Fewer on the Move…A Trend Effecting Recruitment

by Dave Nerz

While we all sweat the latest technology introduction and the onslaught of robots that are touted to replace recruiters, a more serious threat looms. In the US and globally, fewer candidates relocate or move.

In a recent HR Magazine graphic (Spring 2019 edition), there are stats on the relocation/movement of the US population. The U.S. Census Bureau has been documenting these trends since the 1940s. In the 1940s, 50s, 60s, 70s and 80s, somewhere between 17.7% and 20.3% of the U.S. population was on the move! Since then the late 1990s the rate decreased to 16%, and in the 2000s move rates fell to just 11.9%. Read the rest of this entry »


Global Recruiters: Candidates Are Ready for Relocation

by Dave Nerz

image of moving van to represent candidate relocationGallup did a poll and asked US residents if they would move away from their states, given the chance. The results were pretty amazing. In nine US states, more than 40% of those polled were ready and willing to move.

What does that tell you? Well for one, the states were mostly cold weather states and we just had a doozy of a winter. Secondly, some of the states are states with few new jobs or an overall lack of jobs. Candidate relocation for better employment in on the rise. The states listed as “ready to leave” states were:

  • Illinois
  • Connecticut
  • Maryland
  • Nevada
  • Rhode Island
  • New Jersey
  • New York
  • Massachusetts
  • Louisiana

In Illinois, a full 50% of people were ready to move. A great source of candidates for relocation!

As a global recruiter, are you prepared to help candidates relocate? It is lots easier said than done. I have moved 4 times as a result of job change…it is tough on everyone. But having a resource to assist with local knowledge of your new destination is great. NPAworldwide has connected members with Recruiter Relocation, a free service to global recruiters to assist candidates relocating with their move. They can help a candidate and the family find a good rental, they can help identify the best schools, they can help candidates get a feel for the cost of real estate and better understand the cost of living in their new location. They also provide cross-border assistance for global recruiters.

What is the climate for global relocation? Does anyone have insight on the countries that people are leaving and why? Any other global relocation tools you know of?

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What Independent Recruiters Need to Know About Payback Agreements

by Veronica Blatt

contractToday’s installment is courtesy of guest blogger Jon Fishman. Jon is a Relocation Coach with Recruiter Relocation, a firm that provides relocation support for recruiters and their candidates domestically and internationally. Jon has over 10 years of combined service in the real estate, relocation and customer service industries.  Jon is considered a subject matter expert in relocation placement best practices. For more information, contact Jon at www.recruiterrelocation.com

Payback agreements are always recommended due to the high cost of relocation programs. In the event the employee voluntarily resigns or is terminated, the company is left footing the bill and looking for another candidate, who will incur further relocation spend. A payback agreement acts as a contract between the employer and new employee that states the employee will pay back part or all of the relocation costs if they leave the position within a specific amount of time. The payback agreement can be pursued for years after the employee terminates based on the laws within the state. Typically, a repayment agreement is included at the time the offer letter is given to the candidate.

The current trend in the industry is 100% payback the first year and pro-rated the second year. Further, some of our clients have made the effective date of the repayment agreement the date the last expense was paid out. Based on an Employee Relocation Council trends survey, an increase from 49 percent to 61 percent in executing payback agreements was seen in long term international assignments and 36 to 41 percent in short term assignments. In some instances, if the assignment duration is extended the employee is asked to sign a new agreement.

Payback agreements are not only another example of how companies are protecting their investment, but also how they are sending the message to employees that they expect long-term loyalty.


Independent Recruiters, Does Relocation Have You Singing the Blues?

by Veronica Blatt

Today’s installment is courtesy of guest blogger Laurie Johnson. Laurie is Vice President of Account Management with Recruiter Relocation, a firm that provides relocation support for recruiters and their candidates domestically and internationally. Laurie has over 11 years of service with Recruiter Relocation and is considered the “go-to” person for best practices and industry resources regarding placements and relocation. For more information, contact Laurie at www.recruiterrelocation.com

For any independent recruiter involved in a search assignment, the more complicated the prerequisite skill-set, the more likely it is that the placement will involve a candidate relocation. This can certainly present a challenge – for both the candidate and the recruiter. Relocations can fail if certain details are not addressed EARLY- pre-hire/pre offer. The following song titles suggest some important points to help independent recruiters maximize successful relocation rates:

Should I Stay or Should I Go – Companies go to great lengths with their relocation partners to write policies that work both for their employees and meet their fiscal bottom lines. A cost of living adjustment is one item that is often overlooked. A salary increase may initially look good, but if it doesn’t go as far in the new location, it may spell disaster in the long term. Find out the COLA early, and immediately dialogue with the candidate on the results.

How Deep is Your Love? You’ve found the ideal person for the position. They have accepted. And while that’s a great feeling, this positive circumstance really only represents half the battle. For a great, lasting result, they are going to have to perform in the position for a substantial amount of time. A relocation that fails to address the concerns of the new hire’s immediate family: spouse, children, or elderly parent could be destined to fall short of a company’s objectives. These familial difficulties and challenges should be identified and addressed from the very beginning. Converse with your candidate and their family on realistic relocation costs and expectations before an offer is extended.

Dancing on the Ceiling In this market, there are few who are unaware of the equity position with their home. However, secondary and tertiary considerations such as title charges, taxes, fees, and commission expenses may factor in to a candidate’s willingness to get on board due to a small relocation allowance. Uncover early-on whether a home sale (or inability, therewith) could present a problem.

Pump Up the Volume Often we use ourselves as an instrument by which to measure other people’s preferences. If a potential candidate is considering a move to a small New England town that we find quaint, it is easy to overlook some of the cultural or even infrastructure issues that might be less than ideal for them. It is important listen and find out what is most important to the candidate and their family – so all their needs are being adequately addressed.

While it may be painful to lose an otherwise acceptable candidate to relocation incompatibility issues, both the company and the candidate will be far better off if the considerations above are addressed from the beginning. Independent recruiters can benefit from working with a relocation partner to help resolve these concerns.