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How to Maintain Job Satisfaction of Global Employees

By July 3, 2017 April 26th, 2019 No Comments
How to Maintain Job Satisfaction of Global Employees

Working with global employees can be both exciting and daunting, especially if an organization is entering a new market. Expectations are vast and new lines of communication must be developed to keep employees in each of your company’s international locations on the same page. With a well-developed action plan, companies can keep global employees satisfied and contributing towards company goals for years to come.

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Developing and Maintaining Global Employee Satisfaction

The benefits of a highly-engaged workforce can be seen throughout all aspects of an organization in more ways than one. Increased employee engagement can lead to happier, more productive and loyal employees. For example, happy, engaged employees are proven less inclined to file claims against their employer. When employees feel loyalty and connection from their employer, they want to show it back in return and are not as likely to file worker’s compensation or unemployment if an unpleasant circumstance should arise during their tenure.

To foster global employee happiness, companies need to develop and maintain practices that increase engagement, dedication, and tenure. Satisfied employees are proven to stay with a company longer, which in turn, reduces turnover and the amount of time and money a team needs to spend recruiting and onboarding new team members overseas.

Companies can increase satisfaction by developing a strategic plan for success that encourages team building, supplemental benefits, and cultural understanding. It is important for companies to ensure global employees don’t feel disconnected and are consistently included in company decisions and updates. Keeping all sectors of an organization connected decreases silos and communication gaps while building a highly aware workforce that feels connected at every level and location.

In addition to a focus on communication, businesses need to make sure they understand the cultural implications of the country in which they are operating. Companies need to go beyond compliance with local labor laws to learn what employees in the country expect from their employer. For example, 60% of prospective employees in Singapore view work-life balance as the key to staying in a job. Companies should also consider which supplemental benefits to offer to global employees. These benefits range from higher wages and foreign language classes to benefits for their families, like schooling and spousal job placement. The combination of the right benefits and cultural understanding shows global employees they are valued by their company.

Businesses need to develop a solid action plan focused on the satisfaction of global employees along with a strategy for maintaining this satisfaction well into their tenure.

Using In-Country Partner Services to Work with Global Employees

Working with global employees can be an overwhelming task if a team is attempting to manage it in-house. When entering a new market, a company can take the burden off of their team by partnering with services and organizations that have direct experience in a target country. These businesses not only guide companies through the compliance requirements for hiring and payment but also help navigate the cultural expectations.

Partnering with a service, such as an International PEO (Professional Employer Organization), helps your organization develop a legal presence in your new country so you can hire, pay and manage team members with ease and expertise. This Employer of Record solution is a method of hiring global employees without having to establish or maintain a foreign corporate entity.

Keep employees in all of your global offices engaged and satisfied with an International PEO solution. To learn more about the benefits of this employment method, get in touch with the team of experts at Velocity Global! We are ready to answer your questions about global expansion and how to work with team members in new markets.