Building a Relocation Policy

sample relocation packages

If you are considering revising your current relocation program, or creating one for the first time, you’re probably wondering where to start. Just like building a house, you want to start with the foundation.

When building a relocation program, begin with the policy structure. Remember, you have a couple options to consider when creating your program. If you’re looking for assistance, our benchmarking studies have helped uncover some key trends in building the right policy structure.

Building or Revising Your Employee Relocation Policy

A common trend among companies offering relocation assistance is to provide different levels of benefits to their relocating employees. This allows for a company to be cost conscious and flexible.

The Tiered Approach

A set, tiered policy gives a company the ability to easily select which employee will receive which benefit package. Our research indicates an average of four tiers within any relocation policy. This allows for enough variation between each benefit package while not creating too much complexity between your levels of employees.

While a tiered policy gives the ability for a company to be selective regarding which benefits are offered and to whom, some benefits may be offered to all packages. For instance, a household goods move may be offered to all relocating employees, but only certain employees might receive a homesale benefit. You will need to consider which benefits make the most sense for your different levels of employees.

 

%

of surveyed companies use three tiers

%

of surveyed companies use four tiers

Building Tiers

There are several different factors companies use when creating a tiered policy. In fact, most companies use multiple factors. The most common factors we’ve identified in our studies include employee position level, homeowner versus renter status, new hire versus existing employee status, and budget.

The most frequently used factor to create policy tiers is the employee’s position or level within the company. Companies will most often offer richer benefits to C-level employees compared to middle managers, as the C-level role may be considered more integral to the employer. Cash allowances may be bigger, timeframes may not be as stringent, and the policy itself may become less constrictive overall for higher level tiers.

Homeowner versus renter status is another factor commonly used in creating a tiered policy. For example, a homeowner tier will likely be richer than a renter tier. Homeowners have more associated move costs in order to complete any home repairs and get their homes ready for market. Longer househunting might also be offered for homeowner tiers as more time is typically needed to purchase a home than rent.

The A La Carte Approach

An alternative approach to having a tiered policy is using an a la carte, or menu, policy. This can be ideal for companies that like to be extremely selective about which benefits are given on an individual basis.

Building A La Carte Benefits

The discretion used in deciding which benefits to offer can be based on the need for the employee to relocate, the distance in which the employee is moving, or simply based on budget.

The employees themselves can also be in charge of deciding which benefits they receive. The company may offer an employee a specific lump sum amount or use a “points” system. The employee can then determine, based on the dollars or points being received, which benefits he or she would like provided by the employer versus what the employee would like to manage on his or her own.

This type of policy is currently more “on trend” due to several factors, such as more employees electing to retain their homes in their departure location and therefore not having use for a formal homesale benefit.

Your company’s culture, talent development strategies, and much more need to be taken into consideration when you’re deciding how to develop your employee relocation policy. Offering too many benefits can prove costly to your organization while not offering enough can negatively impact your success in recruiting and retaining your employees. Take careful consideration when determining what structure fits your relocating employees’ needs best.

Mexico: An Emerging Market for Business and Expats

If you weren’t able to attend this May’s Worldwide ERC® Americas Mobility Conference in Houston, then you missed out on Dwellworks’ VP of Latin America, Jack Fraind, present on Mexico as the latest (and slightly misunderstood) emerging market.
expat assignment, what is an expat

Market Opportunities

Imagine relocating to Mexico. What do you see?

According to Fraind, you should be envisioning a robust economy in many parts of the country, no longer simply related to manufacturing. Design, engineering, and other “white collar” roles are taking a foothold.

Mexico is emerging above the typical “beachy” (or perhaps cartel-related) imagery. Because beyond the weather and cuisine, Mexico is the world’s eighth largest producer of automotive parts and the world’s largest supplier of flat-screen TVs.

Mexico’s infrastructure is reliable and modern. There are malls, cinemas, and private hospitals specifically catering to medical tourism. Oaxaca and Playa Del Carmen are short vacations away from such bustling metros as Monterrey and Mexico City.

Market Challenges

While its global image is starting to change, there are, of course, challenges to consider regarding Mexico as an expat destination.

Fraind cautioned on corporate housing and rental issues for transferees in Mexico, such as low suitable inventory, the lack of modern appliances in many units, and needing a co-signer in most leasing agreements.

Fraind also explained there are long wait times and application processes for schooling—posing an issue for relocating families.

Visa processing is straightforward and relatively quick, but any delays in the application process means a delay in other destination services: applying for a bank account, applying for a driver’s license, and finding housing in a timely manner. Working with a professional destination support organization should eliminate the chances of delays.

Thanks in part to rebranding efforts alongside the country’s growth (“Mexico: The place you thought you knew”), businesses’ initial perceptions of Mexico are starting to shift to envision something more rich in infrastructure and opportunity. And a market where employees could thrive.

Keeping Relocation Data Safe

Data security has always been a top concern for businesses, but with the increasing amount of online transactions and exchanges of personal information, data security means more today than it did years or even months ago.

The relocation industry in particular needs to hold data security in the highest regard. The online portals, mobile apps, and self-serve technology that today’s clients and transferees demand mean a person’s entire life (ID, banking information, home address) is potentially accessible to hackers.

What should you and your relocation provider do to ensure the integrity of such important information? Here are two important items we recommend as crucial to protecting your employees and their relocation data.

Keeping Relocation Data Safe

1. Conduct a SOC audit

Since 2008, we have participated in an annual SOC 1® (SSAE 16, formerly SAS 70) audit by an independent, CPA-licensed firm. The audit tests our system design, operating effectiveness, and internal controls.

According to Schneider Downs, SOC reports are the “de facto standard” for using the work of a third-party firm as “a substitute for performing first-hand testing in conjunction with financial statement audits or Sarbanes-Oxley compliance.”

Specifically, the auditor checks for:

  1. The existence and description of internal controls
  2. That these controls are operating with sufficient effectiveness to achieve security goals

2. Try to get “hacked!”

Annually, we also contract with a third-party IT security firm to perform an external vulnerability and penetration test against our network and websites.

If your provider completes similar tests, the report’s firm will break down the Critical Items, Areas of Concern, and Potential Problems to ensure the framework for protecting data meets the necessary standards.

The bottom line is that you should never overlook the importance of third-party and unbiased audits. If your current provider does not undergo any third-party and unbiased audits, be sure to ask how the provider is ensuring proper controls through other means.

It’s easy to connect with experts to help test data security, so make sure it’s not just as easy for your provider—and your data—to be compromised.

Relocating with Pets

What do you tell your employees when they let you know their relocation includes two dogs or cats? While most employers do not reimburse for these “family member” relocation costs, it’s good to know you have a resource available for your employees. WHR Group works with the IPATA, international pet shipping experts, and understands that when you move a person, you can oftentimes expect to move a furry friend (or two). Is your relocation counselor poised to offer assistance?
pet relocation, employee relocation
What costs are associated with animals on airlines?
In addition to the actual charge from the airline to fly a pet, there are other fees to consider. Companies that agree to pay for fees will want a thorough understanding in advance. Most countries require a health certificate from a veterinarian before any travel is permitted, even domestically. On international flights, pets may need to get passports or other country-specific regulatory approval, which generally is associated with a fee. Additionally, treatment of parasites is sometimes required, even in healthy animals, before these permits will be issued. Lastly, some countries require animals to be quarantined, sometimes in excess of 30 days, and individual countries can charge costly per diem fees before the animal will be released.
Are there other options besides flying for traveling with pets?
Unfortunately, traveling with pets on a bus, train, or ocean vessel is extremely restricted. According to the IPATA, there are two ocean vessels that accept animals on transatlantic trips, but space is very limited. Busses and trains are usually subject to local restriction, but Greyhound Bus, for example, does not allow any animals other than service animals (IPATA FAQs).
All airlines will fly pets, right?
Wrong! Some airlines do not allow animals in the cabin while others do not allow pets to fly as checked baggage—and some do not allow pets at all. It is important to call ahead to the airline before booking your tickets to ensure that you, your family, and your pets all arrive in the destination city at the same time. BringFido.com is a great resource that offers a list of all animal-friendly airlines and their policies.
How big is too big for pets to fly in the cabin?
Most airlines only allow dogs or cats to fly in the cabin if they fit into a carrier that can be stowed beneath the seat. One exception is service animals, which must carry proper identification. The airline must be notified in advance to arrange seating that will accommodate. Flying your pets in cargo is a safe alternative. According to Air Cargo World, there are less than 0.01% of any incidents, with specific airlines like United having even lower incident rates (IPATA FAQs).
Why can't a transferee's bulldog fly in the summer?
Respiratory issues are common with “snub-nosed breeds” of both cats and dogs. Because of the higher incidence of heat exhaustion in these animals, which can sometimes lead to death, these breeds are generally regulated more than other breeds. In general, however, all animals are restricted when the temperature gets above or below a certain point (or is predicted to during the flight). Each airline will have its own policy on these regulations.
Will an assignee moving internationally need to have their pet quarantined?
Each country has different restrictions on pets entering their country, and sometimes these restrictions vary depending on where the pets came from as well. The only way to know for sure is to call the destination country’s Embassy or Consulate for the most current information. Typically, animals on a layover are excluded from these restrictions, with only the original departure and the final destination considered.

Relocation Dictionary of Terms

Like any industry, the world of third-party employee relocation management is rife with technical terms. But you don’t have to be an expert or work for a relocation management company (RMC) to understand what’s being said.

Here are 37 terms to help make the complex simple.

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Amended-from-Zero Sale / Amend-from-Zero Sale
The Employee receives a third-party offer prior to receiving an appraised value offer from the RMC. The RMC determines if the offer is bona fide and provides a contract of sale to the Employee based on the acceptable terms of the outside offer.
Amended Value Amount
The offer amount extended to a relocating Employee from the RMC to purchase the Employee’s property based upon a bona fide offer from a qualified outside buyer. The RMC will amend the Guaranteed Buyout Offer to reflect the third-party value representing the Amended Value Amount.
Amended Value Sale
When the relocating Employee receives a bona fide offer from a qualified buyer after the Employee has received a Guarantee Buyout Offer from the RMC. The RMC amends its Appraised Value Offer to the acceptable terms of the outside sale price.
Anticipated Sales Price
The sale price at which a property would most probably sell when exposed to the market for a reasonable time with payment to be made in cash or its equivalent, assuming an arm’s length transaction. This is often done in accordance with the procedures in the Worldwide ERC® (Employee Relocation Council) Appraisal Guidelines.
Appraised Value Offer (AV or AVO)
An offer extended to a relocating Employee from the RMC to purchase the Employee’s property based upon the average of a specific number of appraisals conducted by designated, certified appraisers. The appraisals establish an Anticipated Sales Price for a relocating Employee’s residence.
Appraised Value Sale
The Employee accepts the contract of sale (Appraised Value Offer) extended from the RMC to buy the Employee’s property based upon the average of a specific number of appraisals.
Bona Fide Offer
An offer from an outside buyer that is in good faith.
Broker's Price Option (BPO)/Broker Market Analysis (BMA)
A Real Estate Broker’s “as is” and “with improvements” list price and estimated sales price of a property. The BPO/BMA is often used as a barometer for the appraisals, marketing strategies, and recommended inspections, repairs, and improvements.
Buyer Value Option (BVO)
Buyer Value Option (BVO) is similar to the Amend-From-Zero Sale; however, there is no appraisal or Appraised Value Offer to the relocating Employee from the RMC. The Employee lists the property and generates an outside offer. The RMC determines if the offer is bona fide and closes with the Employee under the terms of the outside offer. The BVO is an alternative to Direct Reimbursement and the Appraised Value Offer.
Carrier
Household goods movers with which the RMC has an established subcontractor relationship.
Commercial Bill of Lading (CBL)
The standard form that constitutes the contract of carriage between the RMC and a carrier.
Comparable Property
Comparable properties to the for-sale property in size and style and selected by the appraisers and broker or offered by the Employee for consideration. Properties must be in the same neighborhood, development, subdivision, or complex unless there are not sufficient comparable sales within the defined areas, in which case the appraiser may use comparables from general market areas.
Contract Price
The price at which the RMC agrees to purchase the Employee’s home whether as an Amend-From-Zero, Amended Offer, BVO, or Guaranteed Buyout Offer.
Designated Certified Appraiser
An individual who meets all the requirements of applicable laws to practice as an appraiser and/or be certified in states and/or localities that have certification and/or licensing requirements for appraisers. Specific criteria for a designated, certified appraiser include:

Have knowledge and experience in using industry-accepted relocation appraisal guidelines, such as the Worldwide ERC® appraisal form and standards;

Familiar with market conditions in areas of the home location;

Access to current location market data through multiple listing service (MLS) or other home list and sale data service, when available;

No present or future interest in the home, nor a relationship that would affect an independent judgment in determining Anticipated Sales Price;

No relationship with the Employee or RMC (personal or business) that would affect the objectivity and/or independence of the appraisal;

Not appraised the home within the prior 6 months;

Have ability to perform and deliver the appraisal in accordance with RMC-contracted timeframes; and

Appraiser’s fee is not based on a percentage (%) of the Appraised Value of the home nor contingent upon the sale of home.

Direct Delivery
A shipment that is delivered directly to the residence without Storage-in-Transit.
Direct Reimbursement of Home Sale Expenses
The reimbursement provided to an Employee who has been authorized for relocation expenses and is entitled to reimbursement of home sale expenses. The RMC may provide home marketing services designed explicitly for direct-reimbursement home sale efforts.
Disclosure Statement
A statement made available to potential buyers providing known information of the property; community or association; and repairs and defects relevant to the home, such as water seepage in a basement or the presence of radon gas or lead-based paint.
Employee (EE)/ Transferee (TEE)
A relocation or transfer eligible employee as determined by his or her Employer. In relocation, Employee and Transferee (EE or TEE) are interchangeable.
Escrow
In relocation, escrow encompasses the following:

An arrangement where an independent, trusted third-party receives and disburses money and/or documents for two or more transacting parties with the timing of such disbursement by the third-party dependent on the performance by the parties of agreed- upon contractual provisions;

An account established by a broker, under the provisions of license law, for the purpose of holding funds on behalf of the broker’s principal or some other person until the consummation or termination of a transaction; or

An account held by a lender to pay obligations, such as property taxes and insurance premiums.

Expiration Date
The date by which the Employee must accept or reject the Guaranteed Buyout Offer for participation in the home sale program.
Foreclosure
The legal process reserved by a lender to terminate the borrower’s interest in a property after a loan has been defaulted. When the process is completed, the lender may sell the property and keep the proceeds to satisfy its mortgage and any legal costs. Sales resulting from foreclosures may be used in the appraisal process to determine the Guaranteed Buyout Offer as prescribed by client policy.
Guaranteed Buyout (GBO)
Once the property appraisal process is concluded according to policy, the Guaranteed Buyout Offer (GBO) is delivered to the Employee both verbally and by hard copy. As determined by company policy, a standard GBO is valid for 60 – 90 days.
Home Sale Services
These services include the performance and coordination of all real estate transactions for the Employee, including assistance in marketing the home, negotiating with potential outside buyers, helping the Employee become familiar with his or her new location, providing renter/buyer assistance, and dual-career and mortgage counseling.
Inspections
A professional examination of a home’s major components that may include exterior, foundation, framing, plumbing, septic, electrical system, heating, air conditioning, pest, roofing, and interior.
Line Haul Services
Transporting a shipment under tariff from the point of origin to its destination.
Loss on Sale
The difference between the GBO and the eventual sales price. This amount usually has a limit of how much the RMC can accept without direction from the client.
Loss Protection
A relocation policy that provides a provision where a relocating Employee is reimbursed the difference between the original home purchase price and eventual Contract Price. There may be caps on this amount with provisions for tax protection and capital/structural improvements to be included or excluded in loss protection as determined by company policy.
Management Fee
The price paid to the RMC for managing the Employee’s move.
Mortgage Payoff
Represents full payment of all monies due to the Employee’s mortgage lender(s) when acquiring the Employee’s property based on client policy and sale type. The RMC is responsible for ensuring that all mortgage liens are released by lenders and no further obligations of any kind are held by Employee based on the contract date.
Move in Transit
The activities associated with the shipment and storage of an Employee’s personal property in connection with one’s relocation.
Move Management Services (MMS)
The process of and activities related to moving an Employee’s personal property, including carrier selection; preparation of bills of lading; shipment booking; moving; overseeing carrier evaluation process; performing service performance and prepayment audits; providing management information reports; assisting in claims preparation, filing, and settlement; and providing on-site quality control service and a quality assurance plan.
Moving Expenses
All costs incurred by the RMC in handling and moving an Employee’s personal property, including but not limited to packing, transporting, storing, and unpacking. Moving expenses exclude the negotiated Management Fee.
Prepayment Penalty
A monetary penalty imposed by a lender on a borrower who pays a loan off before its expected end date.
Relocation Management Company (RMC)
The third-party corporation engaged by the Employer to manage Employees’ relocations.
Storage-in-Transit (SIT)
Temporary storage authorized in connection with a shipment of household goods.
Tax Protection
Most costs associated with relocation are considered income to an Employee. The company policy may provide for tax protection, referred to as “gross up” of some or all of the taxable expenses.
Title
All interest held by the Employee in the property. For purposes of the home sale services, “title” shall mean the degree of ownership held by the Employee that provides full power for the disposition of the property.

Taking the “Surprise” out of Relocation Pricing

Businesses are created to make money. This is true of relocation management companies (RMCs) and the resources they utilize. We are pretty confident that your firm has been structured for bringing in revenue to be distributed to owners, stockholders, and employees alike, but how is money made in relocation?

One of WHR Group’s operating principles is to truly communicate with clients while one of our corporate goals is to reduce relocation expenses. The information presented in this paper should take some of the mystery out of the often difficult discussion of relocation pricing and further explore how fees charged by RMCs and their vendors may affect the cost of relocation.

There should never be a surprise when you review a relocation invoice, which is why the following list of common fees will help you better understand and negotiate a reasonable contract for relocation services. While fees vary from company to company, they are, in general, similar across all RMCs.

corporate relocation
Service Fee
The cost charged by an RMC for overall program administration, including salaries, overhead, and profit. Historically, and still true today, additional fees may be charged, such as the following:

Initiation Fee

Appraisal Service Fee

Resale Fee

Equity Funding Fee

It is very important to understand what additional fees may be incurred if not included in the service fee. Be sure to ask to see an invoice that illustrates all costs associated with a move.

Referral Fees
For ages, these fees have been captured by various entities. Originally, real estate agents collected fees by referring buyers to each other throughout the country. This income was used to offset relocation department budgets. Eventually, RMCs felt they were the procuring cause of the home’s sale and demanded that those fees be given to them, which, in effect, added to their bottom line.

Corporations—that pay all the costs of relocation—felt they were entitled to these fees. For instance, on a $400,000 property, the referral income can be an estimated $4,200. Multiply that amount by two when there is also a purchase transaction involved, and a total fee of $8,400 can be collected. This reflects a 35% referral fee, which is reasonable in the relocation industry.

Some RMCs charge as much as a 50% referral fee, oftentimes resulting in diminished quality in the agent chosen and, ultimately, poor overall performance.

Zero Fee
This term generally means there will be no service fee charged in the administration of the move. However, all referral fees collected will be realized by the RMC. The adherence to strict listing guidelines is imperative for this fee structure to survive.
On an $800,000 property, the fee earned is $16,800. On a $150,000 property, the RMC still earns $3,150. Thus, there is seldom a “zero fee.”
Fixed Fee
Generally found in government contracts, this type of fee reflects the expected operating costs in the resale of the property and includes the costs found in servicing the move.

Commonly, these fees could be in excess of 30% of the appraised value of the property, but the client bears no risk in the home sale. In this fee structure, gain or loss in value is borne by the RMC.

Non-compliance Fee
These are additional fees that may be charged when the property does not meet the stipulations of the client relocation policy or RMC contract. In addition, when demands are made by an employee (and granted by the client) that are not consistent with the policy, fees may be incurred. These exceptions may allow an RMC to charge supplementary fees that do not conform to its normal fee structure and can be substantial.
Takeover, Cancellation, or Extended Market Time Fees
These fees are self-explanatory and are often hidden in small print in service contracts.
Mark-Up Fees
Seldom discussed but often collected, RMCs will charge the client one fee and pay the vendor another.

As an example, an appraisal is invoiced to the client for $600, but the payment is made to the appraiser for $500. The additional $100 in revenue provides profit for the RMC but, as a consequence, may result in poor performance of the actual appraisal process. Multiply this type of activity times the many and varied delivery transactions involved in each move, and the returns may be huge for the RMC but cause the client and employee to suffer.

Direct Costs
These are costs directly associated with the home purchase process. Take all the costs associated with acquisition, marketing, maintenance, resale, and closing of a property and divide into the appraised value of the property. The result will be the direct cost percentage.

If the appraised value of the property is $250,000, and the direct costs driven by the RMC total $45,000, the direct costs are 18 percent. Sometimes, RMCs will exclude some of the costs above and call them “indirect costs.”

It is important to truly understand all the costs associated with relocation transactions and be able to compare apples to apples when benchmarking. Be sure to ask for which of these fees you are (or are and don’t know it yet) being charged.