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The global mobility function typically uses a wide range of service firms to deliver specialist services or to operate relocation management programmes in different parts of the world. The use of specialist vendors is particularly useful in countries where organisations are setting up for the first time, or where the locations are particularly challenging.Selecting the right provider is critical for assignment success and for the delivery of business priorities. It is therefore extremely important that the service organisations selected are able to meet the needs of the business and can do so seamlessly, acting as an extension of the organisation’s global mobility function. It is also crucial for service suppliers to demonstrate flexibility in order to be able to meet the organisation’s changing needs as these arise.To achieve global mobility goals, it is vital that the   internally knows what it needs, is aware of its own culture and ways of working, and is able to prioritise what is of greatest importance. Only when a global mobility department knows exactly what it wants and how it should be delivered will it be able to define and then go on to identify the qualities and capabilities available in the marketplace and so find a suitable vendor.

Cultural attributes and skills requirements

Trying to identify one’s own culture can be quite difficult as this tends to be unspoken. The first step is therefore for global mobility professionals to identify what they see as the most meaningful aspects of their roles. For example, what are the qualities that are deemed to be most important within the team and how are these expressed?Are there any gaps in the expertise of the team? If so, can these potentially be filled by a service provider? If the answer is yes, then the next question concerns potential vendors’ way of thinking. This must align with how the team operates. Once again, this may sound difficult to identify but one way to go about this is to think about past relationships with service providers.Try to identify aspects that worked well and aspects that did not. This can help narrow down the cultural attributes as well as skills and capabilities that the global mobility department is seeking to bolster its internal strengths.In the same way as a person specification is used in the recruitment and selection process, so a list of essential and desirable attributes should be drawn up. These should align with the requirements of the role that the vendor is expected to fulfil.Alongside the requirements for particular expertise in delivering services and cultural alignment, global mobility functions should also be seeking out evidence of experience from any potential service provider. Global mobility professionals will need to ensure that evidence is provided to demonstrate a responsive approach as well as strong and timely communications. Just as in the recruitment and selection process for internal staff appointments, references should be sought out to support the specific service and communications aspects required from the vendor.

Experience and expertise

Turning to issues of experience and expertise, service providers should be able to demonstrate a proven track record. However, global mobility professionals should look beneath this to determine whether the potential vendor candidates have worked for or with comparable businesses. For example, industry/sector knowledge and experience may be deemed to be relevant. The size of the businesses with which vendors have worked may also be viewed to be important.Niche vendors who have only worked for small, locally or regionally based companies may (or may not) be suitable for a contract with a large global firm and vice versa. Every organisation is unique and whichever firm is appointed must be able to match the requirements that are specific to the needs of the global mobility function.

Communication capability

A further area that is of immense importance in a service partnership is communication. The vendor in question must be responsive and flexible. The degree of proactive communication expected should be considered in advance. This will link to the organisational culture of the global mobility function. Does it want a reactive vendor who does what is asked, when it is asked? Or does the function look for a partner, working with the global mobility team, who communicates proactively to help identify issues and solve them before they become problems?

Seeking out references

Following up references will be an important part of the appointment process. Evidence should be sought of a high quality, cost and resource efficient service, alongside flexibility.Organisations should also look to the leadership capability of the service supplier to support its staff in delivering exceptional service. How they are supported in their training and career development may also be relevant. Global mobility professionals might also consider turnover data – do the members of the service company’s team have relatively long service?Global mobility professionals should ensure that they seek out references from companies that have used the vendor’s services in a similar manner to that identified as a requirement for the appointment. For example, if the organisation has specific needs for particular types of relocated staff, does the service supplier have experience of these and can the level of service be supported by appropriate referencing? Further areas to consider are the technological and reporting capabilities of the vendor.

Setting expectations

It is important to ensure that expectations are articulated clearly and measurable benchmarks are set. These are important because they ensure alignment between the demands of the business and the actions of the service supplier and also because these can be used to ensure capability and to foster continuous improvement.Service level agreements should, for example, include statements that address response times, compliance, communication reports/reviews, and standards with regard to escalating and/or resolving problems.Key performance indicators should also be stated. These might be based on, for example, employee satisfaction scores, accuracy of cost estimates, and policy compliance.

Maintaining links

Once the appointment is made, communications should not cease between the global mobility function and its chosen service supplier. The partnership should be supported by regular communication activities and celebrations of successes. Regular communication helps to create a motivational partnership and foster creativity and innovation. Celebrating successes together helps to bond people together from both inside the organisation and within the service supplier’s team.It is important to keep service suppliers up to date with future plans. If the service supplier is expected to act as an extension of the global mobility team, it cannot achieve this without regular briefings and inclusion in the function’s thinking.

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Technology needs

One of the key factors that must be considered in the appointment of any service provider is flexibility to engage with new  . Although the use of AI is currently relatively limited within the global mobility function, its use is only going to increase and it is important that both global mobility professionals and their chosen suppliers are willing and able to keep up with technology as it advances.Policy design today is becoming more flexible and the delivery of benefits and services to international assignees more tailored and personalised. As a result of this, technological solutions and data analytics have become essential to ensuring both the equitable design and delivery of policy components as well as measuring costs and return on investment.Reporting is critical to compliance. Ensuring that compatible data systems can operate between the supplier and the global mobility department is essential to this. Before appointing a service supplier, it is crucial to see what technology is being used and how this can be dovetailed into that used by the global mobility function.

Get it right, first time

The appointment of service suppliers in global mobility is a time-consuming but   process. Getting the partnership right in the first instance will save significant time and money. Getting it wrong means repeating the process all over again and can have potential negative business and relocation outcomes.A careful and methodical approach will pay dividends and lead to innovative, creative and successful partnerships. And it is these which will pave the way for greater competitiveness and global growth.

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