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 CEO, All Japan Relocation Inc. 

“I’m always thinking about what the customer is thinking…about their wants and their needs.”

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Premier nationwide provider of on-site crating and specialty relocation services.

Key verticals: Retail, Hospitality, Healthcare
Visit us  www.relosolutionsgroup.com

Here’s industry-related news & info we think will be useful to you this week. 

Tell Ed  (text/voice (+1) 619.787.3100 if you disagree or agree…

and be sure to send him your company news… publisher@globalbusiness.media

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Thank you Ed  for an awesome  interview

Dr. Simon T. Bailey,  DBA, CSP, CPAE click

David Paton
David Pato  
Associate Commercial Director | Doctor Who Geek

Daniel Goleman, in his paper Leadership That Gets Results states, “the most effective executives use a collection of distinct leadership styles—each in the right measure, at just the right time. Such flexibility is tough to put into action, but it pays off in performance. And better yet, it can be learned.”

So how do we know when to use one leadership style and when to use another?

One way is to use Emotional Intelligence, in fact, emotional intelligence (EI) significantly impacts your leaders’ ability to be effective in their roles.

EI is all about two things:
Understanding yourself and developing the personal competency of being able to identify, manage, and express your emotions effectively.

Developing social competency to handle interpersonal relationships effectively.

EI is also the foundational piece to improving other leadership competencies, such as communication, change management, conflict management, and influence.
At the heart of leadership is managing relationships, and EI is what enables managers to navigate these interpersonal relationships successfully.

Leaders have direct influence over the culture of their team and work environment, so the role their emotional intelligence plays in achieving organizational effectiveness is significant.

Need some more help with Emotional Intelligence in Leadership? McLean & Company research…

*infographic was created by The Workplace Psychologist, and is based on the work by Daniel Goleman all links below.

**original post by Elizabeth Kiely

#leadership #humanresources #chro #culture #management #empathy #emotionalintelligence #hrleadership #chiefpeopleofficer




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…the world’s products   chart showing the value of u.s. goods imports by state

source LinkedIn 1 Aug 22

GenZ wants more than a promotion

Gen Z is looking for more than a paycheck and a promotion.

In an article for Fast Company, Sanofi CEO Paul Hudson says Gen Z employees aren’t looking to move up the corporate ladder like previous generations.

Instead, they want to gain different experiences before shifting to something new.

Gen Z employees want companies that align with their own values and help the community, he adds.

Hudson implores business leaders to communicate with younger staffers and challenge them so that they’re constantly learning.

help Gen Z flourish hybrid/remote

  1. Be proactive in coaching employees. Help younger workers make connections and understand the bigger picture. Being proactive includes establishing an open-door policy and giving prompt feedback and praise to facilitate dialogue and engagement no matter the location.
  2. Establish clear goals and metrics, and measure success. Goals and KPIs are critical in any work situation, but they are extra important when managing remotely.
  3. Give employees transparency into how they are performing against goals—and how they rank among peers—with real-time data and metrics. Without being among coworkers, it’s hard to truly understand daily expectations and where the bar is set for success.
  4. Create opportunities to connect in person. When employees are in the office together, things like group training and team building are fun and engaging. Even more informal gatherings, like an afternoon walk with team members who live close to one another can help foster belonging.
  5. Establish a mentorship program. Have new employees buddy up with someone senior in addition to their manager. Someone from a different department can provide unbiased advice.
  6. Create more opportunities to grow. Advocate promoting remote employees when it’s merited. Look for opportunities to promote, even if it’s an incremental advance. Internal upward mobility helps employees grow and boosts retention.

This more holistic approach should go far in giving our younger coworkers the path toward improving their performance, powering ahead in their careersand becoming strategically important contributors and leaders.

By Alex Kvamme is the CEO of Pathlight, a team management platform.


GenZ warned on remote work

The remote work era might be closing, and “it could be in the interests of both employers and employees to return to the office full-time,” notes “Workquake” author Steve Cadigan.

The development serves as a warning sign to millennial and Gen Z workers, most of whom want flexibility.

But Cadigan argues they could stand to gain most from “post-pandemic” return-to-office plans by fostering more intentional connections and a stronger sense of commitment, while potentially blazing a trail for a new work model.

World Economic Forum - WEF | Genève internationale

Essential Skills Required

… learn them now














Acknowledgment: World Economic ForumFuture of Jobs Report 2020; #industry40 #futureofwork #chro #futureskills

MEXICO-tvtalkshowCorporate Employee Relocations, Immigration Management, and Mexico as a destination for investment, retirement, or remote

Meet Generation Z: The Newest Member to the Workforce

infographic   ZeroCater


in a conversational setting™ 


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Elisabeth Constantin, founder/ceo, ABREO Career Services

Realtor/Relocation Director,  Gayle Glew

Corporate manager US

Corporate manager UK

Realtor/Relocation Director,   Chris Lechner


Permits Foundation




Click here to read  part 1

04 July 2022

Part one of the Permits Foundation international dual careers survey report – feedback from global mobility professionals . The report reflects the views and experiences of participants from both the public and private sectors from October-December 2021, an important period of change. It looks at the importance of partner employment access from the employer perspective as well as current practice in partner support, countries of importance and emerging issues around new ways of working.

Survey confirms that where there is an international assignment, partner employment access has a positive impact on talent attraction and retention, employee experience, diversity, equity, inclusion and the reputation of the host country.

The report concludes:

 “In many countries, demographic forecasts point to skills shortages that cannot be met by the local workforce alone and will require foreign talent.

Governments, companies and international organisations need to be fully aware of the effect that barriers to partner employment can have on employee relocation abroad.

Employers would welcome the removal of work permit restrictions for accompanying partners.”

In addition, “for most global mobility professionals, the definition of family members authorised to work directly upon recognition of their dependant status should be broad, covering married and non-married partners and (for half of respondents) working age children.”

Among the findings:

  • the overwhelming majority (94%) of respondents said that family members should be authorised to work in the host country directly upon recognition of their dependant status
  • US, China and India topped the list of countries where organisations would like to see legislative change to facilitate
    partner work access.
  • in 44% of organisations, employees had returned home early from an international assignment in the past 3 years due to concerns about the partner’s employment.
  • 60% of respondents had been asked by international employees about the right of their partner to work virtually.
  • 22% of respondents said that the importance of supporting dual careers in the global workplace did not feature at all in their organisation’s DE&I materials, 28% did not know.
  • 61% said that dual career and partner issues were becoming more important to their organisation.

Part 2  will be published after the summer; will reflect feedback from spouses and partners of international employees.


Partner and Head, Global Mobility & Migration Practice 

Global People Solutions providing a pathway… Navigating thru the Transformational Era we find ourselves living in today… where companies moving people across borders requires fluidity combined with agility


Dr David Weiss

Dr. David Weiss
President and CEO
Weiss International Ltd

#infographics  Source: @sitwithwhit




Retire Abroad

Emily Bron,

Owner and Advisor,

International Lifestyle Consulting

cell # 647-292-4109 (WhatsApp)    www.emilybron.com

Emily meets with Felipe/Chile and Rigoberto/Mexico




Great stuff!

Thank you for posting…each of your 3 posts of recent days. Ikigai really hits home for me.

“Ed and I go back about 10 years, as I have been fortunate to work at a number of his in person conferences. Ed reinvented his business after COVID struck, and has created a great model to connect people around the world. Ed has the amazing gift of bringing people together to learn, share, and have fun.” 

 — Mark Naidicz  – Currently serves as a Board Director and Advisor in the Human Resources, Education, and Construction services sectors.  Retired as Vice President Human Resources / VPBusiness HR, AbbVie

(Jun7 ’21)  Hi Ed…507 people viewed my LinkedIn … must be due to your (interview) show yesterday. Thanks. Diane DiResta, CSP  (CSP-Certified Speaking Professional) is the speaking profession’s international measure of professional platform skill; held by less than 2% of all speakers world-wide.) www.diresta.com Author- Knockout Presentations

info from Ed, Global Editor & Publisher 

contact   (+1)619.787.3100    publisher@globalbusiness.media  

Thank You to the team at LinkedIn

for inventing LinkedIn then curating it. 

 A blessing! click it, read about

During 1980, I relo’d myself, the business USBOUND™ , +family

from Boston to LA, adjacent to CenturyCity. 

Professional Relocation Guide developed / published for employers to use as a recruitment tool and “send out” to people considering a relo.

It became the official Newcomers Guide- LA Chamber of Commerce 80’s+early 90’s. LA Chamber partnered with us to produce #1 corporate relocation conference in 1984, held at the Chamber’s lunchroom. 

Participants included Apple, Ernst&Young, NorthropGrumman, Chevron, 20thCenturyFox, Paramount Pictures, HughesAircraft, Fluor, Realtors, RMC’s, HHG, Oakwood and other destination service-providers.

 click    BackStory  



…better understood by 2 guys who have it

Chicken soup for the soul. Chicken soup for the soul by Jack… | by Shikha G | MediumMARK HANSEN co-author CHICKEN SOUP

talks with    MARK COLO   findneurohelp.org

on MedicalTVtalkshows, a unit of GlobalTVtalkshow.com

The tragedy in Ukraine reminds us

that managing an international workforce

is a huge responsibility and a difficult task to manage.

While managers and international HR teams do not face crises alone and are supported by other specialist teams, they are still dealing with dramatic events and their consequences for international employees.


Principal at Mercer | Helping Companies Go Global

Consulting, Data and Technology to Support Talent Mobility

Perhaps we have been using the concept of employee well-being or employee experience too lightly in the past.

The pandemic has already prompted many companies to go beyond pure rhetoric and develop comprehensive programs to protect the physical, mental, social and financial well-being of their employees.

Tailored support and risk mitigation measures are unfortunately required again as companies are forced to act decisively to support their employees affected by the conflict in Ukraine.

Companies are also reassessing their position in countries affected by sanctions, like Russia or Belarus, as well as monitoring the situation in neighboring countries impacted by the war.

Here are some important things to bear in mind when dealing with emergencies.

Providing Enough

of the

Right Kind of Support

The first step is to make sure that the basics are in place and that the company can rely on a robust network of providers to deal with difficult and emergency situations.

Source: Mercer’s 2020 Worldwide International Assignment Policies and Practices Survey.
*More than one answer possible.

However, insurers and security providers cannot fully replace companies’ in-house teams and their knowledge about employees.

Dealing with human implications and long-term consequences of emergencies remains the responsibility of HR teams.

Companies occasionally ask if they have to consider issues that are covered by insurance in hardship assessments. But insurance does not fully eliminate the hardship — in case of an emergency, expatriates still face risks until they are evacuated or can access treatment in a hospital meeting international standards.

Insurance does not replace a good process managed by the company and does not exonerate companies from paying a hardship allowance.

The same logic goes for security, housing, schooling and practical support.


Have Varied Needs

In an emergency situation, the initial focus of a company’s response should be ensuring the safety of employees directly at risk.

However, many other employees may be impacted, including, for example, colleagues with family members affected by the war.

They may require different forms of assistance ranging from practical issues such as work flexibility to mental health and financial support.

Other employees might feel anxiety, frustration and the need to do something meaningful — they expect some guidance and suggestions from their organizations.

HR teams might not be aware of these issues, so it is important to reach out to all employees, open the channels of communication, and find out what their specific needs are.

Who and When ….to Evacuate?

Government sites provide recommendations for evacuations, but their guidance is insufficient. Different countries may provide different recommendations for their citizens at different points in time.

Companies with diverse expatriate workforces need a more structured approach and a clearer message.

Whether to evacuate requires consideration regarding who should make the decision to evacuate, who should be evacuated and when — especially in situations like the conflict in Ukraine.

But it is not necessarily safe to assume that the company will evacuate everybody in case of problems.

Source: Mercer’s 2020 Worldwide International Assignment Policies and Practices Survey

Should you only evacuate expatriates — or all employees?

Is it morally acceptable to differentiate? What are the practical implications if everybody has to be evacuated?

Consider locally hired foreigners who do not benefit from a guarantee of repatriation and who were not relocated by the company in the first place.

The company may find itself relocating employees to a third country that is not their home location or repatriating them to a home country that they left long ago and where they don’t have accommodation, a local support network or family left.

Companies have to determine if they are going to evacuate their employees, only the family of the employees or ask their employees to stay as the situation could be under control.

The challenge is to understand the implications of these decisions and what message they send to both expatriates and local employees.

The situation in neighboring countries should also be monitored. The question of evacuation may also apply to countries beyond immediate conflict zones, for example, countries under sanctions like Russia and Belarus.

Giving the option to evacuate or not is leading to another issue — duty of care.

The Concept of

Duty of Care

Should employees be allowed to decide whether or not they want to stay in an area where others are evacuating? The risk is that flexibility and freedom of choice could lead employees to put themselves in harm’s way or delay the decision to leave until it is too late.

The concept of duty of care is not limited to a legal obligation to protect employees — it extends into reputation and moral issues.

In the strict sense, duty of care is about taking all possible steps to ensure the safety, health and well-being of employees.

This is a legal requirement that companies cannot ignore.

The scope of duty of care is wider than many think, and it applies to the family of an employee if the family is relocated to the host location with the employee and sometimes when the family does not live abroad and just visits for a short period of time.

Experienced expatriates might be tempted to decide for themselves. But too much flexibility is a risk that cannot be mitigated by putting disclaimers in employees’ contracts.

Duty of care is a matter of trust and credibility for the company, and it could affect recruiting and retention.

If a problem arises, the impact to the company’s reputation could be significant.

Getting Out of the Country Is Only the First Step

The evacuation will trigger a host of consequences that companies and HR will have to deal with, such as:

  • How to deal with temporary accommodation in the home country or in a third country
  • Managing employees’ physical and mental well-being after a traumatic experience
  • Providing schooling for the expatriate children
  • Ensuring continuity of work for relocated employee (remote working or re-assignment to new tasks)
  • Revising pay and benefits arrangements

Repatriating a couple of employees is not a problem, but when dealing with a large number of employees, these tasks take a completely different dimension and test the resources of HR teams.

Additional Burden Upon Repatriation: Compliance, Tax, and Immigration

HR might also have to deal with new compliance issues.

There are implications of unexpected repatriation or relocation in terms of tax, immigration and compliance — starting with basic ones, like securing visas and registering employees relocated at short notice.

Some of these considerations might seem mundane compared to the risks that employees have been facing, but as time goes on, HR teams and employees will be swamped with paperwork, costing companies and employees time and money.

Not All Companies Are Equal

When Dealing With Emergencies

Large multinationals operating routinely in hardship locations have robust support networks and processes to deal with emergencies. But this may not be the case for other companies with fewer resources, smaller operations on the ground or more limited experience in hardship destinations. In fact, almost 39% of organizations report that they do not have an evacuation policy in place or are still trying to develop one.

Source: Mercer’s 2020 Worldwide International Assignment Policies and Practices Survey

HR teams can reach out to companies operating in the same area to cultivate mutually beneficial support systems. This could involve pooling resources and developing a network to provide a detailed evacuation strategy and ongoing support for assignees and their families.


a Meaningful


The image of companies and its “employer brand” are tested in times of crisis. Employees will remember what was done and if their employer was true to its values and promises.

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