Post-Pandemic Relocation and Talent Management Strategies: Responses and Perspectives from North American Public Service Leaders

Post-Pandemic Relocation and Talent Management Strategies: Responses and Perspectives from North American Public Service Leaders

EmailTwitterLinkedInPrint
BGRS Relocation Inc. and the Senior Executives Association (SEA) are delighted to share the key findings from our ground-breaking research which draws comparisons in practice, perception, and outcome between U.S. and Canadian federal relocation approaches.

 

Shifting demographics and skill requirements as we emerge from the pandemic require employers to attract, retain, and strategically develop talent more effectively than ever, and U.S. federal agencies are facing this challenge more acutely than many. The U.S. government moves more than 29,000 civilian employees per year at a cost of over $1.3 billion, while the Government of Canada moves over 14,000 civilian and military personnel each year. Relocation can therefore be a powerful tool in fulfilling government talent strategies. However, despite the urgency of the situation and existing advice available, our research found a disconnect between current relocation practices and talent management intention. Our research explores perceived barriers to talent alignment and present opportunities, and suggestions on how federal agencies can embed relocation as a part of wider talent attraction, retention, and development objectives.

Our research draws comparisons in practice, perception, and outcome between U.S. and Canadian federal relocation approaches. We highlight ways in which the more centralized Canadian approach may serve as a model for U.S. agencies not only in successful administration, tracking, and visibility but also in the overall employee experience.

In exploring where relocation could better align with talent, we assess how remote working or telework has accelerated as a result of the pandemic and found it is widely expected to persist. There is an immediate need to assess which roles can be fulfilled remotely, and which will need talent to be relocated. Decisions will require strategic determination of the reasons, benefits, and ongoing return on investment for relocations going forward. More centralized management of relocation practices could have a positive impact on an agency’s ability to align more closely with talent objectives.

Our findings report that digitization is slow and data environments are not fully integrated, with improvements needed to deliver cost efficiencies as well as increase visibility and data availability across the relocation lifecycle. These changes are imperative to strategically plan and align relocation approaches with wider human capital and talent strategies and to determine the return on investment.

This research surveyed 246 U.S. and 64 Canadian federal stakeholders as well as including insights from interviews with senior agency executives, hiring officials, and relocation program practitioners across over 50 government departments, agencies, and offices. We also conducted a thorough literature review of government focused thought leadership complemented by BGRS expertise in private sector relocation practice to provide comparative analysis that is meaningful and impactful for those involved in federal relocation.

BGRS partnered with the Senior Executives Association (SEA) to undertake this research. BGRS develops and implements comprehensive mobility solutions that align with our corporate and government clients’ organizational and talent needs and reflect our focus on a customer experience that includes the choice and flexibility required for today’s global talent. SEA is the professional association for career, retired, and aspiring Senior Executives in U.S. government, advocating for solutions to the challenges facing federal leaders and empowering senior leadership to drive change.

BGRS contact: Amber Tucker
SEA contact: Jason Briefel

MENU