I n the age of disruption, talent is king. Faced with new technologies, digital breakthroughs and complex consumer trends, companies need people who embrace change and make full use of today’s new tools. For many companies, this means casting a global net and maintaining a robust relocation program. Two such companies are Ubisoft Canada, a leading video game publisher headquartered in Montreal, and B.C.-based MDA (part of Maxar Technologies), a business leader in space robotics, surveillance and intelligence systems and geospatial radar imagery. Both are CERC members, and both rely on mobility programs to attract much-needed global talent to their workforce. “[Relocation is] very important to our organization,” says Isabelle Provencher, international mobility manager with Ubisoft. “Our workforce is young and mobile, and video game talents see working overseas as an important part of their personal and professional development. So we build multiple experiences in their pathways.” Like most CERC corporate members, Ubisoft thrives on sourcing talent from across Canada and the world, while its cross-studio collaboration model relies on its ability to move key team members between its multiple studios. To that end, Provencher says relocation is fully integrated into Ubisoft’s international talents’ attraction strategy, overseen by a dedicated internal mobility team that works with a Montreal- based relocation agency. “We have to offer competitive relocation packages and effective relocation practices and policies to attract, integrate and retain our top talent,” she explains. MDA is another CERC corporate member that understands the value of relocation to its business model. Headquartered in Richmond, B.C., and with 31 locations comprising Maxar Technologies’ portfolio of commercial space brands, keeping the Maxar workforce mobile is no small task. “As a global organiza- tion, a large portion of our population is required to travel to our global client sites,” says Jeanette Bowers, MDA’s global mobility manager. “Relocating permanently and temporarily is the founda- tion of our success in order to meet our business requirements.” The relocation challenges faced by Ubisoft and Maxar Technologies are many, and most are familiar to CERC and its corporate members. Relocating employees with families, for instance, is a common obstacle and requires additional support for both spouses and children. “It’s critical to address all family concerns,” says Provencher. “Spouses carry most of the burden of the relocation in terms of logistics and installation. They leave their career, family and friends behind to start a brand new life. That’s why it has become important to make certain the candidates’ significant others are on board with the transfer to help ensure a smoother relocation process.” MDA’s relocation strategy is equally attuned to looking after both the employee and their family. Failing to take all family considera- tions into account can mean losing out on talent, notes Bower. “We’ve experienced some employees turning down temporary assignments because their spouse does not want to give up their job,” she says. Addressing an employee’s familial needs usually means being flex- ible and open to different approaches. “We have occasionally been able to provide an extended business travel arrangement instead of a temporary relocation,” offers Bower. “In one case, the spouse was able to obtain a study permit while on assignment in order to attend a local university. And then some assignees have relocated with young children, so their spouse was not working [at the time]. It all depends on each assignee and their individual circumstances, so we try to address their needs as much as possible while taking into consideration our company policies.” CORPORATE MOBILITY Continued on page 22 THE CORPORATE PERSPECTIVE Two CERC member companies comment on the importance of mobility to their business model and the associated challenges By Matthew Bradford 20 PERSPECTIVES Summer 2018