More complex laws and regulations clash with international mobility after pandemic

01/07/21

Role in strategy and compliance requires clarity on position of global mobility function within organisations

The corona crisis has brought the world a lot of misery, but in spite of that, it has also given us some insights that will benefit productivity and the environment. We expect, for example, that the number of business trips will be permanently reduced when we finally overcome this crisis. Trips that still take place after the crisis are expected to be more strategic in nature and may become less visible to the employer. However, this will lead to a wide range of compliance risks and will increasingly require a role for the global mobility function.

In our previous article, we discussed how the corona crisis, supported by technology, has given the final push to 'hypermobility'. This is global mobility in its purest form; not bound by borders and physical barriers, and truly international. For the global mobility function, this means more strategic thinking. Thus, the GM function organises and structures an increasingly complex web of mobile workers and thus guides organisations towards the future of work.

The laissez-faire way of dealing with non-traditional forms of mobility, such as working from a holiday address, 'commuting across borders' or combining business travel with regular activities, which we now see (or have seen in recent years) gaining momentum, is at odds with the rapidly changing landscape of legislation and regulations that is becoming ever more stringent and complex.

Mobility after Covid-19

The insights provided by the corona pandemic around working from home have led to the expectation of business travel movements in absolute terms. Business travellers will no longer hop on a plane for a one-off meeting. Instead, we expect business travel to be more strategic, with these travellers also carrying out work on location and not just attending a business meeting.

Compliance requirements for travel within and outside Europe

The wide range of compliance risks shows how important it is to have insight into who is travelling within organisations. Not just afterwards, but beforehand, so that the right actions can be taken in good time. It is also important to know that compliance obligations do not only apply to travel outside Europe, but also to travel within Europe. Part of this is the EU Posted Workers Directive. Employees working within Europe are entitled to the locally applicable hard core terms and conditions of employment and, through the obligation to report employees prior to the start of activities, authorities gain more insight into the foreign employees working in that country.

The introduction of the European Travel Information and Authorisation System (ETIAS) is also planned, with an expected introduction date in late 2022. This system provides insight into travellers who do not need a visa to enter the Schengen area. They will receive a 'visa waiver' for short stays of up to 90 days. The ETIAS visa waiver is required to enter a Schengen country and results in travellers who do not need a visa also undergoing a security check before arriving in the EU. Here again, proactive action is required prior to travel.

Proactive reporting based on insights

Insight into travellers and the related compliance obligations also offers opportunities. This insight makes it possible to create proactive reports. But these reports are not only about insight in travellers and booked trips, but also broader, for example the employment conditions of employees working internationally. The global mobility function can also make an active contribution to CO2 targets, for example, by generating insight into travel patterns and the means of transport used.

What role does the global mobility function play?

As we have already concluded, the global-mobility function will have to move with the times. The GM function is expected to play a strategic partner role in guiding organisations towards the future of work. The combination of a strategic and a compliance role of the global-mobility function requires clarity on the position of global mobility within the organisation. How do we ensure that the global mobility function remains the strategic partner and does not get bogged down in compliance issues? The use of technology can help.

In our next blog we will discuss how the tension between hybrid working from abroad and a complex, changing landscape of laws and regulations can be translated into a new strategy and policy.

29/10/20

Working from home

If employees continue to work from home for an extra day after the corona crisis, this can lead to extra costs in the long term.

Satisfied employees, productive organisation

Employees and their skills are the mainstay of every organisation. A well-organised employment conditions policy, an optimal Employee Experience and a professional HR function ensure that people with the right capabilities want to work for the organisation, that employees are satisfied and that they contribute optimally towards the organisation’s goals. To this end, the organisation offers appropriate employment conditions increasingly in line with the wishes of the individual.