As organizations begin to shift their approach, automating processes and freeing up teams to become more strategic business units, the challenges also alter. No longer process handling functions, all departments are looked upon to deliver strategic value. The new challenge, how to demonstrate the strategic value that is now required. Human resources, mobility and immigration departments now need to contribute more than just process handling. Digital processes, and increased pace and agility also adds further pressure to a department that now looks totally different to three or four years ago. Teams have had to adapt at a rapid pace and adopt not only new technologies but new ways of working, increased global expansion and shifts in shared services and outsourcing. We are experiencing the biggest global shift in the way corporate immigration is managed in the last 50 years. So how can corporate immigration deliver the results the business is looking for?

1. Corporate Immigration
Delivering Strategic Value

2. As organizations begin to shift
their approach, automating
processes and freeing up
teams to become more
strategic business units, the
challenges also alter. No
longer process handling
functions, all departments are
looked upon to deliver
strategic value. The new
challenge, how to demonstrate
the strategic value that is now
required. Human resources,
mobility and immigration
departments now need to
contribute more than just
process handling.
Digital processes, and
increased pace and agility also
adds further pressure to a
department that now looks
totally different to three or four
years ago. Teams have had to
adapt at a rapid pace and
adopt not only new
technologies but new ways of
working, increased global
expansion and shifts in shared
services and outsourcing. We
are experiencing the biggest
global shift in the way
corporate immigration is
managed in the last 50 years.
So how can corporate
immigration deliver the results
the business is looking for?
Introduction
Introduction
Build a Strategic Approach
Making Immigration More Strategic
Establish relevant metric reporting
Development of Metric Data Analysis
Demonstrating ROI to senior teams
Conclusion

3. To develop such a strategic approach, corporate
immigration teams need to;
• Develop a knowledge based process
• Establish relevant metric reporting
• Development of metric data analysis
• Demonstrate the ROI of this data to senior teams
Build a Strategic Approach

4. Before teams are able to
become more strategic, they
first need to be enabled to
become more strategic. This
essentially means shifting focus
from repeated manual tasks to
strategic actions, increasingly
this is done by implementing
process automation rather than
growing human teams.
Process automation removes the
manual repeat processes from
human teams. Instead
processes are handled by
technology, which is computer
software or a ‘robot’ that
behaves in the same way a
Making Immigration
More Strategic
person would when interacting
within the digital environment in
order to execute business
functions.
It is especially useful for HR,
finance and operations
departments, and for the case
of this, mobility and immigration
can fall into benefitting also.
Implementing a robotics
solution has a double effect, not
only making the department
more efficient and able to
handle increased volume
alongside the existing team,
who now have the capacity to
think and behave more
strategically.

5. Knowledge management allows
for the sharing of information
across departments in an
organization through creating a
clear sharing process and
management of the information.
Without it, its extremely difficult
for anyone in the business to have
a clear picture of department
collaboration, the customer life
cycle or be able to accurately
forecast future sales.
As departments have moved
online individually, they have
often established their own
processes and reporting software
with no conversations about how
that relates to other areas of the
business. Pulling small amounts of
information becomes a manual
Develop a Knowledge
Based Process
and time-consuming tasks and
suddenly getting access to
information that is essential,
becomes extremely difficult.
Companies need to analyze each
departments’ requirements and
how best to transfer information
before taking on additional
platforms or software and in order
to fully align each department,
they all need to be sharing the
same schedule of information.
Although to some companies it
may seem like an overwhelming
task, the work that is done to build
the foundations of good reporting
reaps the efforts once it is
complete.

6. Establish Relevant
Metric Reporting
For departments to show strategic value, they must measure
and report on areas that affect the wider business not just
justifying their existence. For almost every business, increased
profit is the overall goal, achieved in numerous ways; reduced
overheads, increased market share, launching a new product
or service. Immigration or HR departments can contribute to
overall profit extremely well.
Old Metric New Metric
Number of staff onboarded in
month / quarter / year
Demographic movement of teams
Size of each team / location Predictions of future skill
requirements
Number of candidates per role Learning and development of
existing employees
Number of short term
assignments
Nationalization of roles and
national recruitment success
Compliance data
Cost tracking of recruitment and
retainment

7. Data is only effective if it is able to
answer challenges or contribute
to the business goals. If there is no
use for the data being measured,
then the wrong metrics are being
tracked and companies need to
reidentify what is valuable and
what is not.
For immigration data to show
success, not just within the
department but the overall
business, the data needs to
demonstrate the wider impact
that their actions have delivered. It
is not enough to only measure the
success from an individual
standpoint, as this doesn’t always
transfer over into organizational
success.
Development of Metric
Data Analysis
An example of individual success
is the rehiring a previous
employee, this is often a reduced
onboarding time for immigration
as the employee has gone
through the process before and
as long as it remains mostly similar
then they will go through it much
quicker than a new hire. By itself,
the metric doesn't mean much to
anyone outside of the
department.

8. However, the action taken does
contribute to the wider business,
the employee is able to work on
projects sooner and because of
their original experience of the
business, is able to deliver results
much faster. Now immigration has
a metric to show how their action
of rehiring is delivering
measurable ROI to the corporate
business.
Short term
(assignment based)
Long term
(permanent relocation based)
Project delivery success - client
project, new market entry, new
business opportunity
Training and transfer of
knowledge (nationalization of
roles)
Training and transfer of
knowledge (nationalization of
roles)
Increase in local talent pool
Time and cost management Encouragement of employee
mobility to locations
Increase in efficiency with
suppliers
Internal recruitment and
relocation
Increase in organization
departments and/or supply
chain efficiencies
Individual gains skills and
experience
Increased profit in projects
Table
Potential ROI metrics, although
the metrics have been split into
typical benefits for short and long
term values, there is always cross
over between the two and these
should be used as a guideline
only.

9. Based on the right metrics
being measured, the
immigration department now
has the ability to create
strategies based on the
business needs and the
current employment
situations. Access to data is an
essential part of accurate
strategies and immigration
needs to be measuring data
that resonates with the wider
business, not just the
individual department, it may
be that immigration needs
access to data held by
different departments in order
to complete the ROI audit
trail.
New Metric
Future recruitment cost predictions
New market strategies for
recruitment and skills required
Training recommendations
Nationalization strategies
P/L analysis on projects before
employees are sent out on
assignments
Potential strategies that come from
the data and have a wider effect on
the overall business

10. One of the hardest parts of
immigration showing strategic
value is demonstrating ROI to
other teams in a language that
they understand. Including
metrics that have a wider effect
on the business, including
departments that have
benefited from immigration’s
actions is an essential part of
reporting in a way that
demonstrates this new added
value.
Demonstrating ROI to
Senior Teams
• Comparison of project P/L
mobility or immigration
management data (new vs
old)
• Mobility or immigration cost
forecasts (projects, new
market entry) comparison
with actual cost data
• Risk management and
compliance improvements
• Regional and international
talent information including
those employees who have
expressed a willingness to
transfer to another location

11. With the rapid implementation of
robotics and artificial intelligence
there is a real shift in the way that
immigration departments are able
to operate. As more tasks are
automated, teams are now able to
strategize their roles, adding value
to the business and ensuring the
longevity of the department.
However it is essential that the
right metrics are selected for
measurement and displayed to
ensure the wider business is able
to understand the value that
immigration has.
For companies that are looking to
show this strategic value for the
first time, ensuring a full data
picture from other areas of the
business will support the
information rather than relying
only on its own data.
Conclusion

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