Building an international mobility policy

Building an international mobility policy: method and challenges.

An international mobility policy allows the company to structure, harmonize and professionalize talent transfers between countries. Without a clear framework, each mobility becomes an exception to be managed, which leads to uncontrolled costs, misunderstandings and sometimes integration failures.

A well-designed policy not only ensures fairness and transparency among employees, but also strengthens compliance, optimizes costs and internal processes, improves the employee experience, talent retention and finally strengthens the international employer brand.

A method for structuring 

First, it is essential to define the why and who of the IM policy:

• Strategic objectives (transfer of skills, opening of new markets, international diversity, etc.).
• The profiles concerned (VP, Directors, transferred employees, talents recruited abroad, etc.)

Then, it is the process and the role of each person that must be determined:

• What will be the validation steps and responsibilities (HR, management, managers, external partners)?
• Coordination between the different entities (countries of origin and host countries) will have to be coordinated.

The content of an international mobility policy

Secondly, the choice of the key components of the mobility package(s) makes it possible to detail what is supported and within what limits:

• Immigration and compliance (work permits, visas, etc.)
• Temporary housing and installation
• Transportation and personal belongings
• Relocation assistance (permanent housing, schools, banking procedures, etc.)
• Compensation and benefits (mobility bonus, cost-of-living adjustment, international health coverage)
• Support at the return or end of mission

And internally?

We recommend preparing the host environment. Too often forgotten, the reception of international talent by local teams is decisive for the success of the integration.

Some effective levers:

• Intercultural training for teams and reception managers.
• Workshops to raise awareness of intercultural communication.
• Welcome rituals (team lunch, official presentation, etc.).

Indeed, the success of a mobility depends as much on local integration as on the quality of the package offered.

It is important to keep in mind that international mobility is first and foremost a person-centred approach. A mobility policy must provide a clear and fair framework, but also remain humane and adaptable. Each employee (and their family!) experiences a relocation differently, depending on their personal context, their expectations and their life path.

This is why, while respecting the established framework, it is necessary to adapt the support to each profile.

For example, an individual interview before departure makes it possible to identify specific needs:

• Family situation (schools, spouse's job, health, language support).
• Level of autonomy of the employee in a new environment.
• Expectations in terms of housing, neighbourhood, social life, etc.

The goal is not to offer unlimited benefits, but to intelligently personalize the support within the limits of the intended framework.

Socialization: a great forgotten part of international mobility policies

Finally, the last point that is often overlooked: think about promoting socialization after relocation.

The support should not stop on the day the employee receives their keys or Social Insurance Number. The months following the installation are often the most delicate: culture shock sets in, reference points are lacking, and the feeling of isolation can weigh on them.

A well-thought-out policy can include initiatives that promote socialization and local roots:

• Buddy program: pair international talent with a volunteer colleague who arrived before him, to help him decode informal codes, discover the corporate culture, and feel integrated.
• Cohesion activities: team events, intercultural cafés, welcome meals, internal clubs (sport, culture, volunteering).
• Newcomer networks: connecting with an internal community of international collaborators or an existing local community.
• Spouse and family support: networking with other expat families, information on local activities, employment opportunities, schools, community resources.
• Post-installation follow-up: regular contact within 3 to 6 months of arrival to ensure that everything is fine.

These initiatives not only reduce the risk of isolation but also promote retention, as a socially integrated employee is more likely to stay and engage sustainably.

Measuring the effects of your international mobility policy

Finally, it is important to be able to measure the success of a mobility policy.

Implementing a policy is good. But managing and adjusting it is essential. Here are some performance indicators (KPIs) to track:

A successful policy is alive: it is evaluated, adjusted, and evolves according to feedback, the economic situation, and the company's strategic priorities.

In short:

A successful international mobility policy combines:

• A structured and equitable framework,
• A human and personalized approach,
• Preparation of the reception teams,
• And a measured and continuous follow-up.

At this intersection mobility becomes a real strategic lever for attracting, developing and retaining talent on a global scale. 

Lisa COCHET - Anywr Canada