Mobility
As many
Global Mobility
leaders are
aware, team
resourcing
is often a
challenge. It
is neither
unusual nor
unheard of to find Global Mobility
programmes with a team of one.
Even Global Mobility programmes
with larger teams often still need
additional resources.
Whether a Global Mobility
programme is initially staffing
an appropriately sized team or
trying to scale to the growing
needs of the business, increasing
team resources typically requires
compelling business justification.
But even then, additional
headcount may not be possible or
even appropriate.
Seagate’s programme is as fully
outsourced as the organisation
has found appropriate. We engage
with a relocation management
company, a tax provider and a
global immigration law firm. While
we try to outsource as much of the
tactical responsibilities as possible,
we have found that many matters
are best left for our internal Global
Mobility team to handle.
This hybrid outsourced model
allows our programme to maintain
a high-touch approach, when
necessary, since there is always
an internal hand in the matter.
Our employees are assured that
if Seagate’s attention is ever
While we try to outsource
as much of the tactical
responsibilities as possible, we
have found that many matters
are best left for our internal
Global Mobility team to handle.
This hybrid outsourced model
allows our programme to
maintain a high-touch approach,
when necessary, since there is
always an internal hand in the
matter.
- Penny Reyes Bonhagen
required, as is the case with a
vendor service level concern, a
Seagate Global Mobility team
member is always on point.
One area, in particular, that
generates a tremendous volume of
email correspondence for our team
is U.S. domestic immigration. Our
Global Mobility team is structured
regionally with one team member
in each of the following “regions”:
Americas/EMEA, China/Hong
Kong, and Asia (exclusive of China
and Hong Kong).
May 2015
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