Accelerate May 2015 - Page 19

Mobility As many Global Mobility leaders are aware, team resourcing is often a challenge. It is neither unusual nor unheard of to find Global Mobility programmes with a team of one. Even Global Mobility programmes with larger teams often still need additional resources.  Whether a Global Mobility programme is initially staffing an appropriately sized team or trying to scale to the growing needs of the business, increasing team resources typically requires compelling business justification. But even then, additional headcount may not be possible or even appropriate. Seagate’s programme is as fully outsourced as the organisation has found appropriate. We engage with a relocation management company, a tax provider and a global immigration law firm. While we try to outsource as much of the tactical responsibilities as possible, we have found that many matters are best left for our internal Global Mobility team to handle. This hybrid outsourced model allows our programme to maintain a high-touch approach, when necessary, since there is always an internal hand in the matter. Our employees are assured that if Seagate’s attention is ever While we try to outsource as much of the tactical responsibilities as possible, we have found that many matters are best left for our internal Global Mobility team to handle. This hybrid outsourced model allows our programme to maintain a high-touch approach, when necessary, since there is always an internal hand in the matter. - Penny Reyes Bonhagen required, as is the case with a vendor service level concern, a Seagate Global Mobility team member is always on point. One area, in particular, that generates a tremendous volume of email correspondence for our team is U.S. domestic immigration. Our Global Mobility team is structured regionally with one team member in each of the following “regions”: Americas/EMEA, China/Hong Kong, and Asia (exclusive of China and Hong Kong). May 2015 19