A post from our ESG Committee.

A seismic shift has occurred in the way companies view sustainability. In a 2022 WeWork study of 850 companies worldwide, 80% said they plan to increase their investments in sustainability. In large corporations, sustainability is no longer just about reducing carbon footprint or implementing environmentally friendly practices; sustainability is now being integrated into every aspect of business operations, including human resource management.

What is Sustainable HR Practice?

According to Robin Kramar, writing in the Asia Pacific Journal of Human Resources, Sustainable Human Resource Management (SHRM) has been developing for over 15 years, expanding on strategic HRM. It includes wide organizational objectives across various domains and is not restricted to only business aims. Most critically, SHRM connects HR and Talent Management with sustainability. This viewpoint acknowledges the significance of incorporating sustainability into organizations and strives to accomplish positive economic, social, human and environmental results in the long and short term.

A Shift in HR Practices

A 2023 study by Deloitte revealed that corporate sustainability efforts have evolved beyond public relations or brand defence. Companies now prioritize driving meaningful outcomes through a human-centred approach. This involves purpose-driven incentives across the organization, developing technical and soft skills, improving the employee experience, and designing for human sustainability. Sustainability is becoming ingrained in the cultural fabric of many enterprises.

Within this landscape, sustainable human resource management practices are vital to how companies treat employees fairly, ethically, and caringly. This covers critical areas like well-being, development, retention, and more. Leading organizations also extend their integrated HR and sustainability initiatives across their broader ecosystem - including partners, suppliers, clients, and local communities. The human element is essential for implementing corporate sustainability in a meaningful way.

Drivers for Sustainable HR Practices

Recent shifts in the global employment landscape have forced organizations to reevaluate how they approach human resources. Work-related stress continues to be high with The Business Times highlighting that 52% of Singaporeans feel “stress” from their work. According to SHRM, trends such as mental health concerns, employee burnout, disengagement, and the Great Resignation show the need for sustainable HR practices. According to Tech Target and The U.S. Bureau of Labor Statistics, between April 2021 and April 2022, 71.6 million people separated from their jobs, or an average of 3.98 million people quit each month in the US.

According to Deloitte’s 2021 survey, 44% of millennials and 49% of Gen Z rely on their ethics in determining the type of work and companies they would join. From Baby Boomers to Gen Z, today's workforce increasingly seeks meaningful work, collaboration, flexibility, diversity, equity, inclusion, and an open relationship with their managers. This also means that managers themselves must evolve into mentors and coaches. In addition, challenges such as ongoing talent wars and the rise of AI, are reshaping the skillsets needed in the workforce.

An article by McKinsey emphasizes the transformative role of HR in driving sustainable change in the workplace, especially in the wake of the COVID-19 pandemic. McKinsey highlights that traditional hierarchical and bureaucratic management systems are becoming obsolete. Newer practices involve a culture of being dynamic, flexible and responsive model of HR practices. Central to this transformation is the focus on three key areas: identity, agility, and scalability.

HR professionals are therefore central in shaping and delivering their organisations' ESG strategy. This can include developing practical environmental policies for employees, leading diversity and inclusion initiatives, and ensuring governance mechanisms are in place to drive accountability and transparency. HR's involvement is important for aligning the business with its purpose and values, leading to better investor and employee relations and reduced risk.

Increasing External Pressure on HR Practices

Broader factors beyond internal organizational dynamics increasingly influence the shifting HR landscape. Many multinational corporations (MNCs) are actively reshaping their corporate values to include ESG practices, a change partly driven by investor influence.

A significant example of this trend comes from Gartner's 2021 data, revealing that 85% of investors consider ESG factors in their capital allocation decisions. This data highlights MNCs' substantial pressure to satisfy investor demands and maintain an image aligned with sustainable practices.

These external pressures, coupled with internal trends like generational shifts in the workforce and a growing focus on mental health, are compelling companies to reassess and evolve their HR strategies. This evolution in HR is not solely a reaction to external demands but also part of a strategic response to changing global business, societal and more significantly, investor pressure.

Benefits of Sustainable HR Practices

Implementing sustainable or green HR practices involves both short-term and long-term considerations. The cost of doing nothing is high, as is the cost of burnout, a damaged reputation, lower productivity, accidents and sickness. By avoiding knowledge loss through high retention rates and nurturing a talent pool, businesses can reduce costs and enhance customer satisfaction, loyalty, engagement, and innovation. According to a study by McKinsey, sustainable HR practices can lower capital costs due to reduced turnover and mitigate environmental risks. The benefits of sustainable HR practices are multiple:

Adapted from: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7470767/

Implementing Changes for Sustainable HR

Implementing a sustainable HR strategy is more than a strategic shift. Sustainable HR practices are a series of steps towards aligning the organization with the evolving demands of the modern workforce and a broader societal push towards environmental and social responsibility. To navigate this transition successfully, a clear plan and defined steps can help meet these goals. Each planned stage should be measurable where possible and focused on specific outcomes.

To begin implementing changes for sustainable HR, it is important to first understand the company’s values and what is important as a company relating to the sustainability topic. Organizations may start by identifying key areas needing focus, such as mental health, recruitment practices, or rewards systems. 

Secondly, employee involvement and a phased plan with small initial steps are important to consider. Leading people compassionately through changes, considering risks and costs of non-implementation, focusing on the entire employee life cycle, and meeting evolving generational expectations are also significant.

Additional areas to address include enhancing employee engagement, communication, recognition, and celebrating progress. Organizations can lay the foundation for impactful and lasting adoption of sustainable HR practices by taking a phased approach with early wins.

Sustainable HR in Practice

An increasing number of companies are embracing the role of sustainable human resource (HR) practices in fostering an inclusive, productive, and environmentally conscious workplace. This trend is exemplified by the innovative approaches of several leading firms across various industries. Here are just some of companies exemplifying sustainable HR in practice:

●       BASF, a European multinational chemical company, has used tools like smartPlan to simulate realistic diversity scenarios, helping to increase the diversity share within the company and providing global sociocultural benchmarks for diversity. This approach integrates sustainability with diversity and inclusion initiatives.

●       Novo Nordisk, a European Pharmaceutical company have recognized the prevalence of mental health issues post-pandemic place a strong emphasis on sustainability and employee well-being. The company has developed a strong emphasis on initiatives to support employee health, for example physical fitness, mental health, and work-life balance. This has led to improved employee satisfaction, increased productivity, and reduced healthcare costs for the company.

●       Patagonia, a purpose-driven apparel company is renowned for its ethical treatment of workers and sustainable HR practices. Patagonia's commitment to employee well-being and sustainability has resulted in high employee retention rates and a positive brand reputation. The company has a very low staff turnover rate of only 4%.

●       Interface, a modular flooring company is known for its commitment to environmentally sustainable practices. It implements sustainable HR in the form of increased employee education among other practices. This has led to improved job satisfaction and retention and a corporate culture of innovation and continuous improvement.

Tools and Resources

Using the right tools and resources can help transition the move towards more sustainable HR. There are many tools and models available.

●       The Kubler-Ross Change Curve provides a guide for understanding and managing the emotional aspects of organizational change.

●       EcoVadis provides comprehensive, actionable steps that translate into impactful organizational change. It can also be useful for assessing and improving sustainability performance, for example in areas such as supply chain management. Equipped with the right tools for their needs, organizations can be more prepared to approach sustainable human resource management.

●       Gathering internal HR data: This approach will help understand the narrative of change within the business and during the execution of employee communication strategies. Key HR metrics serve as important examples. Attrition and sickness rates, reasons for job offer rejections or acceptances, and insights from employee surveys and feedback all contribute to a more detailed understanding of the organization. Such data will offer a more defined understanding of the areas in sustainable HR that necessitate concentrated attention and prioritization. This also aids the alignment and approach of HR strategies.

●       Communicate: Start small and share quick wins. Ongoing communication with employees and the business is a major key to success.

●       Sustainability reporting understanding: Tools like the GRI (Global Reporting Initiative) framework help develop companies' comprehensive sustainability reports and create a deeper understanding of sustainability and its impact on business. These reports are also key to transparently communicating your organization's sustainability performance to stakeholders.

●       Learning and development: Incorporate e-learning platforms such as LinkedIn Learning or Coursera, offering courses on sustainability and ethical business practices. This helps in upskilling teams to be more aligned with sustainable practices.

Conclusion

HR can potentially lead the way for change in companies and society by incorporating green practices into areas such as hiring, employee involvement, operations, and the employee lifecycle. Sustainable HR improves morale, health, accountability, and retention. It meets the needs of new talent seeking balance and a sense of purpose. Moving to sustainable HR needs support from multiple stakeholders, resources, and overall buy-in. Although there may be some challenges along the way, sustainable HR creates value for all employees. Companies can potentially enhance their effectiveness by integrating HR and sustainability at their core, focusing on continuous improvement through small, measurable steps. Ultimately, sustainable HR practices nurture any company's true assets: its people.

Further Reading and References

Asia Pacific Journal of Human Resources. (2022). Sustainable Human Resources Management: 6 Defining Characteristics. Asia Pacific Journal of Human Resources. https://doi.org/10.1111/1744-7941.12321

CIPD - The Professional Body for HR and People Development (n.d.). "Environmental sustainability - Dassault Systèmes." Available at: https://www.cipd.org/en/knowledge/case-studies/environmental-sustainability-dassault-systemes/

McKinsey & Company (2021). "The New Possible: How HR Can Help Build the Organization of the Future." Available at: https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-new-possible-how-hr-can-help-build-the-organization-of-the-future

McKinsey & Company (2023). "The State of Organizations 2023." Available at: https://www.mckinsey.com/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/the%20state%20of%20organizations%202023/the-state-of-organizations-2023.pdf

PubMed Central (2020). "The impact of COVID-19 on the mental health of healthcare professionals." Available at: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7470767/

ScienceDirect (2018). "Risk management for electric power systems: A focus on power transmission and distribution." Available at: https://www.sciencedirect.com/science/article/abs/pii/S0921344918303719

What was the ATMA community reading last year?  Here are the top 5 most popular pieces by views.

Number 1

The Power of Mentorship: Statistics Prove Anyone Can Benefit

According to a Gallup poll, employees who have a mentor are three times more likely to feel engaged at work

Number 2

Unlocking New Opportunities: The Positive Attributes of Regionalization of Talent Mobility

 Professionals who move from one country to another bring a wealth of experience and skills. 

Number 3

Accelerating Asia’s Growth and Competitiveness Through Effective Talent Mobility

The third pillar of the ADB's ASEAN integration strategy, "Growth and Competitiveness," revolves around stimulating economic growth, enhancing regional competitiveness, and promoting innovation. 

Through its work, ATMA acts as a catalyst for effective talent mobility within ASEAN and across Asia.

Number 4

Competition for Talent 2023: Hong Kong vs. Singapore

In this post, we will take a look at the competition for talent in Singapore and Hong Kong. We will discuss the factors that make these cities attractive to job seekers, as well as the challenges that they face in attracting and retaining top talent.

Number 5

Making the Case for ATMA Memberships: Six Reasons that Support the Expense

Investing in an Asia Talent Mobility Alliance membership for your HR and Talent Mobility teams offers numerous compelling benefits that can significantly impact your organization’s success.

A post from our ESG committee working to support sustainable talent mobility.  

Relocating to a new home in a new country is no small feat, and when sustainability is a priority, the task becomes even more complex. Interest in corporate sustainability is rising as companies aim to reduce carbon footprints across operations. A recent Mercer Worldwide Survey of International Assignment Policies and Practices revealed that 45% of companies surveyed expect to see an increase in long-term assignments again. According to McKinsey, ESG scrutiny will only increase as companies seek to reduce their carbon footprint across their supply chains. For corporations evaluating relocation management partners, sustainability is an increasingly important selection criterion to meet growing demands from customers, employees and investors. RMCs and DSPs must identify and communicate their ESG initiatives to compete for new business as the industry evolves.

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From packing materials to transportation choices, a move involves countless decisions that can either limit or increase environmental impact. Even the most conscious companies may miss major opportunities for greener moves when the pressure is on. However, one tool is often overlooked – the streamlining of communication and coordination between all stakeholders involved. The Global Reporting Initiative (GRI) underscores the benefits of communicating with stakeholders as clear communication of sustainability practices boosts reputation and builds stakeholder trust. But how can we foster communication for better sustainability within the relocation industry?

Exchanging information sounds straightforward, but things easily fall through the cracks without established processes in place and with multiple vendors involved. The first and crucial communication is with the client to understand their needs and ensure that the sustainability initiatives that the RMC/suppliers are driving align with their overall company benefits. In this part of the process, assignees would ideally engage their relocation manager/single point of contact (SPOC), to ensure the safest, most sustainable, and cost-efficient relocation process for all parties involved.

Later in the relocation process, communication becomes critical again. For example, waste soars when trucks make repeated trips due to poor scheduling. Carbon emissions spike when service activations are misaligned. Plastic and paper household goods wrapping can easily be wasted and go to landfill. Essential details can easily get lost due to the number of parties involved.

Recognizing these pitfalls, the importance of a streamlined communication process between industry players becomes evident. Building on the importance of transparent communication as emphasized by the GRI, the relocation sector faces specific challenges due to the number of vendors, time zones and logistics involved. To execute moves more sustainably, many DSPs, RMCs and their other suppliers are already adopting more sustainable practices. TRC highlights some key initiatives, including the use of hybrid vehicles or EVs to transport household goods, the use of energy-efficient warehouses for storage and virtual property tours, for example.

By implementing changes across transportation, housing, technology, and materials reuse, the relocation industry can collectively take measures to reduce its environmental footprint. Communication and coordination underpin these efforts to ensure sustainability practices are aligned across all partners in the supply chain. But there are nuances to every move, and where can further improvements be made?

An added layer of complexity is that sustainability encompasses more than just environmental conservation - social and governance factors are also areas that relocation partners must align on and communicate shared values. By prioritizing structured communication channels and proactive coordination, relocation specialists can coordinate moves with even more efficiency. Some key strategies include:

•                  Guiding assignees and sharing sustainable relocation options where they exist, enabling assignees to make informed relocation decisions that minimize environmental impact. This may include presenting less harmful alternatives, when available, to empower assignees to reduce their carbon footprint.
•                  Considering all move aspects and centralizing contact points between assignees, landlords, utility companies, schools and other entities.
•                  Eliminate confusion on who needs what information and when.
•                  Align property check-in requirements and status to eliminate the need for multiple visits by property agents, cleaners and repairmen.
•                  Providing clear guidelines and checklists for sustainable packing, cleaning, maintenance requests, etc. Set clear expectations.
•                  Collecting feedback during and after the relocation to uncover gaps and lessons learned.
•                  Continuously improve processes and share best practices with internal teams and industry peers.
•                  Share curated information with assignees on sustainable practices before, during and after the move to their new location.
•                  Continue to identify how relocation and assignment management tools such as Relocation Online and Assignment Pro can streamline processes and reduce the carbon footprint of emails and communications.

With today's abundant technologies, there are more options than ever to connect teams across geographies and time zones. The expertise of relocation professionals is needed not just in arranging the physical aspects of the move but also in managing the communication and relationships that tie it all together. As the Mercer Worldwide Survey of International Assignment Policies and Practices showed, more than one-third of North American companies rank improving technology to manage mobility as a high priority (rated 4 on a scale from 1 to 4), compared to a quarter in Europe and 17% in APAC, so there is room for improvement. However, it must be noted that not all practices, for example, enabling self-moves, may be in line with the client's program goals. Many companies are currently looking to reduce costs whilst some sustainable practices may involve increasing costs, for example utilizing sustainable packaging.

Fully embracing sustainability requires both operational streamlining and transparent communication. By clearly conveying sustainable practices and ensuring each step of the move is well coordinated, RMCs and DSPs can strengthen partnerships, add value, and differentiate themselves. The role of efficient communication in executing sustainable moves at scale is now critical. It may not be an obvious sustainability tool, but communication can yield significant ESG and cost benefits.

In an increasingly interconnected world, the Asia-Pacific region is poised to benefit immensely from the regionalization of talent mobility.

The article on Development Asia, "Asia-Pacific Stands to Benefit from the Regionalization of Talent Mobility: Here's How," delves into the various aspects of this transformational trend. The article highlights the numerous advantages the movement of talent brings to individuals and businesses.

Enhanced Career Opportunities

One of the most significant advantages of regionalizing talent mobility is the abundance of career opportunities it presents. The article rightly points out that the seamless movement of skilled professionals across the Asia-Pacific region can help individuals discover new and diverse job opportunities. Relocating professionals can explore positions that may not have been available in their home countries, leading to career growth and personal development.

Economic Growth and Innovation

The article underscores the economic benefits of the regionalization of talent mobility. As skilled workers move across borders, they contribute to a more dynamic and innovative business environment. Companies can tap into a broader talent pool, bringing fresh perspectives and ideas. This, in turn, fosters economic growth and technological advancements, creating a win-win situation for both businesses and individuals.

Knowledge Transfer

The exchange of knowledge and expertise across borders is another key highlight of regional talent mobility. Professionals who move from one country to another bring a wealth of experience and skills. This knowledge transfer can help improve industry standards, services, and product quality and create a more competitive and robust regional workforce.

Cultural Exchange and Diversity

The article rightly emphasizes the role of regional talent mobility in promoting cultural exchange and diversity. As individuals from different countries work together, they bring their unique cultural perspectives and experiences to the workplace. This cross-cultural interaction enriches the work environment and promotes understanding and collaboration between nations.

Strengthening Regional Relationships

Regionalization of talent mobility is not just about individuals seeking opportunities; it also significantly strengthens diplomatic and economic relationships between countries in the Asia-Pacific region. The article highlights that talent mobility can lead to the development of stronger regional networks and partnerships, fostering greater cooperation and solidarity.

Skill Upgradation

Relocating professionals often need to adapt to new environments and work cultures. This adaptability and willingness to learn new skills can lead to personal and professional growth. As mentioned in the article, the process of adapting to different markets and industries can be an excellent opportunity for professionals to upskill and broaden their skill sets.

The Asia Talent Mobility Alliance (ATMA) was created to aid in developing talent mobility within and to Asia. The importance of a community where employers and companies that deliver services to support the relocation and quick settlement of employees in new locations can be echoed in the list of positive attributes for talent mobility listed above. The relocation industry is a profession that assists employees in being productive in their new location quickly, spending less time focused on the many challenges of moving themselves and their family from one place to another, especially when those moves are across borders. 

ATMA membership is open to anyone who supports the movement of talent, including HR and talent mobility teams at corporations and the many support services such as household goods, temporary housing, destination services, and more that enable that movement.  Join now.

ATMA's Mentorship Program is Launching.

Our most recent webinar explored answers to those who question, Is mentorship for me?

The Mentoring Asia Program, or MAP offers benefits for all participants whether they are mentors or mentees.  

We've gathered some of the top thoughts from the webinar:

1. Mentoring is a powerful way for both mentors and mentees to grow and be successful. It's not just about benefiting the mentee but also the mentor.

2. Mentoring provides a platform for sharing experiences, ideas, and honest feedback, helping individuals in their personal and professional development.

3. It offers an opportunity for mentors to use skills they might not have used for years and to reflect on their past experiences for personal growth and learning.

4. Mentoring is seen as a valuable leadership skill, especially in the context of empathetic leadership, which is gaining importance in today's leadership landscape.

5. The mentor-mentee relationship is a two-way learning process, where both parties exchange ideas and knowledge, making it a mutually beneficial experience.

6. In regions like APAC, where opportunities for professional networking and community-building may be limited, mentoring can help create a sense of community and connect professionals.

7. Mentoring is essential for navigating non-traditional career paths, providing mentees with the support, advice, and vocabulary needed to progress in their careers.

8. It allows mentees to seek guidance and validation for their unique career interests, especially when those interests don't follow a conventional path.

9. Finding the right mentor can be a crucial step, even if it means reaching out to high-level senior leaders who can offer unique perspectives and support.

10. Practical tips for maintaining a successful mentoring relationship include taking ownership of your development, making time for mentoring, and viewing it as an investment in personal and professional growth.

You can watch the entire episode on Youtube or bilibili

If you're interested in joining the MAP program, it is free to all members.  Explore more about the program in the Member's Section.

In today's rapidly evolving world, the global mobility landscape is undergoing significant transformations. Recent updates in Indian immigration rules and shifts in global work trends are reshaping the way businesses manage talent mobility. In this blog post, we'll provide you with a brief overview of a recent video that delves into these critical changes.

A Positive Shift in Indian Immigration Rules

Foreign Nationals of Indian Origin: India is home to a diverse expatriate community, including foreign nationals of Indian origin holding foreign passports. Until recently, many of them faced stringent requirements when it came to working in India.

Employment Visa and Dependent Visas: Traditionally, foreign nationals needed an Employment Visa to work in India, while their spouses were granted dependent visas, preventing them from seeking employment.

Interpretation Challenges at Overseas Consulates

Payroll Relocation Dilemma: However, a nuanced challenge arises as different overseas consulates interpret these rules differently. Some insist on moving the employee's payroll to India, creating a significant shift in how assignments are managed.

Lack of Specific Regulations: While some consulates advocate for this payroll relocation, no specific regulations support this interpretation. This adds complexity to the already intricate process of global mobility.

Housing and Schooling Considerations in India

Housing Supply and Rental Rates: The video discusses the fluctuating rental housing supply in various Indian cities, emphasizing the importance of securing accommodations for expats.

International School Fees: For families, international school fees in India range from 6,000 to 36,000 per year, depending on the city, school, and grade level. Flexibility in admissions helps expat families plan their children's education effectively.

Managing Business Expectations in a Changing World

Collaboration with HR: The evolving work landscape calls for increased collaboration between Global Mobility teams and HR departments. Aligning mobility solutions with remote work and hybrid models is now crucial.

Policy Revision: To adapt to changing employee preferences and business requirements, organizations are revising their mobility policies. This includes offering more flexibility in benefits and accommodating permanent moves.

The Challenge of Cross-Functional Integration

Complex Issues: The video highlights the complexity of dealing with issues like remote work and compliance. It emphasizes the need for cross-functional integration across various departments, such as HR, data protection, and tax compliance.

Taxation and Compliance Challenges

Accurate Reporting: Accurate data reporting and compliance are imperative. Recent changes in tax regulations require organizations to be meticulous in their financial records.

No Clear OECD Guidelines: While the Organization for Economic Co-operation and Development (OECD) is studying the implications of remote work, there are currently no clear guidelines on how it affects taxation. Individual country laws take precedence.

Ensuring Compliance and Transparency

Tracking Remote Work: For organizations, tracking where employees are working remotely is vital to ensure compliance with tax and labor laws.

Employee Transparency: Employees play a crucial role in this process. It's essential for them to be transparent about their remote work arrangements, helping organizations manage compliance efficiently.

The global mobility landscape is evolving rapidly, and businesses must adapt to these changes to effectively manage their international workforce. This blog post provides a sneak peek into the insightful discussions in the video, but we encourage you to watch the full video for a deeper understanding of the complex and ever-changing world of global mobility in India.

ATMA Webinars are available through the Members Resources Section.  They are also available via our Youtube or bilbili sites.

View upcoming webinars and events.

Relocating to a new country is a complex process, and when it comes to Japan, a country known for its rich culture and traditions, it's essential to stay informed about the latest trends and challenges in the global mobility landscape.

ATMA’s panel shared their thoughts on the current challenges and trends for talent mobility in Japan

• Immigration screening times are getting shorter, with an average processing time of one month.
• Japan is becoming more open to non-traditional immigration applications, including same-sex partners and extended family members.
• Electronic Certificate of Eligibility (CoE) copies are available but may be unreliable; physical copies are recommended.
• Drastic decrease in temporary housing availability for middle-class business travelers during the pandemic.
• Remote work trends are driving demand for larger living spaces among local hires and younger employees.
• International schools in Japan face challenges related to space and competitive admissions processes. Limited availability and high demand necessitate rigorous selection criteria.
• Some schools are relocating to suburbs or consolidating facilities to accommodate more students.
• Japan's ranking as an expensive destination has dropped due to a weakening yen, but prices have risen in absolute terms.
• Protectionism in immigration and tax regulations is on the rise globally, posing challenges for remote workers and payroll compliance.

ATMA webinars are available via our Members Resources Section or view on our Youtube or bilibili site. 

Mentorship is a transformative relationship that has the potential to benefit anyone, regardless of age, background, or career stage. Whether you're a recent graduate, a mid-career professional, or a seasoned veteran in your field, statistics overwhelmingly demonstrate the positive impact of mentorship.

Here are just a few:

•  According to a Gallup poll, employees who have a mentor are three times more likely to feel engaged at work.
• The Association for Talent Development (ATD) reports that 75% of executives credit their success to having a mentor.
• Research by the American Society for Training and Development (ASTD) reveals that people who receive mentoring are promoted five times more often than those who don't.
• A study published in the Journal of Vocational Behavior found that mentees reported significant skill improvement in areas such as communication, leadership, and problem-solving.
• In the same study, 84% of mentees said they were more confident in their abilities after being mentored.
• A study conducted by Sun Microsystems found that employees who received mentoring increased their productivity by 88% compared to those who did not.

The ATMA Mentoring Asia Program is launching soon.  To learn more, visit the Mentorship page under Education.  Members can find even more details in the Member’s Only Mentorship section.  Participation in MAP is included in ATMA membership.

Curious and want to discover more?  Perhaps ask some questions?  Join our webinar on October 18 at 4:00 HKT for a discussion on the invaluable benefits of mentoring.  Register now to attend live or to receive a recording.

Asia is a dynamic region that is and will drive global growth for years to come. The Asian Development Bank (ADB) was developed to help enable that growth. ADB recently released a report outlining their work with the Association of Southeast Asian Nations (ASEAN), titled "The ADB's Role in ASEAN Integration: Pillars of ASEAN." One of the pivotal pillars, Pillar 3, revolves around "Growth and Competitiveness," aiming to foster regional economic growth and enhance competitiveness. To this end, the Asia Talent Mobility Alliance (ATMA) - www.asiatma.com - emerges as a key enabler in supporting successful talent mobility in the ASEAN and Asia regions, that is a key component to success for the Pillar 3 goals.  

Pillar 3: Growth and Competitiveness:

The third pillar of the ADB's ASEAN integration strategy, "Growth and Competitiveness," revolves around stimulating economic growth, enhancing regional competitiveness, and promoting innovation. It recognizes the importance of facilitating cross-border trade, investment, and connectivity to drive regional economic expansion. This pillar also emphasizes the need to invest in human capital, recognizing that a skilled and adaptable workforce is essential for sustained growth and competitiveness.

The Asia Talent Mobility Alliance (ATMA):

The Asia Talent Mobility Alliance (ATMA) is a new industry association that aligns perfectly with the objectives outlined in Pillar 3. As global markets become increasingly interconnected, talent mobility plays a critical role in driving growth and enhancing the competitiveness of both individuals and businesses. Through its work, ATMA acts as a catalyst for effective talent mobility within ASEAN and across Asia.

ATMA's Role in Supporting Pillar 3:

• Enhancing Regional Collaboration: ATMA brings together members of the talent mobility community to facilitate collaboration and knowledge-sharing on talent mobility practices. This collaboration is vital for creating the policies and programs that enable growth and competitiveness as businesses hire across borders to gain access to a diverse pool of skilled professionals and ideas.
• Skill Development and Innovation: By promoting talent mobility, ATMA fosters the exchange of skills, knowledge, and best practices amongst HR and Talent Management professionals. Innovation is generated by shared expertise and a community dedicated to exploring and sharing creative solutions to talent mobility issues. Through empowered HR and Talent Mobility teams, companies help ensure they have in place the required programs to support a mobile workforce which promotes skill and leadership development in multi-national companies by creating assignments designed to build organizational knowledge and a well-rounded experience.
• Cross-Border Recruitment and Workforce Optimization: Asian companies frequently hire talent from within and outside the Region to tap into a broader talent pool or fill local needs. ATMA members specialize in helping to find that talent and helping them arrive in a new location, ready to work. This benefits the business and enhances individuals' career prospects, aligning with the goals of Pillar 3.
• Good Governance of Talent Mobility: ATMA emphasizes good governance in talent mobility practices, promoting that the relocation of employees is carried out ethically, transparently, and in compliance with regulations. ATMA members share best practices for benefits and policies promoting sustainable talent mobility practices which build on responsible growth.

ATMA's Four Pillars of Community, Advocacy, Development, and Sustainability align with ADB's Strategy 2030 to achieve a prosperous, inclusive, resilient, and sustainable Asia and the Pacific. The effective mobility of talent is fundamental to Asia's growth and competitiveness.

Value of Mobility Policies and Benefits

For relocating employees and their families, supportive benefits provide a positive experience and can help reduce failed assignments for the company. Talent Mobility Policies include:

• Reducing or Eliminating Employee Financial Loss and Compliance Risk

• Limiting Emotional Toll and Lost-Time at Work

• Retaining Talent and the Enhanced Skills Developed

The above list is far from exhaustive. As the support for a diverse mobile workforce advances towards customized and individual support programs, it will continue to grow well into the future.

Asia Talent Mobility Alliance is a not-for-profit organization whose vision is to enhance the innovation and development of the talent mobility industry of Asia. ATMA is a member-driven and volunteer-run organization whose work is enabled by membership fees and sponsorships.

By promoting collaboration, skill development, innovation, and responsible mobility practices, ATMA contributes significantly to achieving the goals outlined in Pillar 3. As ASEAN and Asia continue to evolve, the synergy between ADB's strategy and ATMA's initiatives is poised to create a more prosperous and competitive regional landscape.

In a rare instance of collaboration amidst diplomatic tensions, China and the United States have agreed to double the number of flights between the two nations. The move has captured the attention of various sectors, including the relocation industry, which is poised to benefit from increased connectivity.

Key Details of the Agreement

The article published in the South China Morning Post highlights several key details that underscore the significance of this aviation agreement:

Diplomatic Relations: The approval of double flights signals a willingness from both sides to engage in dialogue and foster a more cooperative atmosphere. This could lead to increased opportunities for collaboration across sectors, including the relocation industry.

Frequency Expansion: The agreement allows for a substantial increase in flights, doubling the weekly flights between the two nations. This frequency expansion is expected to streamline business and personal travel, making international relocation more convenient and efficient.

Airline Engagement: Both Chinese and American airlines are set to benefit from this arrangement. Not only will it facilitate business operations and tourism, but it could also help improve the attractiveness of relocation assignments to and from each country.

Enhanced Mobility: With increased flights, employees and their families will have more flexible travel options, facilitating smoother cross-border relocations. This heightened mobility is a welcome change for the talent mobility industry and individuals moving between countries.

The recent approval of double flights between China and the United States provides hope for improved relations and cooperation between these two global powers. The expansion in air connectivity has far-reaching implications for various sectors by further facilitating the movement of individuals and families across borders.