“Partner support is low hanging fruit; it’s easy to set up a programme,” ING Global Mobility manager Ellen Jansma told fellow Global Mobility professionals and other experts in the field of international HR.
Replace cash allowances
Ellen first developed a partner support programme in 2012, while working for HEINEKEN. To address a growing dual-career issue, she replaced cash allowances with a comprehensive support package for personal and professional development, capped at 10,000 euros annually. HEINEKEN teamed up with Global Connection to make the services transparent and accessible for its expat partners, and Ellen has since set up similar programmes with subsequent employers.
A non-interfering niche
“Why do I care so much about partner support? It has to do with my values. Partner support is about staying independent and making your own choices within the context of going abroad on assignment,” Ellen explained. In her experience, multinationals welcome initiatives for partner support: “It’s a niche that doesn’t interfere with existing structures. It can be embraced by Diversity and Inclusion, for example, and senior leaders will love it.”
No go area
She pointed out the importance of talking to expat partners when developing a programme, and of getting the data right – without putting additional strain on the mobility team. “The main challenge is IM advisors getting involved in discussion with expat partners on how their budget could be spent. For me that’s a no go area,” Ellen emphasised. “Take it out of the day to day IM activities and team up with external professionals to manage this benefit and let the IM advisor focus on the business.”
Futureproof
Ellen rejected the notion that partner support is a mayfly: “The amount of traditional expats may be decreasing, but the number of international hires is on the rise. They need your support.”
