Canadian HR Reporter

CANADIAN HR REPORTER September 18, 2017 14 FEATURES Order # 987329-69557 $81 $68.85 Softcover November 2016 978-0-7798-7329-6 Shipping and handling are extra. Price(s) subject to change without notice and subject to applicable taxes. * Offer valid until March 20, 2017. Discount cannot be combined with any other offer from Thomson Reuters. Offer not available to academic or trade bookstores. © 2017 Thomson Reuters Canada Limited 00242WN-A86270-CM Reduce risk and comply with the law when terminating employees New Edition The Law of Dismissal for Human Resources Professionals, Second Edition A Canadian HR Reporter Special Report Howard A. Levitt, B.A., LL.B. Get the clear-cut, easy-to-follow guidance you need to meet the demands and challenges of employee terminations and avoid liability. The Law of Dismissal for Human Resources Professionals, Second Edition tells you what you need to know about dismissing a non-unionized employee legally and fairly. All the information that's relevant is laid out clearly and comprehensively in one concise and portable book. Organized for easy use, this handy and useful resource allows you to: • Obtain practical tips and strategies from a leading Canadian employment lawyer • Get explanations of your rights and potential liabilities, along with informative charts and checklists • Learn from many examples of actual cases that illustrate each point and help you learn from others' mistakes • Keep up to date with recent developments in the law, including several Supreme Court of Canada decisions Save 15%* when ordering by quoting promo code 69557. Available risk-free for 30 days Order online: www.carswell.com | Call Toll-Free: 1-800-387-5164 In Toronto: 416-609-3800 RELOCATION The basics of relocation Role of human resources important in developing personalized program for employees By Patricia Huska B usiness travel can be com- plicated. It takes people away from their family, friends and regular routine, and can place them in unfamiliar situations. A relocation can be even more complex. Uprooting an employee is a huge undertaking, so it's im- perative that a company's HR team is equipped with the right tools for a successful transition. As one of the most significant ex- periences an employee will have with their company, the relocation process must be organized, thor- ough and as efficient as possible. When American Express Global Business Travel (GBT) — which has about 12,000 employ- ees in 120 countries worldwide — relocates an employee, it is to strengthen GBT's presence, en- hance a leader's skills with cross- border experience or to introduce a certain skill set to a country. As a sizeable investment for all parties involved, HR needs to ask some sometimes-difficult ques- tions such as: "Why does this em- ployee need to relocate?" "Does he offer a certain skill?" "Is he a strong leader?" "Is he flexible?" "Does he easily adapt to change?" When a relocation is approved, a conversation to understand the motivations and expectations should be scheduled. Remember that the company is not only mov- ing a team member, it's often mov- ing her family too. By understanding what drives an employee — what her must- haves are and what she's willing to compromise — HR can begin to develop a personalized program that accommodates her needs. Relocation is a major change for everyone involved, so regular up- dates to the family are a must. In today's fast-paced world, days at the office can fly by in the blink of an eye. Family members set to re- locate are often at home waiting to know where they are going to live, when they are leaving, how their pet is getting to the new location or what ground transportation will be available upon arrival. As the mechanics of relocation often fall onto loved ones, priori- tizing their needs at every stage goes a long way and helps ensure a smooth transition. And since employees may be disclosing information they nev- er thought they would with an employer, sensitivity is key. Facts such as how old their children are or if they have special needs are the kinds of insights that will help with tasks like finding the best schools and neighbourhoods. Sharing lifestyle habits and expectations is essential too. For example, if the employee and his family have certain preferred neighbourhoods or want to be able to drive at the new location, that needs to be disclosed and discussed as the cost of living in different regions and parts of the world can vary drastically. As re- location greatly affects an employ- ee's personal life, transparency is paramount. ird-party support And while it is the HR profession- al's responsibility to become well- acquainted with the new territory, working with third-party suppli- ers and local experts is a regular practice at GBT. Experts can share invaluable insights and help lessen the cultural shock for employees, depending on how diverse the new destination is. Scheduling a destination as- similation with the family before making the move is a great first step to help reduce surprises or unnecessary mistakes. eir fa- miliarity with location nuances, social customs and the political environment can make all the dif- ference during a relocation. Partnering with reputable ac- counting and immigration firms can also make a significant and positive impact on technical mat- ters such as taxes, pension plans and visa applications. It's best to include them as early as possible in the process, and openly com- pare the traveller's current role to the new one in terms of compen- sation, benefits and other com- pany perks. HR managers will need to let them know how long the employ- ee is staying for and at what point the person will be taken off hous- ing support. HR will also need to know the employee's base pay, salary and currency expectations. is aspect of relocation can be one of the most challenging and paperwork-heavy, making it in- credibly important for everyone to be on the same page. Keeping policy and expecta- tions clear, while providing re- located employees access to the issues that matter most to them, can positively affect the success of the move. Once the relocation has hap- pened, keeping the door open for conversation and providing sup- port to make travel home easy is highly encouraged. While the relocation may be complete from a logistical point of view, it is a sig- nificant change for the employee and her family, and ensuring they feel valued and supported after the move is essential. Patricia Huska is the Boston-based vice-president of human resources at American Express Global Busi- ness Travel, a joint venture that is not wholly owned by American Express company or any of its subsidiaries. Once the relocation has happened, keep the door open for conversation.

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