like you.
enable every single one of our mem- I will share insights and perspectives with
bers to navigate through challenges the board on programs and products that
12 and seize opportunities, keeping our will best serve the needs of mobility pro-
industry at the forefront of innovative fessionals from a variety of industries, and
workplace strategies. thoughtfully consider the impact of those
wo rl dwi de e rc .o rg
3. To represent our industry as the unified investments from that lens.
Ashli Aldrich, Chair-Elect and unifying voice that helps influence I’m excited to be the voice from the front
and inform the agenda of companies lines of mobility work to share areas of
and governments around the world. opportunity and to help Worldwide ERC
Only Worldwide ERC brings out navigate an ever-evolving landscape.
industry together as one, making us
uniquely positioned to support global MARK BURCHELL, VICE CHAIR, FINANCE
mobility professionals by tracking rele- Chief Commercial Officer, Sterling Lexicon
vant trends, providing the right tools, and
building networks of influence and impact
that empower a strong response to the In my role of vice chair of finance, I will
ever-evolving needs of our industry. focus on a few key areas. First, we’re going
AROUND THE WORLDWIDE ERC ®
This vision is informed by an incredibly to make sure from a planning process that
Mark Burchell, Treasurer
diverse board with experiences across the we are aligned strategically to the goals and
full range of the mobility industry. To give objectives of the organization. We will also
you a quick sense, we have four corporate make sure we have the right budgeting pro-
members representing some of the world’s cess in place to address all the key financial
largest companies, as well as smaller, drivers of the organization. We will review
high-growth ones. We have the largest of the monthly financial statements with the
service providers, the smallest, and those Finance and Audit Committee and make
in between, ranging from RMCs to real sure we meet all the audit requirements for
estate brokers to DSBs to technology firms. an organization.
Amazingly, two-thirds of our board mem-
bers, including our chair-elect, are women,
which reflects on the many strong female
leaders within our community.
Kathy Connelly, Vice Chair, Talentcommunicated clearly and effectively within
the board and within our strategy.
We have insights
on this new world LYNN SHOTWELL
President and CEO, Worldwide ERC®
of work, and
we must ensure
I lead the only association that brings the
business leaders global workforce mobility industry together
and policymakers as one. As our organization begins another
hear them. year, I will continue to use my background
in association management and human
Simon Mason, Vice Chair, Talent
—LYNN S H O TW EL L resources to shape the future of Worldwide
ERC by raising the visibility of the global
mobility industry. We have insights on
this new world of work, and we must
KATHY CONNELLY, VICE CHAIR, SERVICE ensure business leaders and policymakers
PROVIDER MEMBERSHIP hear them.
Chief Operating Officer, Berkshire Hathaway
HomeServices Georgia Properties MICHELLE MOORE 13
Chief Global Mobility Officer,
NEI Global Relocation
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As the 2023 vice chair for service provider
membership, I will ensure we are meeting Lynn Shotwell
the needs of our service provider commu- My experience as the past vice chair for
nity by giving them a voice at the table. finance, along with my role as an RMC
I’m a long-term member of Worldwide leader, will shape my vision for Worldwide
ERC and of its board of directors and have ERC’s future by being an advocate for all
found my membership invaluable through aspects of the industry coming together to
the years. grow the opportunities for the organization
and the various forms of knowledge, prod-
SIMON MASON, VICE CHAIR, CORPORATE ucts, strategy, and networking value.
MEMBERSHIP Throughout the years, we have a tremen-
Chief Operating Officer and Chief Revenue dous opportunity to focus on sustainability
Officer, Writer Relocation and diversity, which is required for a group
such as Worldwide ERC to thrive. We are Michelle Moore
seeking to support the diversity of expe-
I’ll be using my extensive experience in rience, culture, thought backgrounds, and
the service provider space to ensure that providing the organization a lens that can
we have maximum value for our corporate support inclusion and innovation to benefit
members. My career has led me to many the entire industry.
engagements within household mobility, Lynn’s leadership, and having the support
so I’ll be using my experience to better of an engaged board, along with receiving
understand the unique needs and require- feedback from our members and poten-
ments of not just individual members, but tial members, is helping set the course for
industries overall to ensure that our board an exciting future for Worldwide ERC
strategy is closely aligned and mapped to to remain sustainable and relevant in an
their priorities to ensure that we really hear ever-changing world.
the voice of the customer, and that it is Benny TanBoard Spotlight
BENNY TAN KELLY WEST
Senior Vice President, APAC, APAC Altair President, The MilesWest Group
Global Relocation
My experience as both the former leader
This year I will use my expertise to shape of an RMC and the current president of
what Worldwide ERC offers to the mobil- a small minority owned business will help
ity community in APAC by inserting the shape the future of Worlwdie ERC by
APAC voice and perspective in Worldwide actively engaging under-represented con-
ERC and representing the APAC mobility stituencies, be it small businesses or diverse
community on the board. backgrounds, to create innovation, diversity
Eluned Wallace
I also aim to bring Worldwide ERC of thought, and new avenues of growth.
closer to home by bringing the global per-
spective from Worldwide ERC and making DEB CONVERY
it relevant and impactful for the APAC Director, Global Mobility and
community. I believe this connection is vital Immigration, Stripe
for the success of all parties.
As APAC continues to grow exponen-
tially, there is a heightened awareness of the My experience as a leader on other regional
14 uniqueness and challenges in telemobility, councils and involvement with other
especially in this region. The stakeholders industry organizations will help inform
will benefit greatly in their respective fields how I share what Worldwide ERC offers
wo rl dwi de e rc .o rg
to leveraging the advisory network and the mobility community by sharing best
Kelly West community with Worldwide ERC. practices from these organizations in terms
of what has worked and been successful and
ELUNED WALLACE what hasn’t worked, and also by being a liai-
Senior Manager, Global Mobility EMEA, son with these organizations so Worldwide
The Walt Disney Company ERC can lead in bringing together and
leveraging the full potential of our broader
mobility ecosystem. I also represent the cor-
As I’m looking forward into 2023, I will porate perspective and want to be an active
be using my experience in the European voice, speaking up on topics that matter to
corporate mobility community to help our corporate members.
shape Worldwide ERC’s offerings for all
AROUND THE WORLDWIDE ERC ®
our members to tackle key topics that are DAVID PASCOE
Deb Convery
top of mind for us all, particularly those in Executive Sr. Vice President, Global Talent
the EMEA region. Mobility, EMEA and APAC, Cartus
In 2023, a couple of key topics for me are
sustainability and examining how we can
tread more lightly on the planet, diversity With ESG priorities differing between
and ensuring that our program is open and regions, my experience can help Worldwide
accessible for all of our members in our ERC lead the mobility profession on some
community equally, and focusing on how of today’s most pressing challenges by
we solve the challenges thrown us by the helping us maintain perspective and not
economic environment with high inflation- create one problem as we solve another.
ary pressures, the economic crises, and the ESG priorities can be partially driven not
conflicts around the world. only by local interest but also infrastructure
David Pascoeshape what Worldwide ERC provides
our members. I look forward to learning
how Worldwide ERC’s offerings can meet
We can the evolving needs in our industry. I hope
to cross paths with you at various events
influence our throughout the year, and reach out to me on
industry to LinkedIn if you have ideas or thoughts.
develop in a SHANNON BROWN, EX-OFFICIO
way that seeks Director of Referral Engagement, @properties
to reduce Tanya Mariottini
our impact I’m the 2023 chair of the Foundation for
rather than Workforce Mobility Board of Trustees. In
2024, the Foundation will celebrate its 20th
excusing it. anniversary, while Worldwide ERC will
—D AVI D PA S C O E celebrate its 60th. With that in mind, my
vision for the Foundation’s next 20 years is
to continue to help improve people’s lives,
build their careers, and strengthen our 15
relocation industry.
wo rl dwi de e rc .o rg
and capability, which may differ widely TYLER REYNOLDS, EX-OFFICIO
by region. President, EQUUS Software LLC Shannon Brown, Ex-Officio
By remaining open to continued learning
and diligent enough to look past the surface
and consider the impact of our sustainable Tyler Reynolds is a “get it done” type of
practices, we can influence our industry to person, which is precisely what he has
develop in a way that seeks to reduce our been doing at Equus for over 18 years.
impact rather than excusing it. On this After stints in banking and finance
basis, I believe we need to ensure we com- early in his career, Reynolds switched
ply with what we must do without losing his focus to software and found Equus.
perspective on what we could do. He has been successful in many roles at
While it is unlikely that a universal the company, including software devel-
methodology, standard, or framework is oper, project manager, business analyst,
forthcoming, a global perspective brings account executive, VP of operations, and Tyler Reynolds, Ex-Officio
great value in understanding where the chief sales officer. As Equus’ president,
highest requirements are in any given Reynolds is responsible for establish-
region at a point in time. ing revenue targets, and developing and
managing strategic sales plans to meet
TANYA MARIOTTINI those goals.
Director, Global Mobility, Twilio Inc.
This year I will use my connections to
corporate mobility professionals across
different industries and countries to helpFuture
Focus
With a new year comes new ambitions and a chance to refocus. So, we asked: From the perspective of a
young professional, what are you focusing on in 2023?
In 2022, I experienced 2023 will be a year that
16 a multitude of unex- I focus on unlearning a
pected change in my lot of the bad habits I
career path. I have formed during the
wo rl dwi de e rc .o rg
always been on the pandemic. Today’s
sales and account hyper-connectedness
management side of and sheer abundance of
mobility, working for content is completely
either real estate overwhelming. I have
brokerages or reloca- only recently taken the
tion management time to reflect and
companies. Being laid off in June 2022 was a understand how much my attention span has
surprise that granted me the opportunity to suffered. I am gradually weaning myself off the
explore the network I created over my years in obsession with my screen and dedicating time to
sales. One conversation with a connection I had using technology more purposefully in 2023.
met at a regional relocation conference turned into One way that I am holding myself accountable
AROUND THE WORLDWIDE ERC ®
various phone calls and interviews, then into an is by committing myself to an educational program
offer for a corporate mobility role. studying management and leadership. Pairing a
One of the biggest reasons I am excited for this goal with an actionable item, like the accomplish-
position is the constant learning. This year I will be ment of a certificate or degree, provides incentive
focusing on educating myself about the niches of but through small, incremental dedication like
mobility and relocation. Immigration is one that studying. In 2020, I used this tactic to pass the
demands much of my attention. I went from being Illinois Broker Exam, and again in 2021 to acquire
comfortable in what I knew to staying uncom- my CRP. This will also help me concentrate on
fortable in what I don’t and growing with this time management skills, while learning new infor-
new experience. mation to further me professionally by methods
ELIZABETH MARTIN that aren’t 15-second TikTok videos.
Global Mobility Partner, ThermoFisher MATT TOBEL, CRP
Relocation Account Executive, Huntington National BankThis year, I plan on taking charge of my growth in both
areas and want to do so in exciting, new, and creative
ways. At this point, I do not expect to be comfortable. The
extreme changes have somewhat subsided and made
room for me to step out of what I know and take risks.
In the past couple of In 2023, I am focusing
years, a lot of time was on growth in creative
spent finding ways to ways. 2022 was the year
adapt to change and of change, both
navigating the new professionally and
“normal.” Change is through additions to
often hard for many, my family. While I
including me. However, enjoyed the ride, it felt 17
finding a positive lens like just that at times:
to change can be full of holding on and waiting
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great opportunities. for the next twist and
This year, 2023, I am focusing on what serves me turn, hoping it will be fun.
best: challenging myself and stepping out of my This year, I plan on taking charge of my growth
comfort zone. in both areas and want to do so in exciting, new,
There are a few too many outlets of social media and creative ways. At this point, I do not expect to
these days, which can quickly bury someone in a be comfortable. The extreme changes have some-
rabbit hole. Learning to control where my energy what subsided and made room for me to step out
and attention goes has greatly impacted me. I’ve of what I know and take risks.
developed a routine—working out in the morning, Some of my goals include increasing my
and reading at night—which has helped keep my network and professional skills all while having
mind in a great spot. adventures and taking care of my family and
I find myself at my best when I am chal- health. I will have to be creative in how I structure
lenged by new initiatives and filling my plate my days if I am to accomplish all my objectives
to the point of no room. I have set expectations and I am looking forward to the challenge.
for myself high this year, serving as the Young ANCA MARITESCU
Professionals chair, as well as serving as the Business Development Manager, Worldwide ERC
Corporate Relocation Council of Chicago’s
president. After a short amount of time, these two
opportunities have pushed me out of my com-
fort zone and have led me to find confidence in
ways I didn’t know existed. I look forward to the
continuous challenge!
JENNIFER RODRIGUEZ, CRP, GMS
Business Development & Account Management,
MiniMovesPublic Policy
Prohibition on the Purchase
of Residential Property by
Non- Canadians Act: What to
Expect in 2023
B Y C RAI G AN DERS O N , C PA, S C RP, SGMS
18
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J anuary not only ushered in a new year
but also the beginning of a two-year
effective period of the Prohibition on the
Purchase of Residential Property by Non-
Canadians Act (the Act).
As of 1 January 1 2023, the Act bans essentially
any non-Canadian from acquiring residential
total population of 100,000 based on data from the
current census) fall within this exclusion. Temporary
residents who have worked in Canada for three of
the last four years and have filed Canadian tax returns
are also exempt. Properties under contract but not yet
closed on 1 January 2023 are excluded from this Act
as well.
property anywhere within Canada through 31 The Act was created to slow the historically
December 2024, with the exception of certain high escalation rates in housing costs. Foreign
remote or low-populated areas and for temporary investment was believed to have contributed to
residents. Areas outside of a Census Metropolitan inflationary pressure, which made it difficult for
Area (CMA) (i.e., one or more municipalities with a Canadian citizens to experience the benefits ofhome ownership. The noble intent to keep housing
affordable for their citizens garnered member sup-
port and endorsement across all party lines.
The Act prohibits non-Canadians from The Prohibition on the
purchasing property in Canada unless an exemp-
tion has been granted in the regulations, which
Purchase of Residential
establish the specific exceptions, definitions, and Property by Non-
clarifications necessary to implement the Act. Canadians Act was created
Such regulations (SOR/2022-250) were published
21 December 2022 in the Canada Gazette, (Part II, to slow the historically
Volume 156, Number 26). The regulations include high escalation rates in
instruction and comment on the following topics:
• Exceptions from the prohibition for certain
housing costs.
groups of people.
• Clarifying the treatment of specific types of res-
idential properties such as recreational vehicles non-Canadian or lack Canadian control will not
and vacant land. be able to provide guaranteed buyout (GBO)
• Defining the concepts of “purchase” and “con- transactions within Canada, nor achieve the tax
trol” in the Act, and thereby bringing clarity protected benefits of a buyer value option (BVO)
around certain circumstances in which the program for Canadian homeowners being relo-
prohibition applies, specifically excluding prop- cated to the United States.
erties acquire through life events such as divorce, Employers will need to determine the impact 19
succession after death, gifting, etc. on their executives moving into Canada who will
• Details around the process in which the court not be able to buy a home if they lack Canadian
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can force the sale of a property improperly citizenship. They must also consider the impact
acquired by a non-Canadian (person or corpora- to their resident non-Canadian workforce already
tion) during the term of the Act. living within Canada in purchased residences.
• Clarifying that the Act does not apply to Such homeowners who may be ready to accept a
circumstances conflicting with the rights of relocation elsewhere in Canada could be barred
Indigenous people. from purchasing a new home in their destination
“Non-Canadians” include people without city. The Act and regulations clarify exemptions
Canadian citizenship, as well as companies not awarded to temporary residents if they satisfy the
incorporated under federal or provincial laws. following conditions:
This definition also applies to companies that are • Students enrolled in a designated learning insti-
incorporated within Canada but not listed on a tution as defined in the Immigration and Refugee
Canadian stock exchange and controlled by a com- Protection Regulations.
pany incorporated outside of Canada, or controlled » They filed all required income tax returns for
by persons referenced elsewhere in the Act as each of the five years preceding the year in
non-Canadian. which the purchase was made;
The regulations define control of a corporation » They were physically present in Canada 244
or entity as: days in each of the last five years preceding
• Direct or indirect ownership of shares or own- the purchase;
ership interests representing 3% or more of the » Purchase price does not exceed $500,000; and
value of equity in it, or carrying 3% or more of » They have not purchased more than one
its voting rights; or residential property.
• Control in fact of the corporation or entity, • Temporary residents holding valid work permits
whether through ownership, agreement, or meeting the following requirements:
otherwise. » They work in Canada for a minimum of three
As the Act stands, U.S. based relocation man- years within the four years of purchase if full-
agement companies (RMCs) that are deemed time work;P U B L I C P O L IC Y
20
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» They filed all required income tax returns part of their professional duties, realtors, lawyers
for a minimum of three of the last four and notaries owe their clients an obligation to
years; and inform. The legislation does not rely on these
» They have not purchased more than one professionals to enforce the prohibition. It
residential property. nonetheless allows for penalties to be imposed
The area lacking with the Act and regulations on any party found guilty of knowingly assisting
is a clear understanding of how this legislation a non-Canadian in violating the prohibition.”
will be enforced. The offences within the Act It is the responsibility of the non-Canadian
have broad impact, and not only to non-Canadi- to demonstrate eligibility to the Canadian
ans trying to circumvent the law, but to anyone professional where it exists. The makers of the
who participates in or facilitates a prohibited Act expect that all professionals (such as the
transaction. Anyone found guilty could face fines real estate and legal communities) involved in
up to $10,000 and a court could order that the the purchase of residential property to follow
home improperly acquired be sold for no more established “know your customer” protocols as
than its original purchase price. Additionally, the demonstration of eligibility. Such protocols
corporations, directors, office managers, or others should be consistent with standard industry
who were authorized or participated in the viola- standards and/or legislative requirements related
tion may be held personally liable. to customer identification.
According to the Canadian Mortgage and In the absence of achieving the tax benefits of
Housing Corporation (CMHC) website, “as a properly structured home sale program out of• Consider replacing intra-Canada transfers with
In lieu of a GBO, find temporary or long-term assignments.
alternative methods • In lieu of a GBO, find alternative methods to
advance equity proceeds to current homeowners.
to advance equity • When employees are barred from purchasing,
proceeds to current increase the rental housing allowances for the
next two years until the expiration of the Act
homeowners. to offset the lost appreciation a replacement
property could bring.
• Offer property management for current Canadian
Canada, employers need to immediately assess homeowners so they do not lose appreciation
their course of action. Possible considerations on their current residence until they are free to
might include: reinvest their equity in a new property.
• Offer home sale support in the way of market- There is little doubt that the cost of mobility
ing assistance with direct reimbursement of tax entering, exiting, or within Canada will increase
protected home sale costs. client relocation spend as replacements for lost
• If employer qualifies as a valid Canadian corpo- benefits are adopted. But time is of the essence,
ration, reflect their company as the purchaser of and the time is upon us to determine the response
their employee’s home and as subsequent seller to upcoming relocations, current initiated moves,
to the ultimate purchaser, following the estab- and addressing the needs of current non-Cana- 21
lished framework of U.S. domestic relocations. dian homeowners.
Other considerations for transfers within
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Canada might include: Craig Anderson, CPA, SCRP, SGMS, is the vice
president of AECC.
////////////////////////////////////////
Become a Stand out in the field of
Global Mobility global mobility as a
leader and an expert!
Specialist (GMS®)
GMS® candidates must complete three
training modules on the essential
components of global workforce mobility
and intercultural management skills and pass
a comprehensive online examination based
on the materials presented in the courses.
Visit worldwideerc.org/gms-detail
for more information!The
Volumes and Cost
Self-Initiated
Number of employees expected to
Short-Term use these programs over the next
Transfers 12 months per organization:
As remote work has continued to reshape the
workforce and become a core competency of global
mobility, a major new type of mobility program has
emerged: the self-initiated short-term transfer.
500
Percentage of employees expected
Recent research by
to use these programs over the
Worldwide ERC® has shown
next 12 months per organization:
81%
that a large majority
23%
22
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Typical/median amount provided
or reimbursed:
of organizations have created
these programs or are considering
creating them.
$4,625
In order to further explore these new programs, and
how they fit into a broader mobility context, Worldwide
While volumes are high compared
ERC conducted a survey of 459 chief human resources to traditional mobility programs,
officers and other senior leaders whose organizations
costs are much lower, with the
currently have these programs.
median respondent indicating that
As this report will show, self-initiated short-term a self-initiated short-term transfer
transfers are a major new source of mobility
volumes and costs. These programs touch many will include $4,625 in benefits.
areas of the organization and come with numerous Overall, this is a substantial cost
standard mobility benefits to support the employee
for the employer, with the typical
in their transfer.
respondent spending $2,312,500 on
For the full study, visit worldwideerc.org/research.
these programs.Design
There are real differences in the reasons
organizations have been introducing self-initiated
short-term transfer programs, with roughly equal
proportions of respondents using these mainly for
talent development or for employee experience. Of
course, each of these is not mutually exclusive, and
many organizations will promote these programs
both for employee experience, as well as part of
their talent development strategies.
Main reason organizations have created
these programs:
Benefits To improve talent development
23
Organizations continue to see the value in providing and management by developing
supporting benefits to employees using self-initiated employee skills, promoting a global
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short-term transfers, with a range of benefits
being commonly provided, from tax advice to company culture, and increasing
area orientations. business unit exposure:
52.1%
Benefits provided to employees
using the program
Tax information/advice/support 46%
Work authorization information/
61%
advice/support
Language tools or training 53%
Cultural tools or training 44%
To improve the employee
Living and lifestyle information 39% experience and/or allow
employees to have a more flexible
Travel expenses (airfare, transit, etc.) 62%
work/life balance:
47.9%
Baggage/luggage fees 26%
Accommodation finding/assistance 50%
Area orientation 27%IS THERE STILL A
WAR FOR
GLOBAL
TALENT?
For companies competing for
top talent, the search is global,
which will implicate cross-
border mobility and play a
huge role in corporate success
in 2023.
By Emily Lombardo
24T
he war for talent is hardly a strategy focused on both talent attraction and then
new phenomenon. The term talent retention, it would drive corporate business
“global war for talent” was strategy and amplify value far more than thought
coined in 1997 by McKinsey at the time.
& Company employee While the war for talent was dulled by the
Steven Hankin and was Great Recession in 2007-2008 due to layoffs add-
popularized shortly thereafter ing available candidates to the labor pool, corpora-
by a 2001 book of the same name written by his tions soon found themselves back in competition
colleagues Ed Michaels, Helen Handfield-Jones, for talent. By 2016, “failure to attract and retain
and Beth Axelrod. The book, “The War for Talent,” top talent” was the No. 1 issue in the Conference
argues that in order to find and keep top talent, Board’s global CEO survey.
leaders must undergo a new way of thinking Then, in March 2020, the COVID-19 pandemic
about talent acquisition and management. By erupted around the world, forever changing how
transforming the hiring process into an intentional we work. From major supply chain shortages to
2526
“The Great Resignation” when more than 4.3 2023. Axios estimated that roughly 120,000 work-
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million Americans resigned from their jobs, the ers were laid off from tech companies in 2022,
American workforce went through more unprece- and layoffs.fyi, an online layoff and salary tracker,
dented fluctuations. According to the U.S. Bureau reports an additional 101,617 tech employees from
of Labor Statistics, job vacancies almost doubled, 334 companies have been laid off as of this writing
from 6.2 million vacancies in March 2020 to in 2023.
11.549 million in March 2022. Why all the major layoffs? Tech leaders have
Talent shortages weren’t limited to the U.S., mostly explained that they simply over-hired
either. In the U.K., a survey on salary and recruit- during the pandemic. Mark Zuckerberg, for
ment trends for 2023 by Hays, a multinational example, in a message to Meta employees last
British recruitment and human resources services November in which he announced 11,000 layoffs,
organization, found that 93% of responders had said that he had expected pandemic-related
difficulty finding the staff they needed in 2022. growth to be a permanent change but “not only
In Canada, 2021 Deloitte data showed the job has online commerce returned to prior trends, but
vacancy rate increased to its highest level since the macroeconomic downturn, increased competi-
2015. There was also a 30% and 54% increase in tion, and ads signal loss have caused our revenue to
job vacancies in Israel and Australia, respectively, be much lower than I’d expected.”
during COVID-19. But is today’s global talent shortage just a symp-
In the U.S., growth in the tech sector, first tom of the COVID-19 pandemic?
spurred by the rapid adoption of digital products Since early 2022, the talent shortage has also
in the early days of the pandemic to accommodate been exacerbated by war and stymied technolog-
a new work-from-home culture, finally started ical growth. Russia invaded Ukraine in February
to slow down starting in the last quarter of 2022. 2022, causing an international energy crisis and
Major tech companies such as Intel, Amazon, and economic devastation. The International Labor
Meta announced hiring freezes and substantial Organization reported in May 2022 that 4.8 mil-
layoffs in late 2022, with more layoffs by Google lion jobs had been lost as a result. Disruptions were
parent company Alphabet and Microsoft in early also felt in neighboring countries’ labor markets.27
On top of that, high inflation in the U.S. has led How Does the Talent Shortage
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to rising prices, lower purchasing power, and, one Affect Global Mobility?
would think, a greater demand for work. Despite temporary issues for visa holders due to
So, with tech layoffs, an energy crisis in the recent mass layoffs, companies are focused
Europe, and high inflation rates, it’s worth ask- on bringing in international talent more than
ing: Is there actually still a global war for talent in ever. “We are seeing more companies open to
early 2023? sponsoring employment-based visa types than
The answer: a cautious “yes.” before, even allowing folks working on OPT
Corporate leaders see the recent tech layoffs to join with the option of sponsorship in the
as a sign of poor management and over-hiring future,” says Kelli Duehning, partner at Barry
rather than a waning global talent war. In an Appleman & Leiden LLP’s San Francisco office.
interview with the Financial News, Charlie “We are also seeing more companies agree to
Jacobs, co-head of U.K. investment at JP Morgan, pay for more immigration costs, like premium
said that “Many organizations get recruitment processing, dependent filings, multiple filings,
wrong by reacting too quickly during tougher as a way to recruit or retain employees.” In
times given the time it takes to recruit good fact, businesses and governments alike have
people again … The challenge of attracting talent readjusted immigration policies to account for
doesn’t go away just because markets are tough.” both travel-related changes brought on by the
Indeed, the search for top talent doesn’t sud- pandemic as well as the hybrid or fully remote
denly stop during tough times, which means, in work environments that were born out of the
short, that employers continue to compete for the COVID-19 pandemic.
best from all over the world. Investing in technology to create smoother
What does this mean for global mobility? For relocation processes and attract and retain talent
companies competing for top talent, the search will be a top consideration for companies in
will be global, which will implicate cross-border 2023. KPMG’s 2022 Global Tech Report found
mobility and play a huge role in corporate success that of the 2,200 leaders surveyed, “almost all
in 2023. global tech leaders report that their digital28
evolution had improved performance and profit- million new residents over the next three years.
ability over the last two years.” In 2021, Canada accepted 405,000 permanent
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More investments in technology mean better residents, the highest number in the country’s
compliance standards, which Audrey Lustgarten, history. The Canadian legal system uses a point-
managing partner at WR Global, sees as the big- based system, giving preference to highly skilled
gest trend for global mobility in 2023. applicants with graduate degrees, multilingual abil-
“As we move on from a pandemic-era cri- ities, and work experience to give out permanent
sis mindset, we believe companies will start to residency visas.
reconsider their global mobility policies with a As another example, in August 2022, the
view toward establishing policies that balance Netherlands announced that certain highly skilled
business needs, employee demands, and compli- migrants who entered the country after 22 July
ance requirements,” Lustgarten says. “This may 2022 were not required to have a residence permit
involve allowing remote work within set param- in order to start working in the country.
eters and locations or providing for workarounds And while the U.S. has not made major changes
where work in a desired country is not possible to the H-1B work visa program since its creation
within existing immigration rules—for instance, in 2004, U.S. businesses are still very much reliant
substituting a virtual assignment, or sending an on foreign talent, which Duehning says was appar-
employee to a country in that has more flexible ent in the 2022 business immigration trends.
immigration rules.” “2022’s top business immigration trend was all
about the issuance of employment-based green
A Look at Business Immigration cards,” Duehning says. “With the additional
Trends in 2023 140,000 numbers available that rolled over from
Some countries are betting on this trend: foreign FY2021, it was imperative that USCIS utilize each
talent that will arrive on their shores and help and every number to ensure none went unused as
grow their economies. A prime example is Canada. in previous years.”
In November 2022, the Canadian government Duehning doesn’t see this business immigration
announced plans to bring in just about 500,000 trend going away in 2023, either. “With business
immigrants a year by 2025, aiming for nearly 1.5 travel really getting back into full swing, wait timesnomad visas, which allow freelancers or remote
workers to live and work in a country without
applying for a traditional work visa and without
being sponsored by or working for an employer in
There’s a that country.
Digital nomad visas have yet to make a dent in
burgeoning visa corporate global mobility, however. “I am not hear-
option that may help ing many companies jump on the digital nomad
visa excitement, as it may still put the company at
with international risk for tax obligations and/or liabilities or other
hiring on a global corporate liabilities,” Duehning says. “However,
I do think there’s more to come on this as more
scale: the digital countries add this feature or refine them to attract
nomad visa. global nomads.”
Lustgarten agrees that the digital nomad visa
could become more popular soon. “I think that
digital nomad visas are here to stay and will
become a permanent part of some companies’
global mobility strategies because they allow com-
panies to offer international remote work programs 29
for visas as U.S. consulates worldwide will be a to attract and retain key talent while also remain-
big problem. The Department of State is going to ing compliant with immigration rules.”
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need to prioritize getting visa issuance done in a Some companies, including Spotify and Airbnb,
timely manner.” have started to adopt “work from anywhere”
Despite the importance of the employ- policies that may have an opportunity to leverage
ment-based green card, it does seem like the U.S. digital nomad visas. Spotify stipulates employees
is not prioritizing foreign talent as much as other must work in countries where the company has an
countries. On 3 January 2023, USCIS proposed already established office, and Airbnb employees
a fee hike for the employment-based H-1B visas working remotely must leave the country they’re in
and L-1 visas that is, on average, 40% higher than 90 days in order to avoid tax implications.
the current fees. Forbes reports that under this Lustgarten notes, however, that not all countries’
proposal, employers will be paying 70% more for digital nomad visas are created equal, as some are
beneficiaries on H-1B petitions, 201% more for “riddled with problems and compliance pitfalls.”
employees on L-1 visas, and 129% more for indi- With new and more refined digital nomad visa
viduals on O-1 visas. While this proposal is under programs (combined with more lucrative tax-ex-
fire by some immigration professionals, the fee emption options) coming from Spain, Germany,
increase, if enacted, could cripple efforts to bring in Dubai, and Costa Rica, among others, and as more
highly skilled foreign workers to the U.S. Americans consider working abroad, the digital
If traditional immigration presents challenges, nomad visa is likely to continue to be an inter-
whether in the U.S. or elsewhere around the world, esting talent strategy for organizations to deploy
there’s a burgeoning visa option that may help moving forward.
with international hiring on a global scale: the While digital nomad visas may still be on the
digital nomad visa. horizon as a specific workplace benefit, it’s but
a part of the broader movement toward “flexi-
Could 2023 Be the Year of the ble work” that is, in many ways, being driven by
Digital Nomad Visa? employees who have nonetheless gained leverage
Since the start of the COVID-19 pandemic, coun- in the current labor environment. Thus, when
tries all over the world have started offering digital it comes to attracting and retaining talent, theYou can also read
