“Improving mobility within the assigning organisation is our company’s goal.” David Remedios of ECA International, however, warns about the risks of too much intercompany mobility.
Talent pipeline with younger expats
One of the demographic changes in the expat population is that companies are more prepared to send younger people abroad than in the past. “Companies find they have to grow their talent pipeline by getting high-potential employees into the organisation and giving them international experience earlier on,” says Remedios, Head of Consultancy at ECA International, a consulting and advisory firm specialising in international assignment management.
Advantages of younger people
That’s very different from the 1980s and 1990s, when only top-tier employees were usually sent abroad. The advantages of expatriating younger people are clear: “At this early stage in their career, they don’t have a home they have to rent out while they’re away. They have no issues with family per se. All of which makes it easier for the company to relocate them.” Relocation costs are also lower. The level of support junior assignees get is not necessarily the same as is given to more senior members of staff. It works because “younger employees often view going abroad as an opportunity anyway,” adds Remedios.
Downside: switching to other companies
But there is a downside: “It’s a trade-off. The more companies invest in young people, the more companies run the risk that their people will be poached by other companies who pay more.” His advice is to think and plan around the issue: “Companies need to ask themselves how they can retain these people. The younger generation are often less interested in pension schemes or bonus plans – common tools used to encourage staff to stay – so there is no easy solution.”
Partner support could retain staff
One possible solution is an appropriate partner support programme designed to retain those younger expats who have a partner.
