emerging trends in global mobility: india · 2014-12-03 · cartus 2008 emerging trends in global...

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PERSPECTIVES ON

INDIA

2008

EMERGING TRENDS INGLOBAL MOBILITY:

Cartus 2008 Emerging Trends in Global Mobility: Perspectives on India 2

CONTENTS I. EXECUTIVE SUMMARY Introduction and Objectives . . . . . . . . . . . . . . . . .. . . . . . . . . . . 3

Highlights of Findings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

II. FINDINGS

1. Respondent Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

2. Demographics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

3. Transfer Activity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

4. Geographical Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

5. Business Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

6. Assignment Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

7. Assignment Challenges and Obstacles . . . . . . . . . . . . . . . . 14

8. Policy Approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

III. APPENDIX List of Responding Companies . . . . . . . . . . . . . . . . . . . . . . . . . 19

This survey was conducted in association with the U.S. National Foreign Trade Council


I. EXECUTIVE SUMMARY Introduction and Objectives

The Cartus 2008 India Mobility Trends Survey, co-sponsored by the U.S. National Foreign Trade Council, was conducted in May/June 2008 and attracted responses from 154 practitioners.

The survey’s main aim was to identify mobility trends related to India and to determine the extent to which issues in India are sufficiently distinct as to warrant a different approach to relocation policy. This brief survey focused principally on business and social issues that underlie international assignment policy, rather than on policy practices themselves. Nevertheless, the findings can be easily translated into policy decisions that apply appropriately to this unique location.

Four mobility categories were studied: 1. Assignments into India; 2. Assignments out of India; 3. Assignments within India; and 4. The return of Indian nationals who have living/working experience

abroad.

The final category represents Indian nationals, particularly those with Western management and leadership experience, who have been tapped by their global organizations to return to work in India, primarily on temporary assignments.

Cartus International Surveys This survey is part of a continuing research initiative undertaken by Cartus on behalf of clients active in all parts of the world. Over the past six years, Cartus has conducted its global benchmark study, Global Policy & Practices Survey, in 2002, 2004, and 2007. Results of the most recent version of the study serve as an important point of comparison for the current study on India. The India survey itself follows a similar single-country survey, the 2007 China Mobility Trends survey, which paid particular attention to move patterns and policies involving Tier 2 and Tier 3 cities. In addition to these surveys, which focus on mobility activity and related policy issues, we are active in studying the implications of corporate strategy and culture on mobility patterns. The upcoming pulse survey on Talent Management will delve into this topic on an objective basis.


Survey Highlights Mobility involving India needs to be understood as a complex fabric of business and cultural factors. As this study reveals, each mobile population—inbound, outbound, intra-India, and returning Indian nationals—has its own individual profile, purpose, and challenges. Moreover, as reported in the 2007 Global Policies & Practices Survey, India is second only to China as the most challenging country for international assignments.

The inevitable conclusion is that devising realistic mobility goals and constructing effective policies to support them begin by differentiating these sectors and applying individual strategies developed for each part of this matrix.

Following are the major findings of this survey in summary.

► Assignment Volume Remains Strong. Volume into, out of, and within India has grown on all fronts and is expected to continue increasing at an accelerating pace for all but outbound moves (ironically, the most common type), which are expected to continue growing at an essentially constant rate. Overall, 57% of respondents see volume increasing, and 3% see it decreasing.

► Long-Term Policies Remain Popular. Unlike the general trend globally (documented in the 2007 Cartus Global Policy & Practices Survey), long-term assignments (those one year or longer in duration) failed to decrease in frequency over the past three years, but are expected to moderate in the future. Nineteen percent more respondents (69% versus 50%) expect short-term assignments to increase in frequency in the next two years, compared with the past three years, in line with a global drift to lower-cost assignments.

► Destinations Favor Tier 1 Cities. Respondents overwhelmingly favor Bangalore (officially Bengaluru), Mumbai, and Delhi among their top three destination cities. Most companies (76%) see no geographical expansion occurring in India. One factor delaying this expansion is likely the consistent concern over living conditions (housing, infrastructure, schooling) in India.

► Assignments Are Predominantly Outbound. Four times as many assignments involve employees traveling outbound (52%) as inbound (12%). Relocations within India make up approximately one-third of the average company’s volume (30%).

► Assignee Profiles Vary Dramatically. Although employees moving into India are predominantly male (82%), 73% of outbound assignees are female. Additionally, inbound assignees are much older by comparison—only 26% of inbound assignees are younger than 30, compared to 63% of outbound assignees. A similar pattern emerged


from the 2005 Cartus survey on China, where outbound assignees were nearly twice as likely to be female as were inbound assignees (28% versus 15%).

► Assignee Profiles Correlate Closely With Mobility Goals. Contrasting assignee profiles reflect the different purposes for these assignments: for inbound assignments, the main role is managerial or skill transfer; for outbound moves, the main purpose centers on personal development. By virtue of the much greater volume of outbound assignments, companies are clearly placing greater emphasis on developing the potential of Indian nationals.

► Recruiting and Retention Are Paramount. The business issues of greatest concern to companies involve challenges related to inbound and intra-India mobility, despite the fact that most activity is outbound. Recruiting and retention was mentioned by more than half of the respondents (53%) as a business concern, followed by living conditions in India (34%) and expatriate housing (33%).

► Family Issues Lead the Assignee Challenge List. For inbound assignees, family and personal circumstances (57%) constituted the leading reason for refusing an assignment to India. Similarly, family adjustment (46%) was by far the most common cause of assignment failure. By contrast, family issues were only a secondary concern (at 14%) for outbound moves.

► Cultural Issues and Language Pose Obstacles. For outbound assignees, cultural differences and communication/accent issues were the most important issues, pointing to a gap in intercultural awareness and in communication skills (involving more than language proficiency) as contributing factors. This finding reinforces the notion that effective communication in countries that share a common language presents its own unique and widespread adaptability challenges.

► Revisions to Policy and Exception Levels Are High. Essentially half of companies responding (49%) reported having revised their policy over the past two years, one-third of those having made major revisions. More tellingly, only 56% of companies use their global policy for India, and 64% report that they allow exceptions to policy. Thus, whether formally or by exception, policy appears to be a challenge.


II. FINDINGS 1. Respondent Profile

The 154 companies responding to this survey represent, by and large, major multinational organizations (see the Appendix at the end of this report for a listing of the 66 clients who allowed their names to be reported). These companies have an average of 40,597 employees in total, 2,870 of whom reside permanently in India. They reported a total assignee/transferee volume of 178, which represents 0.4% of their total employee base. The breakdown of total moves by type is shown in Chart 1.

Over one half (52%) are outbound assignees, several times as many as are on assignment inbound to India (12%). Returnees form the smallest sector, at only 6% of transferees.

CHART 1. Assignment/Relocation Volume Average % of Total

Inbound 21 12 Outbound 93 52 Intra-India 54 30 Returnees 10 6

Total 178

More than two-thirds (68%) of companies responding are headquartered in the United States or Canada. EMEA-based companies account for 28% of responses (13% in the UK) and 4% are Asia-Pacific based.

The industries represented by respondents favored finance and high-tech, a result that is consistent with the advanced educational profile of the workforce in India. Chart 2 shows the leading industry classifications.

CHART 2. Industry Classifications of Respondents Industry %

Banking, Finance, Insurance & Real Estate 14 Computers & Electronics 12 Telecommunications & Media 8 Miscellaneous Manufacturing 8 Consumer Products & Retailing 7

More than half of all assignees are outbound and tend to be on assignments emphasizing self-development.

On average, a responding company moves 178 employees, or just less than ½% of its total employee base, to, from, or within India.


2. Demographics Charts 3, 4, and 5 demonstrate the breakdown within inbound, outbound, and intra-India assignee groups based on three criteria: gender, age, and family status.

Chart 3. Breakdown of Assignment Types By Gender. Chart 4. Breakdown of Assignment Types By Age. Chart 5. Breakdown of Assignment Types By Family Status.


Several striking differences are apparent that, when correlated with other results of the survey, underscore the fact that employees affected by different policy types represent distinct and different populations. This fact alone may influence decision makers in the design of policies appropriate to these groups. Let us examine these groups in greater detail: A. Employees from another country on assignment in India. This group is overwhelmingly male (82%), averages between 30 and 39 years of age (40%), and is married, accompanied by family members (53%). Their profile corresponds closely with the largely managerial role these individuals are intended to fill (refer to Chart 11 in Section 6 below for more detail). One would expect that the support level given to this group would be strong, by virtue of their managerial or leadership roles and their accompanied family status, whether they were on long- or short-term assignments.

B. Employees outbound from India on assignment in another country. It comes as a surprise that, according to the results, this group is predominantly female (73%), under 30 (63%), and married, accompanied by family members (60%), which might include extended family. This profile aligns with employees eager for self-development (refer to Chart 12 on page 13) and looking for opportunities outside India.

C. Employees relocating within India. This group is predominantly male (83%), fairly evenly balanced between under 30 and 30-39 (42%), and single (43%). Within this group, the main issues are advancement and compensation. For companies relocating this population, retention is a concern, as employees do not necessarily attach much value to staying with the same company if a more lucrative opportunity presents itself.

3. Transfer Activity Over the past three years, an overwhelming majority (97%) of respondents indicated that their assignee population had increased or remained constant. A full 57% saw an increase, while only 3% witnessed a decrease, a ratio of 19 to 1. No matter the direction of move (into, out of, or within India), respondents report a pattern of increase across the board, both historically (past three years) and anticipated for the future (next two years), with some variation by type. Again, less than 2% of respondents report a decrease of any kind.

Traditional moves into and out of India outpaced intra-India moves and returnees (Indian nationals who have been living and working outside of India for a period of time), looking both backward and forward (see Charts 6 and 7). Respondents expect a modest increase in the rate of expansion in moves into India and intra-India (by approximately 5%). However, they anticipate a minor slackening in the rate of increase in India outbound moves

All types of mobility have grown and all but outbound moves are expected to increase their rate of growth.

The profile of outbound assignees is strongly female, married, and under 30 years in age.


over the next two years (45% growth anticipated), compared to the past three years (47% growth experienced).

Chart 6. Activity By Move Type (Past 3 Years) Chart 7. Activity By Move Type (Next 2 Years) Long-Term Versus Short-Term Assignments Looking back over the past three years, the overall growth pattern did not vary dramatically when comparing long-term assignments (one year or longer) and short-term assignments (less than one year): long-term assignments increased by 64%, while short-term assignments rose by 50% (see Chart 8, which also compares historical with projected activity).


Chart 8. Trends in Long- and Short-Term Assignments This pattern does contrast substantially with the findings of the Global Policies & Practices Survey conducted by Cartus in 2007 with respect to short-term assignments. While India is remarkably representative of global practices with respect to use of long-term assignments (only a 1% difference), over the past three years 18% fewer companies saw an increase in short-term assignments in India (68% versus 50%). But the pattern is expected to change.

Future Perspective Although companies expect activity over the next two years to mirror the historical pattern of the past three years in India in broad terms, they see a shift in the balance between long- and short-term assignments. Respondents see a major rise in short-term assignments (up 19% to 69%). However, respondents anticipate long-term assignments will continue at a similar pace (64%), unlike the 44% increase in long-term assignments projected in the Global Policies & Practices Survey.

The continued reliance on more expensive long-term assignments in India may be directly linked to certain skill sets in the local employee base, reflected in both the strong developmental component for India outbound moves and the managerial functions served by many inbound assignees.

Bucking a global trend, long-term assignments in India are not expected to slow, while short-term assignments are expected to jump in frequency.


4. Geographical Trends

Three locations—Bangalore (Bengaluru), Mumbai, and Delhi—constitute the predominant destination locations for assignments to India, both historically and in the immediate future. Chennai (formerly Madras) is the fourth most prominent destination and is mentioned less than half as often as the top three cities. Chart 9 shows the frequency with which respondents mentioned these cities in their list of top three destinations.

CHART 9. Tier 1 Cities: Frequency As Destinations (Past 3 Years and Next 2 Years) Past 3 Years Next 2 Years

Bangalore 74 % 76 % Mumbai 71 71 Delhi 53 53 Chennai (Madras) 26 24 Hyderabad 24 24 Kolkata (Calcutta) 1 1

The following map demonstrates the locations of these cities and the other three Tier 1 cities.

The most common destination cities are Bangalore, Mumbai, and Delhi.


Among Tier 2 cities, Pune was mentioned by 59% of respondents as the most common destination, perhaps because of its reputation as an academic center and its relatively advanced physical infrastructure. The next most frequent location was Ahmadabad, with only a 12% mention. Overall, there is a slight broadening trend in Tier 2 assignment destinations (22% see an increase), although more than three out of four respondents (76%) see no change at all.

5. Business Issues Mobility programs are, in large measure, a response to business needs and conditions. In recognition of the uniqueness of India as a source of and destination for assignees (e.g., a high level of English speakers, but significant cultural differences), respondents, when asked about the greatest concern to their companies, noted a wide variety of business issues (see Chart 10).

CHART 10. Business Issues of Greatest Concern*

%

Recruiting and retention 53 Living conditions in India 34 Expatriate housing 33 Cost control 30 Designing equitable expat compensation packages 24 Availability of adequate infrastructure 23 Conforming to local government employment regulations 21 Business conditions in India 15 Expatriate immigration and residency permit issues 14

*multiple responses possible

Recruiting and retention ranked #1, mentioned by 53% of respondents. The next issue, living conditions in India, was followed closely by two related issues, expatriate housing and availability of adequate infrastructure. These findings suggest two factors at work: (1) offering an international opportunity to Indian job applicants is often a requirement as part of recruiting and retaining talent in a competitive market, and (2) assignees moving to India share a general concern over living and environmental conditions.

Cartus’ own experience in working with companies sending assignees to India has shown that the fast-paced expatriate housing market in India is causing companies to update housing allowance data tables more frequently than data providers do in order to keep pace.

Only a small minority of companies (22%) expects to expand into Tier 2 cities.

Living conditions and housing rank unusually high as company business concerns re: assignees.


6. Assignment Strategies

Assignment Motivators and Threats Not unexpectedly, respondents voiced different motivations for relocating employees into and out of India. Transfer of skills and knowledge ranked first as an inbound assignment driver (at 61%), followed by three closely related factors: starting up operations (at 45%), developing local skills (41%), and project work (37%) (see Chart 11).

CHART 11. Drivers of Inbound Assignments* %

Transfer of skills and knowledge 61 Starting up operations 45 Developing local skills 41 Project work 37 Developing global leadership 33 Business consolidation and integration 19 Group moves & joint ventures 13 Mergers & acquisitions 9 Relocation of regional offices to India 8 Other 2

*multiple responses possible

By contrast, no single strategy for outbound assignments gained mention by more than 50% of respondents—the highest rated reason was company need to develop key employees (49%) (see Chart 12).

CHART 12. Drivers of Outbound Assignments* %

Company need to develop key employees 49 Receive technical training 44 Develop employee management skills 29 Employee desire for career development 28 Corporate culture transfer 23 Managing margins on global project teams 14 New-hire orientation 8 Other 10

*multiple responses possible The main difference between inbound and outbound moves is the focus for outbound assignments on developing the employee, in terms of leadership, skill/technical ability, and cultural awareness. The highest rated organizational (i.e., non-developmental) reason for an outbound move was managing margins on global project teams, at 14%.

Skill transfer, a tactical goal, dominated the reasons for inbound assignments, while developmental goals for assignees governed outbound moves.


Clearly, the makeup of assignee populations and the motivations for relocating them vary significantly between inbound and outbound moves and reflect distinct—and ultimately non-interchangeable—business roles played by Indian employees and their non-Indian counterparts.

7. Assignment Challenges and Obstacles Inbound Moves The primary reasons that employees are turning down assignment opportunities into India are family or culturally driven and reflect perceptions of the country itself. While 57% of respondents said that family and personal circumstances was the most important reason for turning down an assignment to India, children’s education and spouse career concerns were also in the top four most frequent responses. Cultural challenges (33%) was the second most common reason. Concern for safety ranked fifth, at 15%.

The top three reasons for assignment failure have strong alignment with reasons for not going in the first place. Specifically, nearly twice as many respondents cited difficulty in family adjustment (46%) as they did any other reason, followed by cultural differences (30%) and assignee’s personal style (22%).

All three factors relate to interpersonal issues, testifying to the importance of cultural self-awareness and the need to emphasize selection and pre-assignment training in order to mitigate the challenges of assignments into India. The fact that an assignee’s personal style is one of the top three reasons for failure correlates with a lack of cultural self-awareness for the employee and demonstrates the need to emphasize selection and pre-departure intercultural training for assignments into India.

Outbound Moves The top four challenges identified by participating companies for assignees moving from India are strongly linked to culture, communication, and adjustment. Thus, cultural differences posed the major challenge (mentioned by 35% of respondents). Family issues (at 14%), which was the major cause of assignment failure in India, represented only a secondary concern in assignments outside of India, replaced by cultural and communication issues in importance.

These findings highlight a greater need for pre-departure cultural training and communication training support (from accent reduction instruction to greater company support for the assignee’s integration while on an assignment) in order to ensure greater success for Indian employees.

Family concerns and cultural challenges were leading causes of both assignment refusals and failure.

For outbound moves, cultural issues outpaced family issues as mobility challenges.


CHART 13. Outbound Assignment Challenges

Indian Nationals in India An important aspect of mobility for India is the group of Indian nationals who either relocate within the country or, having left India to study and work abroad, now return to India as international assignees (returnees). Given their numbers and the disparity between pay scales that may exist, multinational companies frequently face challenges dealing equitably and effectively with these populations.

Assignees who are localized to another site in India (i.e., supported at the level of a local employee, as opposed to an international assignee) experience two principal difficulties, both financially rooted: housing cost (mentioned by 18% of respondents) and compensation (base salary, incentives) (17%). By comparison to other challenges faced in mobility programs and to other challenges for localized employees, these issues are not so pronounced. In fact, a number of issues of relatively equal weight were mentioned, including: housing availability (12%), spouse employment (11%), integration into local workforce (11%), quality education (10%), quality medical care (9%), and income tax readjustments (9%).

For returnees, the picture is similar, except that compensation (22%) rises to first place in importance. The returnee category of assignee presents a challenge for the organization and the employee alike. The challenge is often related to conflicting expectations of assignment status. Whereas an organization may assume that the returnee is closer to a local employee in status and therefore may not offer a traditional international assignment package, the returnee views his/her knowledge of Indian culture, combined with a Western education and work experience, as an asset that merits international assignment status. Thus, the compensation concerns and challenges arise.

Indian nationals are most concerned with financial issues when they move within India or return from an assignment.


8. Policy Approaches Global Versus Custom Given the highly individual nature of relocation involving India, the survey sought to understand the extent to which companies support these moves differently than those involving other countries. In fact, nearly two-thirds of companies responding (64%) stated that they use their global mobility policy alone for moves into India and just over half (56%) use a global policy for moves out of India. Only 5% have an India-specific policy for inbound moves and 22% for outbound.

The key finding relative to policy, however, is the prevalence of a hybrid policy approach: 24% of companies use a combination of global, regional, and India-specific policies for inbound moves and 20% for outbound.

Looking at these data in a different way, 36% of companies use an alternative to a global policy for moves into India and 44% do so for moves out of India. This compares to only 28% in the 2007 Policies & Practices Survey who use either a regional (5%) or country-specific (23%) approach to policy.

Exceptions to Policy While the above section showed 56% of companies using their global policies for assignments into India, nearly two-thirds (64%) of companies find it necessary to allow exceptions to existing policies to meet individual needs. For some companies exceptions clearly approach becoming the rule. For example, 24% of respondents employ exceptions somewhat frequently or more often.

The reasons given for granting policy exceptions reveal a strong bias toward basic living concerns, as opposed to any other reason. In an open-ended comment section, 27% of respondents mentioned issues relating to housing or living conditions, while another 25% mentioned employee or family concerns.

Tier I Versus Tier II Locations

A question related to issues encountered in placing employees in Tier 1 and 2 cities revealed similar concerns, suggesting strongly that certain fundamental environment/infrastructure differences are motivating relocating employees more than business, cultural, or compensation issues when engineering assignments to India.

In Tier 1 moves, two of the top three issues related to infrastructure concerns: the cost and availability of housing (20%) and general living conditions (18%). Family issues (20%) and cultural issues (15%) were also key. Not surprisingly, infrastructure/environment issues increased in profile (to 34%) in Tier 2 locations, followed by family concerns (20%) and cultural issues (10%).

Although a majority of companies use global, not local, mobility policies, the incidence of exceptions is relatively high.


Policy Changes

In response to changing conditions in India, 57% of companies reported that they are currently making, or have recently made, changes in their policy toward India over the past two years (see Chart 14).

CHART 14. Policy Revision (Past 2 Years) %

Major revisions 17 Minor revisions 32 Revisions currently under way 9 No change 43

Intra-India (Domestic) and Intra-Regional Policies Issues of comparable treatment are endemic in India in view of the differences in salaries and standards of living that make the country an appealing location for doing business at a lower cost and for recruiting capable workers characterized by lower financial expectations. It is therefore revealing to see how companies treat assignees who are moving within India (predominantly Indian nationals) and those who are transferring from other Asia-Pacific locations.

Comparing domestic relocations to the support given assignees originating outside the region, one-third (34%) offer a reduced benefit level, one-third (32%) make no distinction in support, and the remaining third use either a lump-sum approach (19%) or have no set pattern (14%) (see Chart 15).

CHART 15. Support for Intra-India and Intra-Regional Moves Compared to Assignments Originating Outside the Region Domestic Relocations Intra-Regional

Assignments

Reduced benefit level 34 % 21 % No difference 33 60 Lump-sum allowance 14 5 No set pattern 19 14

For intra-regional assignments, however, 60% make no distinction, while 21% offer reduced benefit levels. A mere 5% use a lump sum approach, while the remaining 14% exhibit no set pattern.

More than half of responding companies have revised their India policies in the past two years.


Local/Local Plus We asked companies to identify policy add-ons provided to employees on local and local-plus policies. To begin with, approximately one quarter of respondents said they do not have policies of either type. For those that do localize, salary enhancements are offered to 14% of those on local and 16% of those on local-plus. One-way relocation assistance is offered to 36% on local and 27% on local-plus. The main additional categories of support are tax assistance, housing, and schooling (see Chart 16).

Localization is defined as the integration of the employee into the compensation and benefits structure of the host country, either as a transfer from, or an alternative to, an international assignment for a temporary or indefinite period. According to the 2007 Global Policy & Practices Survey, and historically in the industry, localization is used most often in the United States, where host-based pay is commonly applied to assignees coming into headquarters. Transferees are expected to take local packages due to the higher compensation structure in the United States. The UK is the second most common location for localization according to the Cartus 2007 global survey. With the concerns regarding housing and infrastructure and the local salary norms, it is not surprising that localization is an infrequent approach and would be challenging when applied to India.

CHART 16. Add-Ons to Local and Local-Plus Policies Local Local-Plus

One-way relocation assistance 36 % 27 % Tax assistance 20 20 Housing 14 17 Salary Plus 14 16 Other 8 4

Employees on Local and Local-Plus policies frequently need additional financial assistance.


III. APPENDIX

Responding Companies

The following companies agreed to their names being listed. Our thanks to all companies that responded to the survey.

Accenture Acision Actimize Agilent Technologies Ahlstrom Aker Solutions Amphenol Corp. Anheuser-Busch Companies Ashland Inc. AT&T Autodesk, Inc. AXA Investment Managers Baker Hughes Inc. Bristol-Myers-Squibb Company British Airways Cadbury plc Caterpillar Inc. Centrica Cerner Corporation Chevron Corporation Cisco Credit Suisse Dell DENSO Deutsche Bank Eaton Corporation EDS Experian FedEx Express Fiserv, Inc. Fosbel Inc. Gartner

GE Healthcare GlaxoSmithKline H.J. Heinz Company Hewitt Associates Honeywell IBM India Private Limited IHG Asia Pacific Intel Johnson & Johnson JohnsonDiversey, Inc. Jones Lang LaSalle, India Juniper Networks Knorr-Bremse AG Lehman Brothers Logica PLC MetLife Group Microsoft NACCO Materials Handling Group National City Nokia Nortel Philips Electronics Qualcomm Stryker Textron Global Services The Hershey Company The Nielsen Company Universal Weather & Aviation UPS Wal-Mart Stores, Inc. Wyeth Xilinx, Inc.

Mobility Management • Outsourcing • Consulting • Intercultural & Language Training

© 2008 Cartus Corporation • All rights reserved • www.cartus.com. Cartus and the Cartus logo are pending or registered trademarks of Cartus Corporation.

emerging trends in global mobility: india · 2014-12-03 · cartus 2008 emerging trends in global...

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