The company had inconsistent and inefficient processes for managing employee relocations across EMEA that resulted in high costs and dissatisfied employees. Data was kept in spreadsheets varying by HR staff, policies differed by country, and 18 vendors were used without performance standards. Employees faced slow reimbursements and turnover of the two HR generalists managing relocations consumed 50% of their time. By outsourcing the program to Graebel Relocation, the company saved $88,800 annually in costs and productivity gains and saw improved employee satisfaction and transparency of spending.

1. THE CHALLENGE
Data was primarily recorded and tracked in Excel®
spreadsheets, and utilization varied by each
generalist. In addition, other human resource-related responsibilities took precedence over their
ability to maintain accurate and timely updates.
The policies governing the EMEA mobility activity also varied, so the two human resource staff
members spent substantial time customizing unique programs for individuals to contain costs, while
working with the hiring managers. Ultimately, the relocated employees were frequently dissatisfied
with the quality of services and benefits, as well as with the slow response to their concerns or
questions by their employer.
Employees’ reimbursements and payments were handled by the local accounts payable and payroll
departments. Lacking a central repository for all expense-related data, excessive tax preparation
costs and time resulted in piecemeal reports and the lack of detail around employee mobility benefits.
Frequently, employees were required to follow up on their reimbursement status, and the payment
turnaround was typically in excess of two weeks.
Across the region, 18 different vendors were called on by the HR team to perform relocation services,
without defined performance measures or SLAs. Consequently, the Company was unable to leverage
volume-based costs, which resulted in premium pricing for services.
All told, minimal data was available to business leaders about policy exceptions, spend, initiation
volume or employee satisfaction.
A Global 100 company located in Prague, Czech Republic, had
two human resource generalists to support the inbound and
intra-EMEA mobility activity that totaled 40 assignments per year.
50-percent of their time was consumed in handling the mobility
program. The annual total cost to the organization was $112,800,
including salary and benefits.
CO-SOURCING
SAVES $88,800;
MAXIMIZES
RELOCATION
PROGRAM
GRAEBEL REFINES
RELOCATION
PROGRAM FOR
GLOBAL 100 FIRM
THE CUSTOMER
This Global 100 company* is an e-commerce
leader with a diverse, multilingual workforce
of more than 11,000 people across the
Americas, Europe and Asia; with annual
revenues in excess of $26 billion.
PROJECT SCOPE
Review the organization’s current processes
and provide best-in-class recommendations
for program improvement and cost savings.
WHY GRAEBEL
Prague is home to the Graebel EMEA
headquarters’ operations center. This
experienced, veteran team recommends
innovative solutions for the most complex
mobility challenges faced in this region. In
165 countries, Graebel has partnered with the
finest suppliers, including temporary living
destination service provider companies that
will go above and beyond to find creative,
suitable options for Graebel customers and
their mobile employees.
SOLUTION and RESULTS on reverse >* Client cannot be specified due to contractual confidentiality

2. Co-sourcing saves $88,800; Maximizes relocation program
THE SOLUTION
A team from Graebel Relocation met and
collaborated with the organization’s key stake-
holders, at their convenience, over a six-week
timeframe. The EMEA mobility program goals,
including service metrics, were established,
and the program was outsourced to
Graebel Relocation.
Graebel Relocation also coordinated an effort
to build an archival system to compile available
relocation historical details that would integrate
with future reporting. The firm’s current policy
structure was evaluated, and then Graebel
worked closely with the EMEA stakeholders
to develop policies that properly reflected the
costs and mobility program objectives for
the region.
Previously, this firm had not deemed it necessary
to fully outsource its program. However, this
collaborative approach fostered strong local
buy-in and a shared vision for a mobility
program. The local human resource personnel
were delighted with the efficiency that the new
partnership introduced, and the productivity of
the team members who had formerly managed
this function.
THE RESULTS
The client’s internal resources that had
supported the region’s mobility program
refocused on other critically important, strategic
programs such as recruitment, leadership
training, and talent management.
In addition to the reallocation of the team’s
resources, the client realized substantial out-of-
pocket savings.
Almost immediately, positive impacts were
evident in the relocated employees’ satisfaction
levels, albeit not formally measured, but largely
gauged on the assignees’ “noise” levels.
Today, the EMEA regional leadership has
embraced the newfound access to the
Graebel Relocation vendor performance
metrics, speed of service delivery, and financial
management transparency.
$112,800
Client savings from redirect
– $59,000
Graebel Relocation
program administration
+ $35,000
Additional savings from
supplier services improvements
= $88,800
Total annual savings &
improvements for Client’s
relocation program
1. EUR to USD conversion rate throughout the document as of 08 April 2015
GRSW-185.usd © 2015 Graebel Companies, Inc. All rights reserved. All marks are property of their respective owners.
www.GRAEBEL.com
Global Employee & Office Relocation, Move Management & Workplace Services
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