Collaboration is Key to the Future of Mobility

Our industry has been siloed for quite some time. The suppliers kept in their place by the fear of ostracization. However, COVID and market challenges have slowly changed the players' dynamic and their roles.

Corporations have never been able to engage with the supplier pool unless it was in a controlled environment. As RMCs struggle to see their path forward due to reduced volume and revenue opportunities, they seem to be finally looking to the very people they have kept in their place. I understand their protectiveness in a fiercely competitive time, but it’s time to lock arms.

I have seen the tides turning, which is good news for all of us. During COVID, we were all so vulnerable, and there was so much unknown that we worked together to figure out how to keep business moving forward. Then, with the NAR settlement, the current economic challenges, and other key issues like immigration, it became clear that the path forward must be a team effort.

Every segment of our industry faces a unique challenge within its business lines right now. While it’s not up to us to solve one another’s problems, supporting each other and finding solutions is in our best interest. A lot of the root of the challenges comes down to money. However, the end result must be about improving the transferee experience, no matter the cost. Relocation isn’t just about moving people. A relocation changes their lives, and we must stop looking at it as a transactional event. We are responsible for doing everything we can to relieve as many pain points as possible.

We have too many providers to support the current mobility numbers. The desperation by various sources to capture new business has created an environment of undercutting pricing to win accounts. We must stop giving away the farm to win the account. It’s time for corporations to realize that the price of moving and retaining talent has changed.

So, how do we move forward?

• Collaborate. The more minds we put towards any given challenge, the more free thinking occurs. When we aren’t mired in ‘that’s the way we have always done it’, magical things can happen.

• Change our perspective. Put ourselves in the shoes of the transferee or another service provider.

• Allow access to all stakeholders, including corporations. We can’t help them with their challenges unless we understand them firsthand.

• Do a deep dive on processes. What’s broken and what still works?

• How can technology help all of us, including AI?

• Break down the financial aspect of every part of the move. Why are some paying a disproportionate amount to fund the process?

• Find out what the transferees really need for a successful relocation. It’s not a one-size-fits-all situation.

• Vet each service provider's best practices and create a playbook for everyone. Our processes undoubtedly include some redundancy. Different suppliers could provide some services cheaper and better.

• Elongate the process. It sounds counterintuitive, but we are done once the transferee buys a house or gets the household goods delivered. We need to set the stage, gather information long before the process begins, and continue communicating after they have moved.

• We need to stop letting senior leadership who are only focused on the bottom line make decisions about the programs and services offered to their transferees. If they better understood the importance of a successful relocation in long-term talent retention, they might be a little more generous and creative.

• Give the transferees more power to decide about their move based on their personal situation. Will it make it harder to project expenses? Not necessarily.

• Be transparent about why specific suppliers are used. Sometimes it's just because of long-term relationships, not based on performance. Relationships are important as long as they deliver the best of the best. There may be some great talent waiting in the wings.

While the current government chaos is already affecting the mobility process, at least for the short term, we must keep our eye on the prize and focus on keeping everything moving. By collaborating more effectively, we may see some mergers and acquisitions emerge, which could benefit many in the long term.

WERC has taken some significant steps to improve industry communication and education through task forces, but those people don’t necessarily represent the entire membership population. We must not stop talking to each other and hearing everyone’s voice. This is no time to worry about protecting company intelligence. No one is doing anything truly unique, so what exactly are you protecting?

It all comes down to trust, relationships, and the desire to create better outcomes. While all parties in the process need to realize prosperity, this may mean some may not make it, which could ultimately benefit the industry and those we serve.

“A team is not a group of people who work together, it is a group of people who trust each other.” ~ Simon Sinek, English-born American author and inspirational speaker on business leadership.