130 Besserer Street, Ottawa • 1-800-267-1989 613 -232-2000 • www.les-suites.com • Steps from shops, dining, entertainment • Condominium-sized 1 &2 bedroom suites • Complete kitchen, ensuite laundry room • Free local calls • Free WiFi • Indoor pool The perfect solution for extended stays. In the heart of Ottawa! UNTIL YOU GET SETTLED, FEEL ATHOME. are reluctant to endorse them or incorporate them into policy because they are concerned about duty of care,” says Sullivan. Ed Marshall, global mobility practice leader with The IMPACT Group, agrees that while there are benefits to the model, employers need to proceed with caution. “Airbnb sounds great when it works, but when things go wrong, neither the employer nor the [relocation management company] can easily correct the mistake,” he points out. ARTIFICIAL INTELLIGENCE Intelligent, self-learning machines and systems are all around us. Fueled by data and powered by advanced analytical tools, artificial intelligence (AI) makes it possible to predict outcomes, anticipate needs, manage complex processes and automate sophisticated tasks. Artificial intelligence holds great potential in relocation. However, says Marshall, the technology has much further to go before it can tackle the moving process. “AI is a powerful tool, no question, but the relocation process is not without many variables that are not predictable. For example, changing the date the family plans to move their household goods involves many different support teams,” notes Marshall. “Changing a few days later or earlier is not easy and becomes very expensive.” That said, Marshall adds that AI will eventually be better at predicting and reacting automatically to these changes, as well as notifying everyone down the supply line of the new plans. In the meantime, advances in algorithms are proving useful in exped- iting certain components of the move – such as home sales and purchases – and automating records processing. Combining data analytics with other disruptors, such as the Internet of Things (IoT), can also yield a better moving experi- ence, according to Ellie Sullivan. “There is a fine line between big data and big brother,” she says, “but IoT will help us better under- stand the emotional journey and engagement level of employees on the move, track their whereabouts, facilitate their moves and comply with tax and immigration regulations.” DO-IT-YOURSELF TECHNOLOGIES Mobile apps, chat bots, virtual assistants and other self-serve systems have made it easier for transferees to select, monitor and tweak all aspects of their move. Unquestionably, there is value in giving employees more control over their move, espe- cially in areas like selecting services, tracking trans- portation, managing documents and connecting to help. But most in the industry agree that the personal nature of relocation is invaluable and will remain. “On-the-go employees need and want self-service solutions, but research and empirical evidence suggest mobile employees are exponentially happier, more productive, and engaged when they have a ‘sherpa’ to guide them,” offers Sullivan. “With all the advancements in AI, nothing can replace the feeling of knowing there’s someone out there who cares about their experience and is there to help them whenever they run into challenges.” As well, information overload can cause stress. It can be hard to sift through the inexhaustible number of options and informa- tion online to know what is best, or even accurate. Moreover, Taryn Kramer says, there are elements of a relocation that will always require an expert touch. “We need to be cautious about the program elements that are eligible for a self-service option.,” she says. “Core mobility components such as immigration and tax compliance need to be monitored from a risk management perspective, while other program elements, such as household goods shipments or temporary housing, need to be evaluated in terms of ease of administration versus employee experience.” THE POLITICAL ELEMENT Not all disruptions are digital in nature. One of the most disruptive developments impacting the relocation industry today is the geopolitical landscape and the resulting changes to immigration practices across the western world. “Brexit, the 2018 U.S. Tax Cuts and Jobs Act – all of these issues have a direct impact on mobility,” notes Kramer. “Policies need to be flexible enough to manage the impact of these issues in terms of program demographics and barriers to relocation.” As with all disrupters, however, legislative changes can also lead to opportunity. In this case, explains Kramer, “These disruptors also provide a great opportunity for mobility programs to rebrand and to move away from purely operational to strategic business part- nerships through cross-functional teams.” In the end, relocation, by its very nature, is itself a disruptive process. As the industry now faces disruption from external sources, it’s important to remain flexible, open-minded, and ready to embrace change. Sums up Sullivan: “With the right combina- tion of trust, personal service, and intuitive technology, we can minimize the troublesome impacts of a move and magnify the posi- tive impacts to drive better results.” COVER STORY Summer 2018 PERSPECTIVES 17