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Scoping Out the Talent: Meet Generation Alpha

We’ve all heard the stories of parents who started planning for entry into the right nursery school as soon as their child was born. To many of us, that kind of advance planning might seem a little over the top. But that’s an example of the broad down-the-road thinking employers might want to adopt when they are identifying where they’ll find their future talent. 

We know that the future of work—and of the workforce—is going to be packed with change we can’t even imagine today. In fact, I’ve been reflecting lately on comments made by some of the thought leaders on our Americas Mobility Conference “Extreme Insights” panel. Not only did they suggest tapping into teenagers now as a think tank for the future of work, but it was also noted that gaining insight from and about much younger children can provide clues to the way talent will eventually need to be recruited and developed. We already know some things about members of Generation Z, who were born between 1995 and 2010. Gen Z is entrepreneurial and pragmatic, hardworking yet easily distracted, with the desire for social impact that their millennial predecessors expressed. Some employers are even creating early appeal to Gen Z with customized high school internships that help them create a pipeline of talent into their companies. 

We can gain a deeper sense of what’s coming by learning from the generation that’s following the Gen Z workforce entrants. Tentatively titled “Generation Alpha,” they are the children of millennials, born starting in 2010—the year the iPad was introduced and Instagram was created. Analytics about Alphas project that when all the members of this generation have been born, their numbers will reach almost 2 billion. They will be the most technology-supplied generation in history, and they may be the most transformative generation ever. Are we ready to attract, manage, and retain this talent? Yes—if we start learning about them now.

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The Nationalism Effect: Global Change in Today's Environment

There is rarely an article today about global growth that doesn’t include the word “nationalism.” Heightened protective positioning around preserving in-country jobs for one’s own citizens and a narrowing focus on trade and immigration are changing the way countries and companies are planning both for economic development and for the growth of their workforces.

There are strong populist sentiments in the U.S., the U.K., and elsewhere. Because our worldwide multilateral system is made up of the majority of the world’s economies, if significant participants pull away from the global economy or established trade agreements, the impact can be substantial and extensive. The U.S. withdrawal this year from the Trans-Pacific Partnership (TPP)—the participants of which represent approximately 40 percent of the global economy and a third of world trade—casts doubt on whether the pact will continue without considerable renegotiation. Brexit creates uncertainty for the approximately 2 million European Union workers currently in the U.K.

Sweeping uncertainty in such an interconnected environment also affects business growth, forecasting, and compliance. “A changing policy environment can seriously harm planning, which can only reduce opportunity,” says Brendan Ryan, Fragomen managing director, global operations. David Crawford, managing partner of Fragomen’s office in Toronto, says, “There is an economic reality associated with the need for skilled labor to move between jurisdictions that presents in issues like skills and people shortages, deep specialization in some industries, countries fostering advanced skills in certain areas, and businesses that wish to groom their talent through international experience.”

Trade Agreements and Labor Mobility

Trade agreements open a door to progress and expansion that optimize what a country is able to do on its own: They support growth, foster development, and improve economic health—and help reduce poverty as well. With Brexit’s departure process, formally begun in March after the activation of Article 50 of the Lisbon Treaty, and the EU-U.S. Trade Deal (TTIP) and the Trade in Services Agreement (TiSA) seemingly shelved at present, what can we expect to see as the world responds to increased nationalism?

“The triggering of Article 50—while ostensibly a decision about a European trade agreement—certainly puts immigration front and center again,” says Caron Pope, managing partner of Fragomen’s London office. Dr. Axel Boysen, a partner in Fragomen’s Frankfurt office, wrote this in his recent Manager Magazin article,“The Misconception of the New Protectionists”:“The impact of Brexit on economic exchange and labor migration within Europe is currently unclear. In other European countries, too, centrifugal forces are increasing, which call into question a free movement of workers with high unemployment in individual EU countries. Elections in France, the Netherlands, and Germany could give these processes additional impetus. Brexit negotiations are therefore to be expected, for which a great deal of uncertainty and transitional arrangements are expected, especially on questions of immigration and work permits. Certainly, the negotiations will also influence the power policy distribution and balance in the remaining European countries, with a view to freedom of movement.”

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Biometric Technologies Help Spot Immigration Violations

When the movie Minority Report came out in 2002, mass biometric scanning was still the stuff of science fiction. Set in Washington in 2054, it depicts a world where citizens are biometrically monitored, via iris recognition, as they go about their day-to-day business.

At the time, this seemed an unlikely scenario, or at least a long way off. But now, that’s no longer the case. Not only is iris recognition widely used, but so, too, are other means of identifying individuals via their physical characteristics and behavioral traits. These range from processes that have been used for years, such as fingerprint and facial recognition, to newer and developing methods such as voice authentication; palm and vein matching; and gait, heartbeat, and gesture analysis.

As we’ve seen, this has—and will continue to have—huge implications for all of us. Within the mobility sector, one area in which the impact may be felt most is employee travel to foreign locations.

For many, biometrics can make travel easier, as it eliminates the need to show paper documents (e.g., passports and boarding passes) at checkpoints. But for others, it can make it harder. As biometric technologies become more prevalent at global ports of entry and exit, employees flying under the radar—without a business visa if conducting business activities or a work permit for work—will be far more likely to be caught and penalized. So will their employers. 

How It Works 

Biometric technologies provide immigration authorities with a faster and easier way to identify violations, which is accomplished by analyzing travel patterns.

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Leaving the Middle Kingdom: From Shanghai to Santa Barbara

It was June 2015 when my husband got both good and bad news: A job offer to move back to the U.S. after working in China for 10 years—and the next day, the knowledge that his mother had cancer and was scheduled for surgery in three weeks.  Within one week, my husband had resigned from his job in Shanghai, signed the job offer, and booked his one-way flight to be there for his mother’s surgery. 

It had all happened so fast. I had so many questions: Is this really happening? Am I moving out of China, where I have lived my whole life? How will my parents react when they hear the news? What about my job? What about our cat, Wee-Bey?

As personal questions filled me with concern, logistical ones soon took over. How long does the immigration process take? What documents do we need to prepare? How long will we need to live apart? When do we ship our household goods? What should I toss and what should I keep? As you can imagine, I had a lot of sleepless nights. I had seen and talked to many assignee spouses while working for Arpin Shanghai; however, I never thought I would be one of them.

We never imagined the procedure would take almost a year. It was more complex and painful than we were prepared for. Due to my mother-in-law’s surgery, we had to file my immigration petition from the U.S. instead of China, adding several months to the process. When it came time for the household goods shipment, my company was able to seamlessly take care of everything on extremely short notice. Two months later, I relocated our cat, having received some great advice from our pet relocation partner.

With Wee-Bey settled in sunny Santa Barbara, I moved out of our apartment in Shanghai and started to live the nomadic life for eight months. This period was just as challenging as the relocation itself, but until my paperwork was complete, this was my life. Sadly, I had to resign from my job in Shanghai, but I was extremely fortunate and surprised to be offered a position with the same company in the U.S. As an accompanying spouse, I had already gone through two domestic moves, both times leaving my job and finding a new one, so I know firsthand how difficult it is to find employment in new locations. Being able to continue my career in the mobility industry felt like winning the lottery.

After handing over my work to my replacement, I left Shanghai and went to spend time with my parents in a small rural village, seven miles away from the closest town. My parents have lived their entire lives there as farmers. After living in a big city like Shanghai for so long, I had a tough time adjusting to life where I had grown up. Although it was a rough couple of weeks, I wouldn’t change that experience for anything. Spending time back home made me realize how much my life had changed. My parents did such a wonderful job teaching my brother and me to keep an open mind and be curious about the mysteries of the world. While there were tears in their eyes when I told them about my move, I know they were proud and happy that I would be living a life they could have never imagined.

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Startups find Latin America Ripe for Pioneering Spirit

Latin America has had its challenges with business growth over the last decade, but when it comes to fostering a startup culture, it gets high marks. Today, this region is home to one of the most dynamic and innovative startup ecosystems in the world.

Increased internet and smartphone adoption in the region is fueling the activity. The World Bank reports that around 98 percent of the region’s inhabitants have a mobile cell signal, and 84 percent of Latin American households subscribe to some type of mobile service. Most Latin Americans spend more time on their mobile devices than on computers, and mobile subscriptions have risen in the last few years from 12 percent to 115 percent, with the average Latin American possessing 18 apps on his or her smartphone.

Also stimulating the startup movement are entrepreneurially minded individuals, some of whom are leveraging knowledge and ideas they cultivated outside of their home countries. They returned home to build startups in a market that, despite some obvious growing pains, seems ripe for their pioneering spirit. As far back as 2012, Forbes published a feature on Brazil’s business prospects, noting that, at the time, about 25 percent of the country’s workforce was self-employed in some capacity—and further, that small businesses generated two-thirds of private-sector job creation. This new class of groundbreaking self-starters is adding distinct value to the country’s technology ecosystem.

Latin American countries can take note of three common trends for startup support described by the OECD report “Startup Latin America 2016:”

reforms in the policy mix to combine financing schemes with support services,experimenting with new tools, such as co-working spaces and crowdfunding, andforging partnerships with large companies advancing the creation of a pro-startup mindset.

The report also identified some of the countries’ big challenges:

strengthening the evaluation of these policies,making advancements in setting up business-friendly regulatory frameworks, andincreasing private investment in innovative businesses. 

Any new frontier for startups is a landscape for mobility professionals to monitor, because as these enterprises succeed and grow, they’ll need talent to maintain a forward trajectory. 

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The Evolution of Technology Flourishing in Moving and Storage

Let’s face it, the moving industry historically hasn’t been the most tech-savvy and often follows age-old processes that have worked—until now. In a consumer-driven society where customers want instant, immediate gratification, moving company owners are tasked with how to deliver on this need. The in-home estimate is a century-old process where we have conformed to the thinking that the only way to provide a customer with a quote is by physically visiting their home. The availability and worldwide usage of smartphones enables an automatic technology upgrade for everyone, including movers. If a picture is worth a thousand words, then a video is worth a million. How can we as an industry leverage video technology?

Consumers are accustomed to an on-demand trend, where everything is accessible at a tap of a button. We also need to realize that buyers have been empowered with these breakthroughs, and word-of-mouth marketing is stronger than ever. For movers, this means moving-estimate simplification and removing current pain points. Take corporate mobility as an example. Employees lead extremely busy lives, and what they are looking for is flexibility—scheduling moving estimates during their off hours, and not wasting too much time on it—especially if you take into consideration that the entire moving experience that they will go through is extremely stressful and time-consuming.

You can’t neglect the increasing influence of millennials. Not only did they completely change the way they consume information, but they’ve also reinvented how actual moves look. Companies are forced to offer diverse and flexible assignment packages as the global mobility programs are expanding. Millennials now prefer alternative policy practices, short-term assignments, and one-way transfers.

That’s Where Video Estimates Come In

The problem with the old way of conducting estimates on-site is that they are quite inefficient on so many levels. Not only do they take a big chunk out of your budget, but they are also inconvenient for transferees. A leapfrog product is changing that by making it super easy and address key pain points movers currently feel. Video surveys are not a novelty. Moving companies have been using Skype, FaceTime, and other video solutions to connect with their customers in the past. But is this truly a way to reinvent the industry and make things convenient? No, it’s not.

Any moving estimate starts with scheduling. Customers need to be able to reach you first and book an appointment at their convenience. On the other side, moving companies want to have a synced calendar to avoid delays and overlaps. Movers need a multifunctional product, which provides them with a sheer variety of features, security, branded experience, and ease of navigation. What they want is one solution that offers not only video survey capabilities, but also unlimited online storage, auto-scheduling, generation of prospects, simpler cubing, training, and support.

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There and Back Again: Successfully Repatriating to U.S. Schools

When families repatriate to the U.S. after an assignment abroad, it’s generally assumed that the children will re-enter the U.S. education system without too much difficulty. However, there are many challenges that can significantly impact school reintegration.

For middle and secondary school–age children—typically grades six through 12—the pre-college years are a pivotal time. Anticipating and addressing these students’ academic and cultural challenges well before repatriation not only increases their chances for a smooth transition, but can also make a big difference in academic achievement, and social and emotional adjustment to a new school environment. 

Following are some excerpts of education challenges related to repatriation, and tips for families: 

The Outgoing Move

Considerable thought regarding schooling usually goes into the departure side of an expatriate assignment. Educational choices in the destination country may or may not be limited, but they will be new and different. The local government (public) schools frequently are not acceptable options due to differences in curriculum, substandard facilities, or language barriers. The number of international schools may also be limited, and the subset of those that teach in English or have a curriculum that appeals further restricts choices. But the choices made regarding schooling abroad can pose complications upon repatriation. 

Case Study: Moving From the International Baccalaureate to the U.S. Curriculum

Michael was a rising 12th-grader moving back to Colorado after three years in France, where he was enrolled in an International Baccalaureate (IB) Diploma Program. While the family wanted to remain in France so he could complete high school, his mother’s employer chose to end her assignment, requiring the family to repatriate. Unfortunately, there was no IB diploma program that had his level of courses near their suburban Denver home, so Michael could not continue the IB. However, the family had been very pleased with their public school district before their relocation and felt that with his excellent education overseas, he could take full advantage of the advanced high school courses offered.

Being proactive and having relocated back before the end of the school year, the family met with a guidance counselor in June before Michael’s senior year. To their surprise, even with Michael’s excellent grades overseas in academically rigorous courses, he was going to have to take several ninth-grade classes, as well as other required district courses, to graduate on time.  As a result, Michael was going to be able to sign up for only one Advanced Placement (AP) course instead of the hoped-for three, not take a French class, and ultimately have a less impressive transcript than he expected to have when applying to college.

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13 Questions to Ask a Potential Rental-Finding Partner

Since 2005, Worldwide ERC®’s reporting on transferee volume has shown that 46 to 62 percent of the corporate transferee population has been renters. In today’s marketplace, renters compose well over 50 percent. Identifying the best rental-finding partner would be top of mind for any employer who has this volume, or for any relocation management company RMC) looking for a competitive edge.

Here are 13 critical questions and deliverables you will want in your wheelhouse so you can find the best rental-finding partner for your company and offer your transferees a successful rental program: 

1. What is your geographic coverage? How much of your business is domestic vs. global (inbound U.S.)? 

It’s important to take into consideration what your needs are. If you offer policies that cover both domestic and inbound U.S. transferees, you’ll want to make sure your rental-finding partner is versed in both. Or if you need only domestic coverage now but may have a need for global assistance in the future, you’ll want to make sure you settle on a partner that can meet your future needs.

2. Has your company historically provided products and services to relocation management companies and/or individual companies? If yes, for how many years? 

Are they capable of working with the range of clients that suits your company best? Are they able to adapt and customize services for various sizes and types of businesses? Some may be qualified to handle individual volume, but can they adapt to your needs if you have larger, group moves to one specific area?

3. What metrics/key performance indicators do you regularly track? 

Do they have the ability to analyze and provide you with ongoing data and reporting that substantiates service outcome, success rate, and metrics that will support you? This can be especially helpful to you as an RMC with regard to your own client relationships and a beneficial tool that demonstrates the effectiveness of the rental assistance program. Clients who offer no rental-finding benefits often aren’t aware of the market challenges for renters, or they aren’t aware of the cost savings they can experience in other areas if they offer a quality rental-finding benefit that expedites securing a lease. They need data that demonstrates the value of offering rental finding. There are few rental suppliers who can offer this. As the RMC, you know this, and you know that helping clients receive tangible value through quality, quantifiable metrics creates the value clients need to make policy changes. 

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Selfless Service: Worldwide ERC® Recognizes Award Recipients

There is a spiritual aspect to our lives—when we give, we receive.
— Ben Cohen, co-founder, Ben & Jerry’s

Worldwide ERC® and the workforce mobility industry as a whole greatly benefit from the generous gifts of time and talent that so many members share throughout the year, whether through serving on a committee, participating in educational panels at meetings and events, authoring articles, or sharing insights and expertise on task forces, on forums, or in specific leadership positions.

Worldwide ERC® formally acknowledges the contributions of its members through its annual Service and Editorial Achievement awards programs. Since 1989, Worldwide ERC® has recognized members for their voluntary contributions to the organization via Meritorious Service Awards, Distinguished Service Awards, and induction into an esteemed Hall of Leaders. Awards in each of these service categories are earned upon the accumulation of 10 service points or 25 service points, or receipt of four Distinguished Service Awards, respectively.

The Editorial Achievement Award honors a Worldwide ERC® member or members who author a Mobility article or articles demonstrating outstanding and timely subject matter relevance, expertise, and writing excellence.

This year we are delighted to welcome one new member into the Hall of Leaders, congratulate 59 members for earning a Distinguished or Meritorious Service Award, and recognize one member for editorial excellence. We are grateful they chose to share their time and expertise in the service of their fellow professionals through Worldwide ERC®.

Hall of Leaders Inductee

This year Worldwide ERC® honors John Pfeiffer as a four-time Distinguished Service Award recipient, earning him induction into the Hall of Leaders. Pfeiffer is head of the reward center of expertise for Uniper SE, an energy company based in Düsseldorf, Germany.

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Lump-Sum and Managed-Cap Moves

Controlling costs is a top priority for most organizations, making lump-sum and managed-cap programs an increasingly viable alternative to unlimited relocation packages.

Lump-sum programs consist of giving employees a specific amount of money upfront to cover—or help cover—the costs of their moves. Employees then typically manage the move themselves, although some companies provide assistance through a third-party relocation provider.

Managed-cap programs don’t provide funds directly to the employee but contain expenses by limiting the amount that can be spent per relocation—e.g., $15,000—and may also designate monetary caps for benefits such as temporary housing and homesale closing costs. Companies usually engage relocation providers to manage these relocations, which will track costs up to the caps and coordinate services delivered by supplier partners (van lines, temporary housing, car shipments, etc.). As individual needs can vary, some managed-cap programs allow for the selection of benefits as long as the total cost does not exceed the cap.

Both options have their pros and cons, which companies must weigh against their budgets, objectives, and organizational cultures.

Lump-Sum Programs


Less work (sometimes) for HR/mobility: It’s commonly assumed that once employees receive lump-sum payments, they’re on their own and that HR/mobility needn’t manage exceptions or reimburse expenses. It’s also assumed that lump-sum programs provide greater financial certainty than other options and will streamline the budget process. However, this isn’t always the case. In some instances, employees may come back to HR/mobility asking for more money if the lump sum isn’t sufficient, and/or may involve those departments with any challenges they’re having in procuring their own relocation services. In some cases, this is due to the complexity of one size not fitting all.More employee flexibility and control: Since there are no restrictions on how lump sums should be spent, employees aren’t limited to specific service providers and can select anyone they wish. Also, if there’s anything left over once a relocation is complete, the employee can keep it. That being said, though, employees who are not using vetted suppliers when on their own will also have to deal on their own with any issues that arise.Less efficient: While lump-sum programs mean less work for the company, they can sometimes be quite onerous for an employee, especially for complex moves that involve a homesale and/or home purchase. These moves also tend to take longer, which can mean less focus on the job while the employee attends to the relocation’s many details.Not as competitive: Companies wishing to recruit and retain top talent may find it harder with a lump-sum program. Taxable income: The IRS treats a lump sum as income, so employees are taxed between 40 and 45 percent on the entire amount. While it is a best practice to provide tax assistance (gross-up) to allow the employee to net the entire amount of the lump sum, this comes at a significant cost to the company. Tracking and reporting: Once employees receive their lump sums, they needn’t account for how the money is spent—at least not to the company—so tracking and reporting aren’t necessary. This can have a downside, however: Companies are less likely to know the true cost of each move and whether they’re giving employees too little or too much.

Managed-Cap Programs

Unlike lump-sum programs, companies using managed caps are more likely to have them in place for all employees. With this type of program, spending limits can be based on whatever parameters a company establishes: employee level, percentage of salary, the employee’s profile, etc. This last item could take into account factors such as family size, departure and destination location, etc.

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Problematic Pastimes: What Works in Paris May Not in Pedang

What do you say to your drone-flying, vaping international assignment candidate with a pet ferret?

Sometimes more than language gets lost in translation. Expats and their spouses and children may find that they’re going to have to leave behind more than their social circle, as what works in Paris or Peoria may not work in Padang, and vice versa. Below are just a few of the many examples of perhaps ill-considered pastimes that expats and global mobility specialists are running into.


This probably won’t be too shocking to anyone, but drones are a great example of an issue that wasn’t on anybody’s radar even five years ago.

As you can imagine, every country has its own laws governing recreational drone use, and some nations have heavy restrictions or forbid them, while others are quite lenient. There is a fairly comprehensive list of links at, with information on countries’ laws governing recreational drone use.

Radio Transmitting Devices 

If your expat likes using walkie-talkies, you should know those aren’t allowed into the U.K. And while walkie-talkies may not be all that popular with people over six, there are other hobbies that involve radio transmitting devices. For instance, model planes and remote-controlled cars use radio frequencies, so inquiries should be made before shipping to ensure they would be allowed in. If you have an expat who operates an amateur (“ham”) radio station, they’re probably already familiar with The National Association for Amateur Radio (ARRL). The association’s website,, has extensive information on visiting other countries and operating a ham radio from there.

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10 Questions to Ask Your Employer Before Your Relocation

Relocating for your career can be a huge step. Here are 10 questions you need to ask your employer—and yourself—before relocating. 

1. Is this a fit for your family?

Be open and honest with your employer about your personal and family needs. If you have children or older relatives you’re looking after, will your employer help search for child or senior care? Make sure to ask about things such as school systems and recreation options. These will help you determine what part of town you want to settle in.

2. What are you leaving behind?

You will more than likely be leaving friends and family who live close to you. Make sure to factor in a budget for traveling to see loved ones.

3. What will your new commute be like?

You might be set on a certain area of your new city, but make sure not to overlook the commute. Living in the wrong area can be a major mistake if you are going to be spending more time getting to and from work than you are used to. Make sure you are prepared. 

4. Are there strings attached?

Read the fine print of the relocation agreement. Gain an understanding of benefits such as temporary housing, household goods being moved, relocation bonuses, taxes, and days off during your move. Also, find out if the relocation benefits your employer is giving you have a payback agreement. Employers may require you to pay back all or part of the relocation expenses if you leave the company within a certain time. You don’t want to be stuck having to pay back money you weren’t aware you were responsible for!

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Data Points Key Stakeholders Want to See About Relocation

We are always lookingfor ways to make informed decisions while also ensuring we get the bestpossible ROI on the resources we commit to our relocation programs. Data andthe way we analyze it ultimately arm us with the necessary information tocontinue to improve our program over time.

But before we can gainany value out of our data, we need to make sure it’s not only accessible, butalso evaluated and conveyed in a way that’s relevant and meaningful. In doingthis, we can uncover metrics on how our program is performing and use theinformation to power forward-thinking decisions. 

Here are the datapoints stakeholders want to see about relocation: 

Cost Metrics

In order to identifytrends, you need to have easy access to a cross section of data. For example,what’s your annual spend broken down by policy, cost center, location, and destination?Understanding the fee structure and line items—where and how you’re gettingcharged—gives you valuable insights into the cost of the employee’s relocationversus the cost of running the program. You should never have to lean onintuition when establishing how much money you are providing your relocatingemployees—data should be driving that decision. 

Valuable SupplierNetwork Data

Are you leveragingvendor relationships in the most cost-effective ways? A comparison of the spendacross different suppliers and different regions is a great jumping-offpoint—benchmarking data such as this allows you to compare apples to apples.Furthermore, you should be keeping track of your employees’ satisfaction withthe suppliers. Seeing as they’re the ones working directly with them, theirfirsthand insights can be very valuable. In turn, you can use that data to makedecisions about who remains in your supply chain moving forward. 

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Difference in English, American Education

Max, my son, was 6 when we relocated to America. In his birth country of England, children start their school life at 5 years old, so Max had attended two years at an English school before our relocation. As Max began his first term in his new American elementary school, I was fascinated to see how the cultural differences between the U.K. and America manifested themselves in the different education systems.

At his English school, Max wore a school uniform of gray trousers, black shoes, white polo shirt, and a sweatshirt in the school colors, complete with the school emblem—a very traditional and formal approach, first introduced during the reign of Henry VIII. Today the U.K. government believes that traditional uniforms continue to play a valuable role, instilling pride, encouraging identity with and support for school ethos, and protecting children from social pressures to dress in a particular way. 

In contrast, Max’s American school had a “no uniform” policy, and the children can dress as they please—within reason! When the American founders created the Declaration and Constitution, they protected each individual’s right to life, liberty, property, and the pursuit of happiness. The lack of school uniforms fits with this foundation of individuality.

At the start of each English school day, Max would join the rest of the school for morning assembly in the school hall and sing hymns and recite the Lord’s Prayer. Unlike the U.S., England does not separate church and state. The Church of England is the state church, and most state schools in our neighborhood included religious music in the school curriculum. Religious education is also part of the mandatory curriculum outlined by the U.K. government to be taught in state-managed schools. 

In the U.S., the Supreme Court has ruled repeatedly that school-sponsored prayer and Bible-reading are a violation of the First Amendment. Rather than recite a prayer, Max joins his American classmates to state the Pledge of Allegiance.

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Financial Checklist for Relocating Employees

Whether the mobile talent you serve is moving for the first or fifth time, the transition can require significant adjustment personally, socially, and financially.

Here, we’ll explore some of the most commonly overlooked areas of personal finances that will be impacted by your employee’s move.


If you’re moving transferees to high-tax states like California or New York, they should be aware that their taxes at the state level could increase. This is valuable information for them to know before their transition, so they understand how their paycheck could be affected by the move. Reviewing the taxes your employee will owe in their new location will allow them to make appropriate selections on their withholdings. Are you ever shocked when you go to prepare your taxes, only to discover how much you owe or what you’ll receive?

If after making a comparison between current and new locations, your employee discovers that their taxes will indeed be higher, there are two key options to reduce the sting: contributions to their 401(k) plan or to a health savings account (HSA). Each of these can allow pre-tax contributions, which discounts their total taxable income at the end of the year. 

The advantage is that your employee will typically have lower monthly premiums and can put pre-tax contributions into a tax-deferred account.


Moving to a new location could present new insurance needs. Your employee’s health, dental, vision, life, and disability insurance may remain the same if they continue with the same company. Beyond this coverage, personal property and casualty insurance (home and auto) will require updating upon moving to a new state. 

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