Articles & Whitepapers

New UK Regulation Background

As of 14 May 2025, new UK regulations now require all letting agents and relocation companies—regardless of size—to conduct financial “sanctions checks” before engaging with landlords or prospective tenants. The sanctions check is a screening process used to determine whether a person or organization appears on a government or international sanctions list.

These checks must be completed prior to signing a letting or relocation agreement. If a match is found on the UK Sanctions List—or if there is reasonable suspicion of a match—agents are legally obligated to report it to the Office of Financial Sanctions Implementation (OFSI) and halt further services.

Previously, only high-value rental agreements (those over €10,000/month) required such checks. The updated rules have removed this threshold to close all loopholes exploited by criminals using complex financial structures to evade detection.

The regulation places letting agents and relocation firms on the official list of “relevant firms” under UK financial sanctions law. This designation brings new legal responsibilities intended to combat:

• Money laundering
• Terrorist financing
• Human rights abuses
• Organized crime
• Political corruption
• National security threats

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New UK Regulation Impact

For corporate HR and mobility teams, this rule is a significant compliance consideration when managing employee relocations. It also underscores the need for updated due diligence protocols across all vendor partnerships involved in housing and relocation.

NEI Global Relocation offers global clients proactive guidance to ensure the correct support is always provided. If you have questions on this topic or other mobility issues, please contact NEI’s Mollie Ivancic, SVP, International, your NEI Client Relations Manager or your NEI Client Development contact at 800.533.7353 any time.

Further details can also be found at NEI’s UK service partner Icon Relocation or at the OFSI page on Gov.uk.

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^{This material has been prepared for informational purposes only and is not intended to provide, and should not be relied on for tax, legal or accounting advice. Please consult your own tax, legal and accounting advisors before engaging in any transaction.}

The Trump administration has introduced policies significantly affecting workplace compliance, immigration law, and—yes—global mobility. Employers must understand these developments to navigate the evolving regulatory environment effectively.

The H-1B Visa Tool for American Companies

The H-1B visa program—intended for situations where American workers cannot fill the position—enables U.S. employers to temporarily hire foreign workers for specialized, high-skilled roles. These can range greatly, but applicants must have at least a bachelor’s degree or equivalent experience in the relevant field, as stated by U.S. Citizenship and Immigration Services. Once granted, the visa allows for up to six years of employment in the U.S.

Each year, U.S. immigration officials issue a cap-subject 85,000 H-1B visas:

• 65,000 for first-time applicants plus 20,000 for those with advanced degrees from U.S. institutions, according to the US Department of Labor. The immigration service makes selections by lottery in any year the agency receives more H-1B electronic registrations than permitted by the annual limit.
• Per the US Citizenship and Immigration Services (USCIS), Amazon topped the top ten list of H-1B sponsors in 2025 and other major tech employers included in order of rank Cognizant, Google, Meta, Microsoft, Apple, HVL America, IBM, Walmart and Capgemini as posted in The Economic Times.
• The leading states for H-1B visa sponsorship are California, Texas, New York, Washington, New Jersey and Illinois per MyVisaJobs.com.
• Nationals from India and China receive the most H-1B visas of any country’s workers.  U.S. government data indicated that individuals from India accounted for more than 70% of all approved visa petitions each year since 2015, per The Indian Express.

“With these statistics in mind, visa and immigration compliance is no longer a back-office function—it’s a strategic,” said Mollie Ivancic, SVP, International Services at NEI Global Relocation. “As compliance enforcement intensifies, HR leaders must shift from reactive to proactive. A strong I-9 process isn’t just about avoiding penalties, it’s about protecting your people strategy.”

Let’s dive into 2025 trends and key items to pay attention to as the year progresses.

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Stricter Enforcement of Workplace Compliance

In 2025, the U.S. government has ramped up enforcement of workplace compliance, resulting in a sharp rise in Form I-9 audits. This heightened scrutiny is focused on ensuring that companies comply with immigration laws, particularly in verifying their employees' eligibility to work.

Organizations in multiple industries are now subject to more rigorous evaluations of their hiring processes and paperwork, making it essential for HR teams to prioritize I-9 compliance. To mitigate the risk of penalties, employers should review their procedures, perform internal audits, and ensure their Form I-9 records are complete and current.

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Increased Scrutiny of Employment-Based Visas

Immigration experts feel denials are expected to rise under the new U.S. administration, reflective of FY 2017-2020 when denial rates rose.

Looking back to FY2013, data published by the National Foundation for American Policy showed H-1B denial rates by Fiscal Year:

• FY 2013: 7%
• FY 2014: 8%
• FY 2015: 6%
• FY 2016: 10%
• FY 2017: 13%
• FY 2018: 24%
• FY 2019: 21%
• FY 2020: 13%
• FY 2021: 4%
• FY 2022: 2.2%
• FY 2023: 3.5%
• FY 2024: 2.5%

The H-1B denial rate for FY 2025 has not yet been released and future denial rates will greatly depend on evolving immigration policies and potential legislative reforms.

Companies must ensure that job roles intended for foreign nationals are thoroughly justified and that hiring practices comply with the latest regulations.

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Extended Processing Times

Visa holders should not assume rush processing times when submitting applications for work visa approvals, extensions, or transfers. Administrative changes have introduced additional hurdles in visa processing, including more frequent requests for evidence and longer adjudication periods.

Per NEI visa and immigration service partner Erickson Immigration Group, H-1B visa processing—depending on the individual circumstances of each petition and whether additional evidence is requested—will currently take around:

• 5-to-6 months for standard processing service

or

• 15 business days for premium processing.

The processing time for Form I-485—the “Application to Register Permanent Residence or Adjust Status” for family-based applications—is currently 9.5 months according to USCIS data published each month by Boundless. Processing times for Form I-485 vary depending on one’s category of adjustment and which USCIS field office is processing the application.

Delays will affect workforce planning and project timelines, necessitating employers initiate visa applications well in advance and adhere to deadlines to mitigate potential disruptions.

“With the plan to trim the workforce from agencies that process immigration petitions and applications (USCIS, DOL, Department of State), companies and global mobility programs should expect processing times to increase over the next few years,” said Justin Parsons, Partner, Erickson Immigration Group.

“With an eye on these delays,” he continued, “companies will want to revisit their premium processing policies, and need to ensure they are up to date on the latest I-9 reverification rules and polices for continued work authorization when USCIS receipts are presented by employees.”

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Enhanced Security Checks and Consular Delays

The administration has expanded security screenings and consular processing requirements, leading to prolonged visa issuance times. Applicants from certain countries may face increased scrutiny and consular decisions have become less predictable, however NEI is hearing from some clients that EU countries and others around the globe are also putting more scrutiny on applications and immigration compliance is becoming more common again, in general, and not only for entering the U.S.

Companies should monitor these developments closely and provide support to affected employees to navigate the complexities of international travel and visa procurement.

Impact on Global Relocations and Assignments

Stricter immigration policies and heightened scrutiny of visa applications have made international assignments more challenging. Employees face increased obstacles in obtaining necessary work authorizations, leading to potential delays or cancellations of planned relocations.

Companies may wish to consider reviewing their global mobility strategies and considering assignments to / from “immigration-friendly” jurisdictions, if necessary for employee career growth periods or market expansion

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Time to Proactively Adapt

To ensure compliance, efficiency and operational stability, companies must proactively adapt to these developments by:

• Staying updated on policy changes,
• Conducting internal audits, and
• Seeking legal counsel and expertise when necessary.

“Workplace compliance is no longer a back-office or logistical function—it’s a strategic and a geopolitical one. Today’s leaders must build flexibility into their mobility strategies to adapt to shifting immigration tides,” said NEI’s Ivancic.

NEI Global and our expert visa and immigration service partners will help you stay informed on trends and will regularly update you on changing visa and immigration trends and news alerts.

If you would like to discuss this or other issues in greater detail, please reach out to NEI’s Mollie Ivancic, SVP, International Services, your NEI Global Client Relations Manager, or NEI Global Client Development contact at 800.533.7353 any time.

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^{This material has been prepared for informational purposes only and is not intended to provide, and should not be relied on for tax, legal or accounting advice. Please consult your own tax, legal and accounting advisors before engaging in any transaction.}

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Trade Policy Turbulence: What It Means for Global Mobility Leaders

Global trade is shifting—again. Truces, tariffs, and trade swings drive shifts across supply chains, cost structures, and mobility strategies. As trade dynamics shift, relocation management companies (RMC) must reassess exposure, adapt to supply chain changes, and prepare mobility programs for potential ripple effects, including retaliation from trade partners. Global mobility teams are now dealing with a moving target of trade policies. What used to be predictable (tariffs, shipping routes, housing markets) is now constantly changing. It is up to the RMCs to find opportunities in the face of uncertainty.

This article explores how mobility leaders can adapt to the new regular—where trade policy shifts, reshape supply chains, disrupt housing markets, introduce new compliance risks, and directly affect how and where companies position their talent. Trade policy changes not only affect goods and merchandise but HR professionals and the mobility programs that govern their moves.

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Tariffs and More

The America First Trade Policy, issued in January of 2025, didn’t immediately impose sweeping tariffs, but it made its intentions clear. By signaling possible increases on imports from Canada, China, and Mexico, the administration put trade partners on notice. Factor in a temporary truce with China and delayed EU tariffs, and it’s clear: the current policy landscape is anything but stable.

The average U.S. tariff rate has climbed to 21.9%-- the highest since 1909. Today’s headlines focus on specific rates or delays, but the real issue for global mobility is unpredictability. Planning relocations, budgeting for assignments, and coordinating international shipments have become more complex in this environment.

Planning relocation in a trade war isn’t just about logistics; it’s about timing, strategy, and foresight.

The role of global mobility professionals is no longer to support business decisions after the fact but to act as a proactive strategic partner, ready to advise our clients on policy changes when those decisions are made.

Compliance and the Risk of Tariff Washing

To navigate high tariffs, reports show that some companies are turning to “tariff washing,” which is the practice of rerouting goods through third countries to bypass trade penalties. At the same time, it may seem like a cost-saving workaround, but global mobility leaders should make companies aware that it poses significant legal risks.  

For global mobility professionals, this introduces new challenges. Companies could inadvertently trigger compliance violations involving household goods, company vehicles, or office equipment. Working with vetted logistics partners and maintaining clear, accurate documentation is critical to minimizing customs scrutiny and avoiding penalties.

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Trade Disruption & Housing: A Relocation Reality Check

For global mobility teams and HR leaders, tariff-related business shifts don’t just disrupt supply chains, they reshape housing markets as well. Trade policies influence the rise in cost for building materials imported from other countries. This drives up the cost of building new homes which also signals a decline in housing affordability. AD Mortgage says, “Higher costs for goods and services due to tariffs can fuel inflation, prompting banks to raise interest rates.”

As companies seek to reshore or expand into secondary U.S. cities, the housing demand can spike before inventory catches up.

For mobility teams, this can mean increased temporary housing costs in new markets or underdeveloped areas, which could lead to limited availability of family-friendly or executive-level housing. It could also signal a greater need for pre-decision support and area orientation services.

Additionally, in key port cities or FTZ zones where trade volume fluctuates, local housing markets may experience unusual unpredictability. Staying aligned with local real estate partners and relocation management companies can help HR and mobility teams appropriately forecast housing availability and budget.  

A shift in trade policy can ripple into housing markets overnight — mobility must be ready before the market moves.

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Strategic Talent Management in an Unstable Trade Environment

Mobility costs are rising, especially in industries affected by tariffs on materials and equipment. These costs have prompted many clients to revisit their global assignment policies. Global mobility leaders are adjusting their global mobility strategies with more focus on local talent development and more flexibility in international assignments.

Long-term, traditional assignments are still the most popular type of assignment but are giving way to short-term, commuter, or event virtual options that reduce costs while preserving flexibility.

At the same time, evolving trade policy may open new markets and create unexpected business needs. Mobility programs must be agile and responsive, ready to deploy talent wherever the opportunity leads. That means reassessing assignment frameworks, budgeting models, and supplier partnerships to stay current with change.

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Is Trade Policy Redrawing the Talent Map?

As tariff uncertainty grows, many organizations are rethinking their global footprint. Another thing to take into consideration is where these new assignments could be. Reorganization is back in focus, creating shifts in talent demand. According to the Journal of Commerce, businesses increasingly turn to foreign trade zones (FTZs) for temporary relief. FTZs allow goods to be stored near ports without triggering tariffs, which helps defer costs and simplify compliance with trade policies.

These shifts can create new mobility needs in previously quiet markets. Secondary cities, manufacturing hubs, and logistics corridors are becoming hotspots. Mobility teams must align with real estate, supply chain, and business leaders to anticipate where talent is needed next.  

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Agility is the New Advantage

Trade policy isn’t motionless — and mobility strategy shouldn’t be either. Whether navigating a tariff spike, managing rerouted shipments, or supporting talent moves in emerging markets, NEI will continue serving as a strategic partner to clients and suppliers.

In this new era, success won’t come from perfect predictions but fast, informed, and flexible action. For global mobility leaders, the path forward lies in building programs responsive by design: agile in structure, embedded in broader business strategy, and equipped to evolve alongside global trade.

Being in the middle isn’t a weak spot — it’s a position of power. Global mobility is no longer reacting to change; it’s helping lead the way through it.

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Remote Work and the New Geography of Hiring

Remote work has presented a paradigm shift in talent acquisition, challenging traditional notions of geographical limitations in hiring. For Corporate Recruiters, HR, and Global Mobility professionals, this evolving landscape necessitates a strategic approach to the fundamental question:

Should we hire locally or expand our search beyond: regionally, nationally, or globally?

This article provides a framework for navigating this crucial choice by outlining criteria for both local and broader searches, and offers insight into determining the optimal scope for your talent acquisition strategy.

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The Upside of Expanding Your Search & Relocation Assistance

Hiring or identifying a candidate or employee willing to relocate can be a powerful signal as serious individuals often will exhibit:

• High motivation and adaptability
• Long-term commitment
• Strategic alignment with company goals

Relocation assistance can often be the best investment since hiring and relocating the top talent available allows companies to access the best fit for skills and experience, rather than settling for what's only available locally.

"When the right person is willing to move for the role, it’s not just a new hire—it’s a strategic investment in excellence and the company’s success," states Michelle Moore, President/CEO, NEI Global Relocation

Below are some proven scenarios where expanding the talent search beyond the local market has delivered real value:

• Hard-to-Fill Roles: Companies are more focused today on hiring people for their skills rather than their industry experience, and the most talented individuals with the most sought-after skills will be able to continue to explore options to find the best fit. Roles with specific skills. industry certifications or experience are not always available nearby [1].
• Talent Search: Candidates who bring transformational experience or global acumen may not reside in your city—or even your country. It’s not just about where people work; it’s also about flexible schedules and personalized employee benefits. Korn Ferry’s latest Workforce Survey shows that flexibility is a top priority, and a big reason people stick around—or leave if they don’t have enough of it [2].
• Diversity & Innovation: Hiring across regions and cultures introduces new thinking. For product teams, marketing strategists, and customer success leaders, this breadth drives insight and empathy across markets. Blending different perspectives—boosts innovation by approximately 20% and reduces risk by about 30% [3].
• For Certain Industries: Talent in many industries are often clustered in specific cities, states or countries and must be relocated when needed.

The benefits of such broader searches include expanding potential candidate quantity and quality and building innovation and future-ready teams for scale and change.

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Defining the Right Geographic Scope

Despite the advantages of broader talent searches, local hiring can still be a strong option—depending on the market and the role. If the right local candidate is found, secured, and retained, companies can avoid relocation costs, benefit from potentially faster onboarding, and even see stronger engagement from someone already connected to the area. However, if a qualified local candidate can’t be found, there are three main categories to consider:

1. Remote
2. Regional/National
3. International

1) Remote Talent:  Global Reach, Maximum Flexibility

Ideal for independent, outcome-focused roles (e.g., software development, digital marketing, data analytics).

Hiring remote talent may be best for:

• Accessing top talent regardless of location
• Attracting candidates who, regardless of location, are expected to carry out their work with a high degree of independence
• Reducing one’s commercial real estate footprint and overhead
• Creating innovative, agile, adaptable teams [4]

Considerations:

• Time zone differences can affect team flow [5}
• Collaboration tools and digital onboarding must be robust
• Data security and labor compliance risks increase across borders

2) Regional/National Talent:  Relocating and Bridging Gaps Within Borders

Ideal for roles needing periodic travel, cross-market knowledge, or consistent time zones.

Hiring regional/national talent opens up the market wider and is best for:

• Companies seeking specialized experience, niche skills, or leadership that’s unavailable locally but doesn’t require international sourcing.

Benefits:

• Access to high-quality, culturally aligned candidates who bring regional market knowledge or specialized expertise.
• Faster hiring than global searches while still tapping into a broader talent pool than local-only recruitment.
• Stronger cohesion and engagement once relocated, especially for in-office or hybrid roles.

Considerations:

• Relocation costs and potential delays in start dates due to personal or logistical challenges.
• Candidate attrition risk if family integration or lifestyle mismatch occurs post-move.
• Missed opportunities to develop internal or local talent if overused.

3) International Talent:  Strategic Global Access

When the right talent isn’t available locally, looking beyond borders unlocks access to the specialized skills and leadership needed to drive growth and innovation.

Hiring globally for candidates may be best for:

• Experts in niche fields
• Global team leaders
• Specialists for international markets or those with specific language skills

Considerations:

• Immigration and visa hurdles
• Longer time to hire
• Relocation, compensation and benefits complexities
• Cultural integration challenges [6]

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Matching Recruiting Scope to Strategic Need

There’s no one-size-fits-all approach to hiring, and not every candidate is suited for relocation. The best hires tend to be those who bring the right mix of skills, role fit, and career motivation—and who are open to aligning with the opportunity.

Ultimately, what matters most is aligning your talent strategy with your business model, the available talent pool, and the specific needs of the role.

“Hire from where it makes strategic sense, not just from where it’s easiest” may resonate with many hiring managers in need of expertise today. Yet, when people are a company’s greatest driver of performance and growth, compromising on your talent needs can lead to costly consequences, especially when relying solely on the experience or quality of local hires.

Here To Help

NEI would be pleased to answer questions or discuss the topic or others in greater detail at your convenience.

Please contact your NEI Client Relations Manager or NEI Global Client Development contact at 800.533.7353 at any time.

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_{This material has been prepared for informational purposes only and is not intended to provide, and should not be relied on for tax, legal or accounting advice. Please consult your own tax, legal and accounting advisors before engaging in any transaction.}

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Sources

1. McKinsey & Company – The Great Attrition is Making Hiring Harder
2. Korn Ferry – Talent Acquisition Trends 2025
3. Deloitte – The diversity and inclusion revolution: Eight powerful truths
4. Forbes – Eight Benefits Of Filling New Roles With Global, Remote Talent
5. Psico-smart Editorial Team – How do different time zones impact performance management for global remote teams?
6. Workfully – Global Recruitment: Benefits, Challenges, and Trends

April 2025 – NEI Global Relocation (NEI) is thrilled to announce that it has received the 2025 Omaha Chamber of Commerce Business Excellence in Culture Award.

Recipients of the Business Excellence in Culture award exemplify leadership-driven cultural transformation, emphasizing employee well-being, trust, and a commitment to shared values. They actively cultivate an atmosphere where people feel valued, supported, and inspired to contribute their best work.

“This being our first entry makes the recognition especially meaningful,” said Michelle Moore, President and CEO of NEI Global Relocation. “It’s a powerful reflection of our employees’ belief in the culture we’ve built together. I’m incredibly proud to work with such an exceptional team.”

The Business Excellence Awards are an annual recognition of organizations that elevate our community. Through their efforts, Greater Omaha is a better place to live, work and play. The Omaha Chamber said,  “Excellence is a way of life in Greater Omaha. It’s earned not given – and it should be celebrated.…This is our way of putting the spotlight on those that have earned it.”

Winners will be officially recognized June 10th at a Business Excellence Awards Community Celebration.

About NEI

NEI is a certified Women’s Business Enterprise headquartered in the U.S., with in-region offices and teams in Switzerland and Singapore. As a full-service global relocation and assignment management company, we partner with clients around the world to provide consultative guidance and tailored solutions. NEI services more than 200 clients, including many Fortune 500 and Fortune 1000 companies, and delivers strategic insights, benchmarking, and trend analysis that help clients make informed, forward-looking mobility decisions.

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Business travel is rebounding strongly as face-to-face meetings have regained their value. There’s a growing interest among HR and Global Mobility professionals across all industries for insights into current and future international business travel trends and how companies are supporting this employee segment.

International Travel Trends To Know

Most travel managers expect their corporate travel expenditures to grow again in the year ahead – with industries like Tech, Finance, and Healthcare leading the recovery – as 70% of companies have resumed business travel in 2025, up from 45% in 2022 per a Deloitte Study.

Further, consider that:

• Global business travel spending is projected to reach $1.52 trillion in 2025 – a 36% recovery from pre-pandemic levels per Global Business Travel Association (GBTA)
• 2025 regional business travel spending is on the rise:
  
  • U.S. projected to reach $350 billion in 2025 per an article in Hospitality.net
  • Spending to reach $517.2 billion in Europe by 2028, with growth outpacing most global regions except Asia Pacific, according to new regional data from GBTA
  • In 2025, per Market Data Forecast, business travel spending in the Asia-Pacific (APAC) region is projected to reach approximately $379.5 billion and $749.55 billion by 2033
  • LATAM’s business travel reached $50.6 billion in 2024; IMARC Group expects it to reach $86.9 billion by 2033
  • Business travel in the Middle East and North Africa region rose by 50% in Q1 2025 compared to Q1 2024 and is set to reach $270.8 billion by 2030 per business travel platform Tumodo

The Rise of “Bleisure” Travel

There’s a clear trend of more employees combining business trips with leisure travel. According to reporting by HotelTechReport.com:

• Per TRAVELSAVERS, U.S. business travelers undertake over 405 million long-haul business trips annually and, of all business trips, more than 40% included a portion dedicated to leisure.
• Of millennials, 78% extend their business trips to include vacation time, according to Chase.
• The new term "Quiet Vacationing" refers to the practice of employees taking time off without letting anyone, including direct managers, know about it. It is a trend particularly prevalent among younger workers and a 2024 Harris Poll survey found that 24% of Gen Z workers and 37% of Millennials have engaged in this practice.

Perhaps the last bullet above illustrates why some companies are re-evaluating the necessity of some business trips in 2025 by ensuring every employee’s journey has a clear return on investment.

However, international business travel ROI is difficult to calculate: "Calculating ROI now involves more than simply comparing the cost of travel to an immediate financial return. There are longer-term impacts to consider, such as employee satisfaction, wellbeing and retention, improved client or prospect relationships, and meeting sustainability goals," said Evelyn Hamilton, Global Bid Manager at Transcom in an interview with BTN Europe.

International Business Travel Compliance

Another key 2025 global trend centers around policy compliance – travel arrangements aligning with internal guidelines, and clear rules for employees to follow.

In a 2024 corporate travel study by Deloitte, 55% of companies cite business compliance as a top issue – including cost controls, encouraging cheaper flight and hotel options. Yet Deloitte reports only 56% of business travelers who are aware their company has a corporate booking tool or agency always booked trips through this tool or agency.

This proves difficult for companies seeking to achieve full compliance with corporate travel policies.

In global mobility, flexibility in managing business travel is essential to meet the diverse needs of relocation programs. As part of a comprehensive approach, NEI ensures that employee travel is tracked through a dedicated travel management system, in line with best practices for efficient monitoring of travel-related expenses and logistics.

For programs engaging external travel providers, it is a common practice to collaborate with these providers to track and report relocation-related travel expenses, ensuring seamless data capture regardless of the provider.

Looking ahead, many organizations are integrating platforms like SAP Concur Travel to automate and streamline the business travel process. These platforms are designed to enhance efficiency by automating travel bookings and simplifying expense reporting, with mobile access to improve employee compliance. Paired with expense management solutions, they offer a consolidated view of travel data, enabling better control over spending and faster reimbursement.

Furthermore, Interactive tools, such as HeatMap features, are becoming integral for real-time visibility into employee travel and relocation. These tools allow organizations to track employee locations, monitor travel progress, and enhance program management.

Duty of Care & Sustainability

A client’s Duty of Care protocol should align with their internal Corporate Risk Management Team to advise employees traveling internationally about potential travel dangers:

• Reinforcing cybersecurity protocols, increasing traveler safety training, and using travel risk assessment tools.
• Adapting travel policies to address more frequent disruptions and ensure they have robust incident management processes in place to protect traveling employees, including potential visa and immigration issues that could significantly impact seamless travel.
• Acknowledging wellness of international travelers is real: a global survey by SAP/Concur found nearly two in five global business travelers (38%) say that during the trip is the most stressful stage of travel—a seven-point increase from the 31% of business travelers who said this in 2021.

Many businesses now offer stress-relief programs, access to mindfulness apps, and mental health support for frequent travelers.

Companies are also adjusting their policies to factor in Sustainability Directives which encourage more eco-friendly travel choices. Green travel policies are on the rise: Forbes reports carbon offset programs have been adopted by 27% of organizations and travel company Skift found 80% of business travelers want more sustainable options.

What’s Next for International Business Travel?

There’s no doubt that in-person networking opportunities strengthen team cohesion and engagement: a 2024 TravelPerk report found:

• 64% of business travel decision-makers believe that higher travel budgets lead to increased company revenue.
• 67% of business travelers believe their company would lose revenue without in-person meetings, while 95% of C-suite executives think they would lose customers.

Companies will need to strive balancing corporate international travel budgets with rising business needs in 2025 and beyond. Maximizing ROI while strengthening expense tracking and compliance will need to be combined with embracing emerging technology to ensure greater efficiency and cost savings.

NEI will help you stay informed on trends and will regularly update your travel benefits within relocation policy to reflect the latest international travel guidelines, alerts, and protocols.

If you would like to discuss international business traveler issues in greater detail, please reach out to your NEI Client Relations Manager or NEI Client Development contact at 800.533.7353 any time.

This material has been prepared for informational purposes only and is not intended to provide, and should not be relied on for tax, legal or accounting advice. Please consult your own tax, legal and accounting advisors before engaging in any transaction.

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Immigration | U.S. Buying Power | NAR

NEI launched its 2025 Talent Agility Webinar Series with a forward-looking conversation on the shifting dynamics of global mobility. The session explored critical industry issues, including real estate policy changes, immigration reform, geopolitical uncertainty, and evolving compliance expectations.

Opening the event, NEI President and CEO Michelle Moore welcomed over 120 attendees and reflected on the company’s 40-year journey—acknowledging the people, partners, and clients who have shaped its success. The discussion was moderated by Connie Pearson, who guided the audience through insights designed to help organizations stay agile in an increasingly complex mobility environment.

The insights shared during the session reflect information available as of April 10, 2025. While developments in areas like immigration and global policy continue to evolve, the perspectives and guidance presented remain a valuable foundation for understanding current trends and preparing for what lies ahead.

Shifting Real Estate

• NAR Settlement and Client Decisions
• Real Estate impacts and updates
• Mortgage impacts and updates

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NAR Settlement and Buyer Agent Compensation Changes

Connie Pearson opened the session with updates on the National Association of Realtors (NAR) settlement and how NEI clients are responding to the new buyer agency rules.

• The NAR settlement requires buyers to sign agency agreements upfront, with full commission disclosures.
• Although sellers still largely pay buyer agent fees, the burden of negotiation now lies with the buyer.
• In Q4 2024, commissions dropped only marginally from 2.45% to 2.36%.

Client Policy Shifts:

• 12% of clients now offer capped buyer agent commission reimbursements.
• 16% do not offer commission support.
• 63% remain undecided, awaiting further market data.
• NEI has provided policy language and procedures for supporting transferees under these changes, with requirements including documentation and pre-approval.

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Industry Insights on the NAR Settlement

John D’Ambrogio likened the industry’s anxiety around the NAR changes to a "Y2K moment" — a major buildup followed by minimal real-world impact. He emphasized three takeaways:

1. Transparency and Decoupling: The DOJ achieved greater separation between buyer and seller agent roles.
2. Stable Commissions: Commission rates remain relatively unchanged; some areas, like Chicago, saw slight increases.
3. Supply Constraints: The real disruptors are housing shortages, labor issues, and rising costs—not policy changes.

Chris Douglas added:

• Lenders had to adapt to variable commission structures, requiring more buyer documentation and limiting pre-approval accuracy.
• Lenders must now wait for finalized contracts and agent agreements before underwriting.
• NEI and U.S. Bank collaborate closely to prevent billing errors and ensure policy benefits are executed properly.

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Tariffs, Housing, and New Construction

The discussion turned to new construction and tariffs, key drivers of housing availability and affordability.

• Tariffs, particularly the sudden spike on Chinese goods (up to 145%), have increased material costs.
• The U.S. homebuilding sector is heavily reliant on both imported goods (like lumber and aluminum) and immigrant labor (29% of construction workers are immigrants; 14% are undocumented).
• The National Association of Home Builders estimates that tariffs add about $9,800 per home, equivalent to 3% of average home prices.

Challenges for Relocation Clients:

• Builder incentives such as cash-back at closing complicate relocation reimbursements.
• U.S. Bank has built dedicated builder relations programs to prevent conflicts at closing.
• Interest rate buy-downs are being used as a strategic alternative to help transferees retain affordability.

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Interest Rates and Mortgage Impacts

Douglas elaborated on the volatile interest rate environment:

• The rate spike in 2022—jumping from ~3% to over 6.5% — significantly disrupted affordability.
• A $400,000 mortgage now costs nearly $1,000 more per month than it did just a few years ago.
• NEI clients are revisiting older relocation policy tools like:
  
  • Mortgage interest differential allowances (MIDAs)
  • Mortgage subsidies

However, the cost can be prohibitive — e.g., a 3-year subsidy on a $400K loan at current rates can cost $36,000.

Outlook:

• Most forecasts (e.g., Fannie Mae, MBA) suggest rates will remain in the 6.3–6.6% range through 2026.
• Any dip into the 5% range could temporarily boost purchase activity.

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Navigating Visa & Immigration Updates

U.S. Post-Election Updates and Glance at Global Geopolitics Impacting Talent Strategies and Travel

Under Biden (2021–2025):

• Introduced AI-driven visa initiatives and streamlined National Interest Waivers.
• Lowered processing times and RFE (Request for Evidence) rates.
• Expanded Dropbox eligibility for visa renewals.

Under Trump (2025–Present):

• Immediate implementation of executive orders, including:
  
  • Securing the Border: Wall reconstruction, enhanced patrols, and rollback of CBP One app.
  • Ending Birthright Citizenship (currently blocked by injunction).
  • Travel Ban 2.0 targeting countries with weak vetting protocols (paused for now).
  • TPS Termination: For countries like Venezuela, Haiti, and potentially Ukraine.
  • Guantanamo Bay Expansion: For noncitizens with criminal convictions in detention.
  • NTA Policy: Places dependents of denied visa applicants into deportation proceedings.

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Key Immigration Concerns for Employers

Best Practices for Talent Mobility Teams:

1. Compliance Readiness: Prepare for ICE, FDNS, and USCIS visits. Ensure all remote worker locations are covered under LCA rules.
2. Support for Employees: Train workers on rights during ICE raids, especially in public places.
3. Alternate Visa Planning: Explore offshoring or different visa pathways as policies evolve.
4. Stay Informed: Work closely with legal counsel to track which policies are active, blocked, or pending litigation.

Parsons also warned of upcoming visa vetting measures, including:

• Mandatory biometrics for most foreign nationals, even minors.
• Restrictions on Dropbox use, shrinking eligibility from 48 to 12 months.
• Social Media Scrutiny: Applicants may need to disclose online handles, with AI monitoring content retroactively.

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Global Geopolitical Influences on Mobility

Parsons examined how global events are shaping mobility:

Ukraine & Russia:

• EU nations granted temporary protected status (TPS) to Ukrainians, allowing rapid employment.
• Longer-term work permits are easier to secure in countries like Netherlands, France, and Ireland.
• Russian nationals face greater screening, embassy closures, and flight restrictions.

Israel & Palestine:

• Surge in L-1 visa applications from Israeli nationals.
• Little mobility observed from Palestinian nationals.

China:

• In contrast to the U.S., China is loosening visa restrictions to encourage inbound talent and tourism.

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Looking Ahead (2025–2026)

Parsons concluded with predictions for the near future:

• RFE rates and visa denials will rise.
• New proposals may limit visa eligibility to those earning $200K+.
• Processing slowdowns are expected due to increased security measures and embassy staff cuts.
• More ICE audits, particularly targeting remote work LCA compliance.
• Higher risk of discrimination litigation under EEOC and IRS guidance.

Employer Action Plan:

• Audit visa and PERM data for accuracy.
• Develop contingency plans for visa delays and rejections.
• Provide mental health and logistical support for globally mobile employees.

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Conclusion

Session 1 of the Talent Agility Series 2025 painted a picture of a rapidly evolving environment where policy, economics, and geopolitics intersect with talent strategy. From real estate shifts due to the NAR settlement, to inflation-driven mortgage challenges, to tightening immigration enforcement, the session underscored the need for agility, foresight, and strong policy frameworks in global mobility programs.

As companies face mounting uncertainty, staying informed, collaborative, and compliance-focused will be key to maintaining successful mobility strategies in 2025 and beyond. Please contact your NEI representative or visit www.neirelo.com for more information.

Please mark your calendars for our next Talent Agility Webinars on August 21, 2025 and December 4, 2025. More details and invites to come.

About NEI Global Relocation

NEI is a certified Women’s Business Enterprise headquartered in the U.S., with in-region offices and teams in Switzerland and Singapore. As a full-service global relocation and assignment management company, we partner with clients around the world to provide consultative guidance and tailored solutions. NEI services more than 200 clients, including many Fortune 500 and Fortune 1000 companies, and delivers strategic insights, benchmarking, and trend analysis that help clients make informed, forward-looking mobility decisions.

The above article is provided for informational purposes only. Please consult your tax, legal, or accounting advisors before making any decisions or transactions.

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Global mobility policies are constantly evolving to meet the needs of companies at every scale—whether they’re relocating a handful of key talent or managing dozens of assignments worldwide. In our 2024 International All-Benefits Survey, we collected detailed policy data from 108 organizations across industries like Technology, Life Sciences, and Manufacturing. We found that once a program crosses the 25-move mark, its policy emphasis and operational practices begin to diverge, so we’ve used that threshold to segment and spotlight the most relevant insights for each cohort.

Below are policy considerations for programs under and over the 25-move mark—insights to consider as you tailor your mobility strategy.

Key Findings by Relocation Volume Cohort

Our 2024 International All-Benefits Survey includes data from both low-volume programs (68 companies managing fewer than 25 international relocations annually) and higher-volume programs. It highlights how policy structure, family support offerings, and the cost impacts of recent policy changes diverge between smaller and larger relocation populations.

Program Overview

The needs and requirements of international assignees continually evolve, requiring companies to offer more flexibility within their policies. Some corporations consider various assignment options beyond the standard short- and long-term assignments and permanent transfers that have defined the international mobility landscape for years.

• 25 Moves or Less: Companies with fewer than 25 moves typically stick to more traditional policies, offering fewer non-traditional options and more often requiring repayment agreements. This approach indicates a focus on cost control and maintaining conventional relocation practices.
• More than 25 Moves: Companies moving more than 25 employees tend to offer a wider range of relocation policies, including non-traditional options—such as policies for intra-country, intra-region Americas, and LATAM moves—which provide more flexibility for various types of assignments. These organizations are also updating repayment agreement terms, which suggests they’re looking for structured ways to manage relocation costs rather than relying solely on lump-sum payments.

Supporting the Family

Companies typically support family accompaniment on long-term assignments and permanent transfers, while those with short-term assignments are less likely to include family. While short-term assignments can offer US tax benefits, family members expenses are typically considered as the employee’s personal responsibility. As a result, many organizations opt to cover travel expenses for visits vs. covering family member accompaniment while on assignment:

• 25 Moves or Less: Companies with smaller mobility programs tend to emphasize support that helps employees adjust quickly, especially for short-term assignments. They are more likely to offer cultural and language training to ease the transition. However, they offer less assistance with pet shipments and do not extend additional time off for the moving process, indicating a more limited scope of family-oriented benefits.
• More than 25 Moves: In contrast, companies with higher international volumes are enhancing family support during relocations. There’s an increased focus on benefits that help with family logistics and settling in—such as expanded pet transportation support, more comprehensive acclimation services for long-term assignments, and a move toward global health insurance plans for consistent coverage across borders.

Cost-Impact & Policy Changes

Companies transferring fewer than 25 employees internationally offer fewer non-traditional relocation policies than those with higher relocation volumes, focusing on cost-effectiveness and basic needs. In contrast, companies with higher relocation volumes offer more comprehensive packages and specialized services.

• 25 Moves or Less: Companies with fewer moves tend to lean toward traditional cost-saving measures. They frequently offer lease cancellation benefits to help employees manage housing transitions. However, they are less likely to provide furniture allowances for long-term moves, suggesting a conservative approach in balancing employee support with cost management.
• More than 25 Moves: For companies with a high volume of moves, cost management is evolving. They are shifting from traditional methods—such as full-service household goods shipments—to more cost-effective options like furniture allowances. There is also a noticeable reduction in storage benefits, along with an increased use of relocation allowances. Moreover, the way tax gross ups are handled now varies by benefit and assignment type, reflecting a tailored approach to managing overall relocation expenses.

Potential for Outsourcing

For under-25 programs, RMCs provide full-service guidance—crafting policies, coordinating vendors, and offering hands-on assistance throughout each relocation. As volumes grow, companies extend that partnership into strategic domains—leveraging RMC expertise in data analytics, global compliance, policy consulting, and vendor optimization—to support a larger population and more intricate assignment types.

Optimizing Your Mobility Strategy

Our 2024 International All-Benefits Survey demonstrates that at the 25-move threshold, programs diverge: smaller volumes lean into core essentials, while larger volumes lay on flexible options and tailored benefits. Recognizing where—and why—these trends shift is critical for HR and mobility leaders aiming to:

• Fine-tune global assignment strategies
• Manage relocation budgets effectively
• Deliver the right level of support for every relocating employee

NEI brings deep expertise in navigating relocation regulations and best practices—helping clients avoid compliance pitfalls, negotiate favorable service-provider rates, and provide personalized support that keeps both companies and their employees moving confidently across borders.

About NEI Global Relocation

NEI is a certified Women’s Business Enterprise headquartered in the U.S., with in-region offices and teams in Switzerland and Singapore. As a full-service global relocation and assignment management company, we partner with clients around the world to provide consultative guidance and tailored solutions. NEI services more than 200 clients, including many Fortune 500 and Fortune 1000 companies, and delivers strategic insights, benchmarking, and trend analysis that help clients make informed, forward-looking mobility decisions.

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NEI is a certified Women’s Business Enterprise headquartered in the U.S., with in-region offices and teams in Switzerland and Singapore. As a full-service global relocation and assignment management company, we partner with clients around the world to provide consultative guidance and tailored solutions. NEI services more than 200 clients, including many Fortune 500 and Fortune 1000 companies, and delivers strategic insights, benchmarking, and trend analysis that help clients make informed, forward-looking mobility decisions.

Distinguishing Work from Anywhere and Remote Work

The survey defines two key concepts:

• Work from Anywhere (WFA): Employees can work from any global location, independent of office location.
• Remote Work: Employees work outside a traditional office but within predefined boundaries, often within the same city, state, and country.

This distinction is critical due to differing compliance, tax, and operational considerations.

Eligibility Factors

The primary determinant of WFA and Remote Work eligibility is Location (81%), followed by position/job duties (76%), job level (18%), performance reviews (18%), and tenure (6%).

Advantages of WFA and Remote Work

Challenges and Disadvantages

Program Management and Tracking

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Intra-Country (Domestic) WFA Trends

Requirements

• 52% of organizations require an established corporate entity in a new state/province for WFA eligibility in 2025, compared to 35% in 2021. Most likely driven by 2025 being more about employee choice whereas in 2021 it was more likely pandemic driven.

Relocation Benefits

• 87% provide no relocation assistance, almost equal to 2021 where it was 93%.

Home Office Setup

• No setup assistance (57%), and provision of company-owned computers (47%) were most dominate, followed by relatively small percentages of companies providing office supplies, internet connection, home office allowances, and office furniture.

Required Travel to Home Office

• More than half (53%) provided no assistance for travel for required in-person meetings, while the remaining reimbursed for airfare/mileage (45%) and lodging (42%), meals (38%) and car rental (30%). There is a slight upward trend in all instances from 2021.

Salary Adjustments

• 64% do not adjust salaries for domestic WFA moves, up from 51% in 2021.
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International (Cross-Border) WFA Trends

Requirements

Consideration for countries eligible for international WFA are more scrutinized:

• In 2025, 77% of companies allow WFA if the employee already has the right to work or reside in the country, up from 55% in 2021.
• 82% required an established corporate entity in the country in 2021, whereas 52% have such a requirement in 2025.
• The requirement for corporate tax cost neutrality remains consistent at 36% in 2021 and 35% in 2025.
• The number of companies that assess visa and immigration costs dropped from 36% to 23%.

Relocation Benefits

• 72% of companies provide no relocation assistance, down from 87% in 2021.
• Of those companies offering assistance, 19% provided tax consultation, up from 0% in 2021, immigration assistance almost doubled from 7% to 13%, and those offering assistance with household goods remained consistent (7% in 2021 and 6% in 2025.)

Home Office Setup

• Companies offering no assistance setting up an office for international WFA went from 33% in 2021 to 81% in 2025. The number of companies offering company-owned computers decreased from 42% in 2021 to 25% in 2025. None of the companies surveyed in 2025 provide office supplies, internet connection, home office allowances, or office furniture.

Required Travel to Home Office

• More than half (66%) provided no assistance for travel for required in-person meetings, while the remaining reimbursed for airfare/mileage (31%) and lodging (31%), meals (28%) and car rental (16%). There is a slight downward trend in all instances from 2021.

Salary Adjustments

• 55% of companies, down slightly from 58% in 2021, will adjust salaries up or down for international WFA moves, where 45% of companies do not adjust salary, a change from 17% in 2021.

Location Responsible for Payroll

• Employees remain on current country payroll for 52% of respondents in 2025, up from 25% in 2021.

Health Insurance, Pensions, and Personal Tax Coverage

• In 2021, 8% of respondents kept employees on home country plan, while 59% moved the employee to the new country’s plan. In 2025, the same number of respondents (27%) did both. Surprisingly, 20% of respondents did not provide any health insurance, up from 8% in 2021.
• Of the 74% of companies offering pension plans, 23% move the employee to the new country’s plan in 2025, compared to 58% in 2021.
• Fewer companies (80% in 2025) cover the cost of the employee’s personal tax requirements in the new country compared to 2021 (92%).

Holidays & Duty of Care

• In 2025, 50% of companies observe standard holidays in the new country, down from 67% in 2021; 40% observe standard holidays in the origin country, up from 17% in 2021; and 10% observe holidays of both countries, up from 0% in 2021.
• A slight increase (from 50% in 2021 to 52% in 2025) provide duty of care support similar to international assignees.
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Remote Work for Local Employees

A new category for the 2025 survey, since the prevalence of remote work among local employees has seen a significant shift - driven by technological advancements and the lasting impact of pandemic-era adaptations. While fully remote positions have long been in place, hybrid models for local employees are increasingly becoming common, varying by tenure, position, and the number of days per week employees are allowed to work remotely.

• 25% allow full-time remote work, up to five days a week, 21% up to two days, and 17% up to three days
• 63% of organizations provide employees access to multiple unassigned workspaces when they are in office, 46% provide dedicated workspaces, and 4% provide space for a small group of employees to share while they are in the office.
• Future outlook:
  - 58% plan to maintain current programs.
  - 38% plan to minimize remote work programs by reducing the number of employees working remotely or reducing the number of days allowed per week.
  - 4% plan to expand their program by allowing more employees to work remotely or increasing the number of days allowed per week.
  - None of the respondents indicated they will go fully remote or are working toward eliminating remote work programs entirely.
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Conclusion

NEI’s 2025 U.S. Domestic and International Work from Anywhere and Remote Work Survey reflects the maturation of remote work, with domestic WFA widely accepted while international WFA remains complex due to tax, compliance, and legal risks. Organizations balance flexibility with risk management, leading to stricter policies and increased reliance on tracking tools.

For more information, or for a complete copy of NEI’s 2025 U.S. Domestic and International Work from Anywhere and Remote Work Survey, please contact your NEI representative or visit neirelo.com.
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The above article is provided for informational purposes only. Please consult your tax, legal, or accounting advisors before making any decisions or transactions.

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AI is poised to bring major transformations to the workplace and the relocation industry, from customer service to operational efficiency. Strategic adoption of AI technologies enables HR and global relocation professionals to enhance relocating employee satisfaction through tailored solutions while optimizing operations.

On the Brink of a Revolution?

From lowering operating costs to boosting employee engagement, how to leverage the fast-changing world of AI is on every business leader’s mind. Some say it’s even the start of “an AI revolution” in business. Consider the following:

• KPMG’s AI Quarterly Pulse Survey for 2024 Q4 showed the majority of respondents felt that AI will fundamentally change the nature of their business over the one-to-two-year horizon (56% in the next year and 67% in the next two years).
• KPMG also reports 54% of organizations are using GenAI productivity tools at least once a week. Another 24% are using GenAI embedded into existing workflows at least once a week.
• Forbes Advisor notes that 64% of business owners believe AI has the potential to improve customer relationships, indicating its role in enhancing client interactions.
• Labor shortages are driving AI adoption, with 25% of companies leveraging AI to optimize operations according to IBM.
• A Google Workspace study uncovering “how new and aspiring leaders deepen their impact with AI revealed” that 82% of knowledge workers aged 22-39 already use AI tools at work, and 98% anticipate AI will reshape their industries within five years.

But what do these statistics mean for global mobility professionals and how can AI be effectively leveraged to address the unique challenges of employee relocation while ensuring safety and security?
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Evaluating AI Technologies

With the rise of AI tools, there is immense potential to enhance processes like compliance tracking, cost prediction, and personalized support. However, integrating these technologies demands careful evaluation and strategic implementation to ensure both effectiveness and security.

HR/Global Mobility teams should insist on prioritizing platforms that align with their organization’s relocation needs. With tools like advanced compliance monitoring systems, robust encryption methods, and AI-driven analytics that help streamline processes and protect sensitive data, it’s important to properly vet these partners to ensure they can deliver the security, compliance, and value your organization needs.

By incorporating the right AI solutions, relocation professionals can enjoy streamlined workflows, low-effort regulatory compliance, and improved employee experience—all while maintaining the trust and security that are critical to global mobility success.

Actionable Tip:  NEI’s Chief Information Officer, Dar Andrews, states there are three main evaluation factors with AI:

1. Security
2. Engine Expertise Focus
3. Extendibility

He advises to start with “What is the ideal business experience I want to offer?” and then select the engine that offers the best security, response accuracy and can interface with your platforms of action (e.g., customer support platform, ERP, CRM, etc.). Each generative AI platform brings its own strengths: ChatGPT is widely used for a range of conversational applications including customer service; GROK is designed with capabilities in areas such as code migration and news management; and Microsoft Copilot provides integrated support for desktop interoperability, code development, and engineering operations.
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Leveraging Big Data for Smarter Decision-Making

AI's ability to process and analyze vast amounts of data is a game-changer for the relocation industry. HR / Relocation professionals can now harness predictive analytics to optimize cost forecasting, identify regional risks, and tailor relocation strategies to individual employees.

For example, AI can:

• Analyze trends in housing markets and predict economic conditions in specific regions.
• Provide insights into cost-of-living trends, helping HR teams plan relocations more effectively.
• Forecast potential delays in visa processing or identify housing shortages, reducing risks.

At its core, these advancements enhance the relocating employee and family experience, ensuring smoother transitions and higher satisfaction levels. For instance, NEI uses AI to craft personalized relocation plans, resulting in reduced stress and higher employee retention.
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Automating Processes Without Losing the Human Touch

McKinsey estimates that AI could eventually automate up to 70% of employees’ time in the future, leading to potential revenue gains of $4.4 trillion.  Yet, while AI-driven automation can streamline some repetitive tasks – the human touch remains essential in customer-facing roles.

NEI believes relocation professionals can leverage AI productivity efficiencies to enhance personal engagement with relocating employees. For instance, AI can:

• Predict housing prices and living costs to suggest tailored options.
• Automate task-heavy processes, such as expense tracking or visa documentation.
• Generate reminders for critical deadlines, reducing the risk of oversights.

Actionable Tip: Create an AI implementation roadmap to what your goals are. Start by identifying repetitive, time-consuming tasks in your relocation processes and prioritize them for automation.
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Security is Paramount

Incorporating AI into global mobility processes requires a laser focus on data security. Sensitive employee data, including financial and personal information, must be handled with utmost care to avoid legal, financial, and reputational risks. Ensure AI security by:

1. Limiting the scope of AI platforms to specific, well-defined tasks.
2. Implementing strict access controls to sensitive data and systems.
3. Ensuring regular audits of AI systems to identify vulnerabilities.
4. Providing comprehensive training for employees to avoid misuse and unintended data breaches.

Rajiv Thadani, principal at KPMG LLP, emphasized in a recent WERC Mobility News issue that “Companies can enshrine data privacy by ensuring their AI solutions have configurable security protocols and transparent data usage policies.”

Actionable Tip: Evaluate AI providers based on their commitment to security and privacy compliance, such as certifications for GDPR or ISO standards. AI offerings are now available in both Generative AI SaaS options and on-premises options. Choose the best option for your needs based upon security requirements.
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Implementing and Optimizing AI Technologies

As AI reshapes the relocation industry, HR professionals and global mobility leaders must stay competitive. Implementing and optimizing these technologies will define the future of employee relocation programs.

Actionable Tip:

1. Audit current relocation processes to identify pain points where AI might add value.
2. Engage one’s teams in AI literacy / training programs to ensure understanding.
3. Collaborate with trusted relocation partners who prioritize security, customization, and scalability.

By implementing these strategies, HR and Global Mobility professionals can leverage AI to overcome challenges, deliver enhanced employee experiences, and drive organizational growth while maintaining compliance and security standards.
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NEI: Safely Leveraging AI for Faster Data and Smarter Decisions

NEI continues to explore and safely implement AI technologies as needed to enable faster, more accurate data gathering / data analysis / decision-making for our client HR and Global Mobility teams.  We will also continue to build on our long history of successful client partnerships and high relocating employee satisfaction levels.

If you would like to discuss this topic further, please reach out to NEI Global Relocation’s Chief Information Officer, Dar Andrews, at Dandrews@neirelo.com or your NEI Global Relocation representative at any time.

This material has been prepared for informational purposes only, and is not intended to provide, and should not be relied on for, tax, legal or accounting advice. Please consult your own tax, legal and accounting advisors before engaging in any transaction.

Real estate market conditions can influence employee decisions to accept move offers, especially if selling a home now could mean taking a financial loss. Employees who purchased between 2020 and 2023 may hesitate to relocate if current market values are below their original purchase price.

As companies refine their relocation policies for 2025 and beyond, the question of whether to reinstate the Loss-on-Sale benefit is resurfacing. What should you consider?

What to Expect in 2025

During the housing market crash of 2008-2009, nearly 75 percent of companies offered a Loss-on-Sale benefit. Many employees were forced to sell their homes for less than they initially paid. Since the Great Recession, market prices have risen dramatically and companies have found their Loss-on-Sale benefit to be a straightforward area to cut from their relocation programs.

Today, the U.S. housing market is seeing a variety of trends in home values.

Home prices have hit record highs overall, but declines have been observed in select metro areas where buyers are getting more leverage today.

A recent report by Redfin found five of the six metropolitan areas where home prices fell the fastest in February 2025 were in Florida and Texas — two red-hot states just a few years ago. These included Austin, San Antonio, and Houston (Texas), along with Tampa and Jacksonville (Florida).

“Austin, Denver, Phoenix, and Nashville were the darling markets of 2021 and 2022 and places where prices went wild,” Realtor.com senior economist Joel Berner said. “Now, with more homes on the market, prices are returning to where they belong.” Florida markets such as Miami, Tampa, and Orlando have also seen prices drop as home inventories return to pre-pandemic norms, Berner added.²

This suggests that some homeowners with relocation offers who bought when prices were skyrocketing from 2020 to 2023 may now be faced with selling at a loss. This could increase the need for the expectation of corporate loss-on-sale support from candidates and employees being asked to relocate, especially as recent data from government-sponsored mortgage backer Fannie Mae showed citizens are growing increasingly worried about their personal financial situations.^3
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Key Factors to Consider

A Loss-on-Sale benefit, which reimburses all or a specified portion of the difference between an employee’s purchase price and selling price, could help mitigate relocation offer concerns. Key factors to consider include:

1. Retention vs. Costs – Some employers don’t feel they should be on the hook for an employee’s personal financial decision made years before, even if it does lead to stalled mobility initiatives and potential talent retention challenges.
2. Market-Specific Risk – While national home prices are expected to rise, some metro areas could see slower growth or stagnation, putting certain employees at a higher risk of selling at a loss.
3. Competitive Benchmarking – While many companies reduced or eliminated the Loss-on-Sale benefit after the housing market recovered from the 2008 financial crisis, as fewer employees faced financial losses from selling their homes, reinstating this benefit now could enhance the attractiveness of relocation programs—especially with affordability at historic lows.
4. Flexible Approach – If a company did not want to add the Loss-on-Sale benefit to the policy right away, the benefit could be addressed via an amendment “on standby” for one-off, high-need situations. This can be a great option for companies that are uncomfortable committing to a widespread policy change.

In  NEI’s most recent U.S. Domestic All Benefits Survey, of the companies surveyed who offered Loss-on-Sale:

• Loss-on-Sale calculation also ran the gamut across companies surveyed:
  - 54% reimburse 100% of loss
  - 29% reimburse 99.99-to-75%
  - 10% reimburse 74.99-to-50%
  - 4% reimburse 49.99-to-25%
  - 8% reimburse 24.99-to-1%
• 100% cap the benefit from $25,000 to $50,000 depending on employee level
• 88% exclude capital improvements in the loss calculation
• 78% tax assist/gross-up  the reimbursement
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Using A Data-Driven Approach

While the U.S. housing market is not in free fall, persistent affordability challenges and elevated mortgage rates could create financial hurdles for relocating employees.

If your company relies on frequent relocations, reintroducing or adjusting the Loss-on-Sale benefit may provide a competitive advantage, ensuring smoother talent transitions and a more appealing relocation package.

A data-driven approach, considering regional price trends and employee demographics, will be crucial in determining the right strategy.
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Ready for Loss-on-Sale Review?

Would you like help structuring a policy review or cost analysis for adding Loss-on-Sale to your policy? NEI would be pleased to answer questions or discuss this topic – or others – in greater detail at your convenience.

Please contact your NEI Client Relations Manager or NEI Client Development contact at 800.533.7353 or www.neirelo.com at any time.

This material has been prepared for informational purposes only and is not intended to provide, and should not be relied on for tax, legal or accounting advice. Please consult your own tax, legal and accounting advisors before engaging in any transaction.

1. https://www.newsweek.com/home-prices-falling-fastest-texas-florida-areas-2045726

2. https://www.gobankingrates.com/investing/real-estate/housing-markets-where-prices-falling-ahead-of-spring-selling-season/

3. https://www.fanniemae.com/newsroom/fannie-mae-news/consumer-housing-sentiment-down-year-over-year-first-time-2023

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NEI Global Relocation (NEI) Celebrates 40 years of Providing Comprehensive Corporate Relocation Services on a Global Scale

Omaha, 02 April 2025 – We at NEI, a leading woman-owned corporate relocation management company, are proud to announce our 40th anniversary. Since our inception in 1985, we have been at the forefront of the relocation industry, navigating the complexities of globalization, embracing technological advancements, and consistently delivering award-winning service to clients worldwide.

Founded by Kate Dodge, SCRP, Chairman, and Randy Wilson, SCRP (Ret.), NEI began with a mission to provide Service Exceeding Expectations through personalized and comprehensive relocation solutions. Together with Michelle Moore, CPA, MPA, CGMA , Chief Executive Officer, NEI has expanded our reach to serve clients across the globe from our headquarters in the U.S. and regional offices in Switzerland and Singapore. Managing relocations to and from virtually every corner of the world has enabled NEI to develop an in-depth understanding of diverse cultures, regulations, and logistical challenges, ensuring client compliance and seamless transitions for relocating employees and their families.

"We are incredibly proud to celebrate this significant milestone," said Randy Wilson. "Our 40-year journey of delivering value to our clients has been defined by our commitment to innovation, our passion for providing quantifiable solutions, exceptional service, and our ability to adapt to the ever-changing landscape of global mobility."

Throughout our history, NEI has embraced the emergence of technology to enhance our services and streamline the relocation process. From the early adoption of computerized systems to the development of cutting-edge online platforms, mobile apps, AI, and automation, NEI has consistently leveraged technology to improve efficiency and communication for clients, their relocating families, and our global service partners. This forward-thinking approach has enabled NEI to provide clients with real-time updates, comprehensive data analytics, and customized solutions tailored to their specific needs.

In addition to consistently high client and relocating employee satisfaction, NEI has consistently been ranked among the top relocation management companies globally, earning praise for outstanding customer service, innovative solutions, and commitment to quality. NEI's accolades include recognition in HRO Today Baker’s Dozen for Relocation, Relocate Magazine’s Best Relocation Management Company Award, and the 23rd Annual Trippel Relocation Managers' Survey where NEI earned the highest overall rating and more #1 rankings than any other RMC among 27 companies surveyed.

As a nationally certified Women’s Business Enterprise, NEI contributes significantly to clients’ diversity spend goals and has received numerous client awards, including MillerCoors Corporate Services Supplier of the Year, The Coca-Cola Company Partners in the Promise Global Supplier Diversity Award, Exelon Diverse Supplier Award, the CVS Health Star Award, and Stryker Corporation's Exceptional Experience Management Award.

These awards serve as a testament to the hard work and dedication of NEI’s employees, who are passionate about providing relocating employees with a smooth and stress-free experience.

“As NEI celebrates our 40th anniversary, we remain committed to our core values: trustworthy, intentional, authentic, innovative, and inclusive,” said Michelle Moore, NEI’s Chief Executive Officer. “With a strong foundation built on decades of experience, NEI is excited about the future, and poised to continue our leadership in the global relocation industry for many years to come.”

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The Growing Importance of Pets in Families

It’s clear pets offer unconditional love, loyalty, and companionship, enriching lives across all ages and many companies are starting to recognize this strong bond. Forward-thinking organizations are even expanding relocation policies to better support employees and their companions.

Not convinced? Consider these furry facts:

• 97% of pet owners consider their pets family (Pew Research) and 70% of U.S. households have at least one pet (NAR).
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• 57% of women owners say their pets are just as much a part of their family as a human member, compared with 43% of men who own pets. 64% of pet owners with lower family incomes consider their pets as much a part of their family as a human member, compared with 46% of those with middle incomes (46%) and higher incomes (43%) (Pew Research).
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• Pet owners spent, on average, $4,800 on their animals in 2023 with no plans on cutting back (Bankrate), and the North American pet insurance industry had a record-setting $4.27 billion in total premiums sold in 2023 – a 21.9% increase from 2022 (NAPHIA).

Let’s examine why employers should consider putting pets in policy.

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Supporting Pet Owners Matters

A recent SHRM article, “Want to Be an Inclusive Workplace? Don’t Neglect Pet Parents”, highlights employers that have made strides on parental benefits and other family resources recently.  Organizations that provide pet-owning employees support reap the benefits, said Cerys Goodall, COO of Vetster, in the article. “More workers are pet parents, and it’s important to them.”

Support can include pet-friendly offices, pet insurance, remote work, time off for vet visits, pet bereavement, and even “pawternity leave” - paid leave to care for a new pet. Surveys underscore the strong connection between employees and their pets:

1. Retention: 32% of pet owners in a Nationwide survey said they’d stay longer at a company offering pet benefits. This sentiment is even stronger among Gen Z (49%) and Millennials (45%) (aNb Media, Inc.).
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2. Mental / Emotional Benefits: Over 80% of pet owners working in pet-friendly workplaces report better mental health and increased job satisfaction (Social).
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3. Social Impact: Time spent with pets or in pet-friendly environments can foster social engagement and reduce loneliness (MSU Denver RED).

These findings reflect broader trends of younger generations valuing pet-related perks, which they associate with work-life balance and well-being.

Pets and Corporate Relocation: A Key Consideration

Employers have improved family benefits overall, but pet parents today seek increased support for relocations made at company request. Employers who recognize this and provide resources—such as guidance on pet-friendly housing, relocation assistance for pets, and time off for the adjustment period—can significantly ease the transition:

• U.S. Domestic Relocation Policy:  Unlike an international transfer, pets can typically be transported with their families. Companies should be prepared to address pet transportation conversations for situations where employees are unable to transport their own pets. Caps on the overall benefit can help contain costs.
  
  In NEI’s U.S. Domestic All Benefits Survey, with 224 participants and covering 45 components, key Pet Transport benefit policy highlights included:

• International Relocation Policy:  NEI’s 2022 International All Benefits Survey, with 108 participants and covering 47 components, shows an increase in companies offering pet transport for long-term assignments and permanent transfers.   As companies focus on cost reduction, offering a capped pet transportation benefit can help keep costs down, while still providing families peace of mind, knowing their furry companions can move too.
  
  Our International All Benefits Survey key Pet Transport benefit policy highlights included:

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Where to Start

Don’t know where to start to help those relocating with pets?  

First, understand how many current/past relocating employees are pet-owners.  Once known, incorporate employee feedback received on the topic and review your policies against specific-industry or industry-overall best practices regarding family/pet-focused move benefits.

Our in-house Global Mobility Strategies and Client Relations Management team are pleased to assist.

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The Business Case for Pet-Inclusive Policies

Investing in pet-friendly relocation policies isn’t just good for employees – it’s good for business. Companies that best support pet owners may enjoy increased employee satisfaction, higher loyalty/retention rates, and a reputation as an empathetic employer.

In a competitive labor market … these advantages can make all the difference.

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If you have questions or would like to discuss the topic of pet transportation benefits in policy, other elements of U.S. Domestic or International Policy or our detailed U.S. Domestic or International All Benefits Surveys, please contact your NEI Client Relations Manager or NEI Client Development contact at 800.533.7353 any time.

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This material has been prepared for informational purposes only and is not intended to provide, and should not be relied on for tax, legal or accounting advice. Please consult your own tax, legal and accounting advisors before engaging in any transaction.

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What’s at Stake?

When a major merger or acquisition falls through, the corporate fallout can be immense. Companies face direct financial hits like expensive break-up fees, sunk legal costs, and wasted months of effort. For instance, AT&T’s blocked takeover of T-Mobile left it on the hook for a $4 billion termination fee and a sharp drop in its share price. Investors often punish such failures – acquirers that abandon deals typically suffer negative market reactions as the promised synergies evaporate. Internally, failed M&A attempts trigger operational upheaval: leadership shake-ups, morale issues, and costly restructuring are common. One recent example is Penguin Random House’s scuttled $2.2 billion Simon & Schuster merger, which forced a $200 million break fee payment and led to the CEO’s resignation. These debacles also tarnish reputations and erode stakeholder trust. A collapsed deal signals a strategic failure and can invite tougher regulatory scrutiny while risking talent defections – a failed merger can truly be “catastrophic,” resulting in layoffs, brand damage, lost revenue, and other long-term setbacks.

To navigate these challenges, global mobility must be recognized as critical enablers of successful M&A transitions. The ability to seamlessly relocate key personnel, integrate diverse workforces, and establish physical presence in new markets is fundamental to realizing the synergies that drive deal value. Misaligned cultures and talent retention struggles are among the biggest reasons M&As fail, but strategic relocation planning ensures that leadership continuity, employee engagement, and operational efficiency remain intact post-M&As. Relocation plays a pivotal role in harmonizing regulatory, logistical, and human capital complexities, preventing costly disruptions.

Companies that treat mobility as an afterthought often see fragmentation, disengagement, and loss of institutional knowledge derail the intended benefits of an acquisition.

In contrast, organizations that integrate relocation as a core pillar of M&A strategy can accelerate workforce integration, enhance corporate cohesion, and solidify long-term success. Ultimately, relocation is not just a logistical necessity—it is a strategic safeguard ensuring that mergers deliver on their promise rather than unravel in disarray.

The M&A Forecast

After years of subdued M&A activity, M&A activity is expected to spur significant deal making due to reduced regulations and stronger capital markets:

• Barclays Global M&A Team feels the stage is set for robust dealmaking in 2025 and deal volumes could increase up to 15 percent year on year, driven by corporate ambition, increased sponsor activity and cross border activity.
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• Lower interest rates, moderating inflation and rising stock market valuations, reports Skadden, Arps, Slate, Meagher & Flom LLP, may encourage buyers to pursue acquisitions and sectors expected to benefit include energy, digital currencies, industrials, financial services, AI/technology and health care/life sciences.
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• Corporate deal-making is likely to accelerate going forward, reports Morgan Stanley’s “2025 M&A Trends Outlook”, as a favorable regulatory environment and almost $3 trillion in uncommitted capital are among key factors that could drive M&A activity.
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• Boston Consulting Group expects a resurgence in M&A activity to bring a wave of larger transactions, including megadeals.

With expected M&A activity forecasted for the year ahead and beyond, a question Global Mobility, Relocation and Human Resource departments should be asking now is: “Where do we start when we learn about a merger or acquisition that impacts our business?”

How to Successfully Integrate Two Companies: 5 Steps

When the M&A ink is dry, confusion often reigns for those not primed for the challenge. Even normal daily decisions can prove problematic in the new and merging environment.

“More than half of all M&A transactions and post-merger integrations end up destroying value.”

–Boston Consulting Group

Awareness of these 5 steps can help Global Mobility, Relocation and HR professionals play a more strategic role should your company head in that direction.

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Step #1: Ensure Key Stakeholders Are at the Planning Table

“Emotions are often intensified when two companies are coming together; having a clear understanding of the desired outcome for the new entity is essential when collaboratively creating global mobility programs.”

~ Janell Anderson, Chief Experience Officer, NEI Global Relocation

One of the most important factors in achieving a successful M&A transaction is effective integration.  Internally, companies must identify key players from the merging entities to create an M&A project team. Because combining the assets of two or more companies involves employees, Global Mobility, Relocation and Human Resources comprise an important segment of M&A implementation strategy and play critical roles on the transition team, as do Payroll and Accounting.

Six of eight key internal factors that can lead to a failed M&A touch on areas related to HR including:

• Execution/Integration Gaps
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• Talent Issues at the Target Company
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• Not a Well-defined M&A Strategy
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• Not Achieving Expected Cost Synergies
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• Inadequate/Faulty Due Diligence
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• Not Achieving Cultural Alignment
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This illustrates how important it is to invite Global Mobility, Relocation and Human Resources to the planning table to participate in the extensive pre-planning discussions that need to occur before the announcement goes public.

While executives leading a merger or takeover may act more optimistically, impacted groups might be insecure about the potential for dramatic change. Forming strong relationships and cross-departmental teams improve M&A dynamics.

What your team should do first:

The first order of business for the M&A project team related to employees includes:

• Establishing Timelines for what can be shared and when.
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• Sharing Known Dynamics, such as the number of anticipated relocations, locations affected, the new global footprint, potential group moves.
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• Determining Budgets to contain costs of known dynamics.
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• Identifying required Outside Resources, such as the relocation management company.
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• Generating New Policies to retain critical talent.

Once the basics have been established and a general statement of work has been considered, it is time to arrange a confidential meeting with the relocation management company. Because every M&A has its own unique signature, past actions may not fit the current situation.

NEI has vast experience helping numerous companies navigate the complexities of M&A integrations related to global mobility and can be a time and cost saving advocate for planning a successful M&A.

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Step #2: Address Cultural Differences

U.S. companies in the time ahead may look to acquire European companies to strategically expand their footprint and be tactical about what capabilities they want to acquire, according to Morgan Stanley.  As well, companies in Japan are also signaling increased interest in acquiring assets, both domestically and overseas, including buying into Europe for diversification.

Cultural factors and organizational alignment play a crucial role in the success—or failure—of an M&A. However, leaders frequently underestimate the importance of culture, which can result in disappointing outcomes:

• McKinsey & Co. reports that some 95 percent of executives describe cultural fit as critical to the success of integration. Yet 25 percent cite a lack of cultural cohesion and alignment as the primary reason integration efforts fail.
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• According to Aon Hewitt, 58 percent of companies reported they did not have a specific approach to assessing and integrating company culture in a deal.

With the forecasted uptick in cross-border M&A activity, and since cultural alignment is a major factor in a successful M&A, consider investing in cultural training for all stakeholders, including the HR and Global Mobility/ Relocation teams that may work together.

An assessment between key groups is often used to appreciate the differences. Understanding work style, protocol, etiquette, decision-making, and more is critically important for developing the organization’s new culture in a manner that helps everyone feel like a valued participant.

‍Merging Cultures

“Truly global companies around the world are securing supply chains and acquiring companies internationally to do so. We should expect even more cross-border volumes across regions for the foreseeable future.”

~ Mollie Ivancic, SVP of International Services, NEI Global Relocation

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NEI Thriving Example #1

When a North American firm was acquired by an overseas conglomerate, both relocation departments entered the process knowing there needed to be much planning, collaboration, and integration of teams to maintain a return on investment and a seamless transition.

NEI recommended intercultural and communications training for all groups working on or affected by the transition and provided additional area orientation support and integration planning for those who would relocate. This was a crucial step for members of the acquiring company’s overseas management team who were coming to live and work in North America where they would present a different culture and management style to the new workforce.

The company also used the resources of the foreign country’s local embassy and engaged their ambassador to speak about cultural customs and business protocols of the acquiring company’s country to key operational staff in the United States who would be working with new, high-level managers.

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Step 3: Assess Global Mobility Needs and Explore New Strategies

“Global mobility programs create the support structure for new hires and internal transferees alike, it is critical to ensure you have experts who can guide you through the integration of existing programs when developing the landscape for the newly formed entity.”

~ Janell Anderson, Chief Experience Officer, NEI Global Relocation

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Each M&A integration approach is different and tailored to the situation or even an outcome desired by senior management.

For instance, during clear “buyout” situations, leaders from both companies may publicly rename the takeover as a “merger” or a “synergy” to diminish the potential of employee anxiety and improve cross-organization collaboration. It is often assumed that the acquiring company’s policies will supersede the program of the company being acquired, but no hard and fast rules exist.

Group Moves within a new company are a common byproduct of M&A activity. Experiencing and managing a group move is one of the more challenging tasks a relocation manager and company can face. It typically involves targeted new policies, a very customized local approach, communication strategies, multiple meetings, support functions and ongoing collaboration.

Throughout our history, NEI has managed many group moves for our clients, ranging from groups of five to 800 transferring employees/families across numerous industries and global locations. We know how to identify success elements to retain key employees, present the big picture, guide affected employees and manage the entire process proactively. We have found that a strategy does not have to be expensive or elaborate to succeed.

Many Global Mobility, Relocation and Human Resource departments that have experienced M&A events discover that it is also an opportune time to not only customize group move benefits, but also make desired changes to the overall relocation program. The timing of the M&A provides the additional leverage needed to obtain senior management agreement and support.

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Trust is Earned, Not Given | NEI Thriving Example #2

In the merger of two mega-conglomerate companies, NEI took the lead in successfully analyzing and integrating the two companies’ relocation benefits and policies into a comprehensive new program. The client specifically sought NEI’s expertise in offering creative solutions, presenting the agreed approach to impacted employees, and helping to relocate the combined company’s new headquarters to a new site.

Newly combined companies often consult with NEI to conduct an objective, detailed analysis and compare both companies’ policies against current best practices and the client’s industry peers. After the policy comparison, merging companies often choose to move forward with NEI’s policy suggestions because of the focus on cost effectiveness and NEI’s record of delivering high employee satisfaction.

Once finalized, NEI presents its findings at a kick-off implementation meeting involving all key stakeholders. This is an excellent time to cover new program improvements and procedures while ensuring everyone involved is on the same page going forward on both tactical and strategic levels.

When the plan is put into action, desired results are monitored, measured, and reported regularly so the program can be adjusted, as necessary.

Not long after the positive conclusion of this large project, the client merged, yet again, with another rival. NEI helped manage the resulting union of the relocation programs and all transferee/assignee activity continued as a seamless execution of the ongoing program. Communication, collaboration, and a consultative approach helped make both mergers a great success.‍

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Step 4: Manage Expectations and Work Through Differences‍

Working through differences is not limited to companies combining work groups from different countries or regions of the world –internal company cultures can often be diametrically diverse.

NEI has helped the M&A of many companies with polarly opposite and well-entrenched, corporate cultures offering vastly different relocation benefits.

One company may provide generous benefits, while the other very lean. If not carefully managed, a situation like this can lead to dissatisfaction and bitterness, depending on new corporate objectives.

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“Understanding” Helps Us Accept Change | NEI Thriving Example #3

Quickly integrating the relocation programs of two merging companies was complicated enough, but members of a small division of the purchased company were disappointed about adhering to a new policy, much different than the more generous, exception-friendly benefits to which they had been accustomed.

NEI effectively helped the two sides by using a collaborative and consultative approach to compare relocation programs against the company-announced objectives. An enhanced benefits policy grid for the merged companies helped NEI present the findings and discuss why the proposed solution was important to meet company objectives.

Once each division understood the reasoning behind the proposed changes, they moved forward as one, overcoming a potential “relocation roadblock” for the new corporate culture.

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Step #5: Effecting a Calm Transition

Employees in the process of moving are already stressed about relocating and new responsibilities. It is natural to become even more anxious when caught in the middle of a merger or acquisition announcement. Equally concerning are evolving internal processes and ensuring that everyone is on the same page.

Consistency is critical for benefits and processes to be carefully analyzed and clearly documented, so details can be communicated to all without a need for later changes. This includes documenting processes for financial capture, tracking and reporting accuracy.

Taking the time to do it right the first time and preparing consistent documentation ensures that relocating employees and stakeholders will understand and correctly follow any new processes.

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Consistency is critical for communications and documentation uniformity.

Looking at the big picture and analyzing the impact of an M&A on various work groups is also important to foster a calm transition.

In the example below, NEI uncovered a source of great internal anxiety related to new processes and increased workload. NEI was able to create an innovative solution that saved an enormous amount of time and removed a great deal of anxiety by understanding the situation and listening to concerns.

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Work Smarter, Not Harder | NEI Thriving Example #4

For an NEI client, one of the company’s relocation groups experienced a stressful period each year as they had to work extensive hours for a week over the holidays to complete the year-end ‘true-up’ process. They had major concerns about how this would be accomplished with the combined entity and double the employees.

Concerns about the level of staffing, which was not increasing, were also raised – not to mention recognizing that this entire group of employees would be forced to work through the holidays while the rest of the company’s employees would be enjoying their time off.

NEI’s Chief Financial Officer met with all stakeholders involved and proposed a new accounting process to run tax gross-up calculations more often and interface them electronically, since NEI was also managing Expense Tracking. This eliminated the need for the time-intensive true-up process at year-end because NEI would be reconciling for the company throughout the year. The new process handled the task with ease, requiring less time and labor to accomplish a greatly increased workload.

As a result, the client’s team did not need to work that busy holiday week ever again – even with their company size doubling – which was much appreciated by everyone at the company!

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Finding Catalysts for Bold New Strategies

M&A announcements produce their own daunting challenges, but just as COVID-19 forced companies to act, M&A events can serve as catalysts to implement bold strategies tailored to a new and greater company mission and vision including:

• eliminating process bottlenecks
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• improving customer service
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• addressing policy/benefit shortcomings
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• demonstrating the HR/Global Mobility/Relocation group’s value as proactive consultants and
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• leaders creating a more competitive company to increase profitability and grow market share.

NEI has found M&A situations excellent opportunities to help introduce progressive changes or savings measures for which a client had expressed interest or intended to make but may not have had the internal support to implement previously.

What’s to do Next

NEI believes a coordinated approach to integration is critical, and taking proactive, deliberate steps can help foster a smooth transition. We have mastered the key elements of successful M&A integration for relocation and have a passion for working with client leaders to solve business challenges that benefit everyone.

Our global expertise and consulting services are available to help your drive solutions and thrive in today’s challenging, ever-changing world of workforce mobility.

If you have questions or seek to learn more about how we can help your company, please contact your NEI Client Relations Manager or NEI Client Development contact at 800.533.7353 any time.

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This material has been prepared for informational purposes only and is not intended to provide, and should not be relied on for tax, legal or accounting advice. Please consult your own tax, legal and accounting advisors before engaging in any transaction.

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Artificial intelligence, particularly Generative AI (Gen AI), has transformed recruitment by automating tasks such as candidate sourcing, resume screening, and even initial interviews. These advancements have streamlined hiring workflows, but they have also introduced new complexities.

Job seekers now leverage AI to craft optimized resumes and application responses, enhancing their ability to bypass AI-driven screening tools. While this increases efficiency, it also presents a challenge: How do recruiters and HR professionals distinguish top talent in a flood of AI-enhanced applications?

To ensure that qualified candidates rise to the top, companies must refine their approach—combining AI-powered insights with human evaluation to assess a candidate’s true potential, not just their ability to navigate digital gatekeepers.

The Double-Edged Sword of AI in Recruitment

To counteract talent shortages, companies increasingly rely on AI-driven recruitment technologies. Gen AI enhances efficiency by automating resume screening, crafting tailored job descriptions, and generating personalized candidate outreach. Some systems even employ chatbots to conduct preliminary candidate assessments.

However, AI is only as effective as the data it processes. Many recruitment algorithms rely on keyword matching, which can inadvertently prioritize less-qualified candidates while overlooking top talent. AI systems trained on biased datasets may further skew hiring decisions, reinforcing systemic hiring disparities.

A recent Financial Times report highlighted this issue, showing how an AI-driven recruitment tool selected a less qualified candidate for an interview over a more suitable applicant due to superficial keyword alignment. Such errors underscore the importance of balancing AI’s capabilities with human oversight.

AI as a Strategic Partner, Not a Replacement

AI should enhance, not dictate, recruitment decisions. When used strategically, it enables more informed hiring while preserving the essential human elements of evaluation—such as assessing adaptability, interpersonal skills, and cultural fit.

Companies must integrate AI insights with expert judgment, using technology to streamline workflows while ensuring that critical hiring decisions remain in human hands. A balanced approach allows businesses to assess candidates holistically, moving beyond keyword-matched resumes to evaluate real-world potential.

Moreover, organizations that prioritize flexibility, inclusivity, and professional development within their hiring practices will attract and retain top-tier talent—even in a constrained labor market.

How NEI Strengthens AI-Driven Talent Strategies

As AI expands hiring horizons, companies are finding ideal candidates in distant states—or even other countries. A recent survey by ResumeTemplates.com found that 56% of full-time employees in the U.S. are actively seeking new roles in 2025, with 80% confident they will find better opportunities.⁴ In a world where job mobility is increasing, relocation support is a crucial competitive advantage.

When businesses identify the right talent, NEI ensures seamless transitions—offering cost-effective relocation solutions while delivering the highest-rated service in the industry. Our expertise goes beyond logistics, providing tools that help assess whether a candidate and their family will thrive in a new location before making a move.

Pre-Decision Candidate Services

NEI’s tailored Pre-Decision Candidate Services program enhances candidate selectivity, ensuring that both employees and employers make well-informed relocation decisions. Our services include:

• Family Needs Assessments – Evaluating what matters most to relocating employees and their families.

• Housing & Area Orientation – Providing personalized housing tours and community overviews.

• Cost-of-Living Comparisons – Offering detailed insights into financial adjustments required for relocation.

Cultural and Language Training Services

Successful relocation extends beyond moving logistics. NEI’s vetted cultural and language training partners provide flexible learning options, including self-paced, in-person, blended, and virtual programs. These services help employees and families integrate smoothly into new environments, fostering long-term success.

Balancing Innovation and Human Insight in Hiring

“AI is both a major disruptor and savior, in that gen AI specifically will influence 4.5 times the number of jobs it replaces,” says Betsy Summers, at research and advisory company Forrester. “Each organization must determine their risk readiness and conduct a thoughtful decision process to prioritize and choose AI use cases.”⁵  

As businesses navigate workforce shortages and the rise of AI, the key to success lies in balancing technological efficiency with human expertise. By leveraging AI to enhance decision-making—rather than replace it—companies can build high-performing teams while ensuring that relocation strategies optimize talent retention and business growth.

To explore how NEI can strengthen your recruitment and relocation strategies, contact your Client Relations Manager or Sales Representative at 800.533.7353.

Final Notes

This material has been prepared for informational purposes only and is not intended to provide, and should not be relied on for tax, legal or accounting advice. Please consult your own tax, legal and accounting advisors before engaging in any transaction.

1. https://www.cnbc.com/2024/02/08/baby-boomers-hit-peak-65-in-2024-why-retirement-age-is-in-question.html

2. https://www.conference-board.org/topics/global-labor-market-outlook/press/global-labor-market-outlook-2024

3. https://www.uschamber.com/workforce/understanding-americas-labor-shortage

4. https://www.resumetemplates.com/6-in-10-workers-eye-new-jobs-in-2025/

5. https://www.cio.com/article/2509754/generative-ai-and-preparing-for-a-shift-to-skills-based-hiring.html

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‍Another Step in the NAR Settlement Agreement, but Still More to Come

The Sitzer/Burnett lawsuit, a historic case challenging real estate commission structures, has reached a significant stage with the filing of its final judgment on January 30th. This event follows five years of litigation and a jury verdict that reverberated throughout the real estate industry. Key players, including the National Association of Realtors (NAR), Anywhere, RE/MAX, HomeServices of America, and Keller Williams, agreed to a combined settlement exceeding $876 million. NAR's settlement is particularly broad, encompassing hundreds of MLSs, Realtor associations, and thousands of smaller brokerages and agents.

The final judgment, signed by Judge Stephen Bough, largely concludes the sell-side commission litigation for the participating parties. This includes not only the Sitzer/Burnett case but also related lawsuits naming the same defendants. Of the class of eligible sellers, only 40 opted out, preserving their right to pursue individual legal action. The judgment covers a wide range of sellers: those who listed homes on any U.S. Multiple Listing Service (MLS) during specific periods ending August17, 2024. This date aligns with NAR’s implementation of rule changes addressing some litigation concerns.

While this judgment represents a major step, the legal process isn't entirely complete. Buy-side commission lawsuits are still in progress. Furthermore, some sell-side defendants, notably eXp Realty and Weichert Realtors, are still working through their settlement approvals, and their proposed deals have faced challenges. It's also important to understand the limitations of this settlement. While it addresses claims of excessive commissions or inflated home prices directly related to the challenged practices, agents and brokerages could still face legal action for breach of contract, breach of fiduciary duty, malpractice, negligence, or be held liable for failing to adhere to the terms of NAR's settlement agreement—highlighting the importance of working with knowledgeable real estate professionals.

While this latest development doesn’t have an immediate impact on clients’ relocation policies or practices, we continue to cover the subject and provide updates as events unfold. Please reach out to your NEI representative if you would like more information on this timely subject.

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Older Posts: December 2024

Adapting to the New Normal: How Buyer-Broker Commissions are Shaping the Market Post-NAR Settlement

Since the NAR settlement provisions took effect in August 2024, business has largely continued as usual, according to a recent survey by Real Brokerage. The survey of 300 agents revealed that 63% of respondents reported home sellers often covering buyer-broker commissions. Additionally, 21% indicated that home sellers occasionally showed a willingness to cover these costs, while 12% were unable to identify clear trends among their clients.

Although it is still early, data indicates no significant changes in average commission rates on either side of the transaction, suggesting that both buyers and sellers continue to value the crucial role agents play in facilitating home sales. The majority of agents (55%) reported that home sellers are offering competitive rates of 2.5% or higher. Meanwhile, 37% noted buyer-broker commission offers below 2.5%, and only 1% observed a shift toward flat-fee models. According to Real, these trends suggest that commission compression may not be as significant as previously anticipated.

Looking ahead, agents predict that buyer-broker commissions will either remain stable or see only a slight decrease from historical levels. Forty-nine percent expect commissions to settle between 2.6% and 3.0%, while 32% anticipate a range of 2.1% to 2.5%. Another 10% foresee commissions trending toward 1.6% to 2.0%. Outliers include agents who expect commissions to rise to between 3.1% and 3.5% or to drop to between 1.0% and 1.5%.

Generally, buyers must sign an agreement with the real estate agent that represents their interests.  While they may ask the seller to pay concessions to offset that amount, the agreement will obligate transferees to compensate their agent (in a buying scenario), if the seller does not agree.  

Examples of some of the amendments to home purchase policies include:

If contracting with a referred buyer agent and the seller decides not to cover the buyer agent compensation for the employee, companies may provide assistance with the employee’s obligation.  The type of assistance may include:

• Typical new home closing costs, including the agent’s commission normal for the area
• If a current homeowner, typical new home closing costs and agent’s commission with a cap of 3% as part of the Buyer Agency Agreement.
• Up to a total of 6% for both home sale and home purchase assistance for the employee to split, as needed, between both benefits.

After closing on the new home, employees must submit the Buyer Agency Agreement, the Closing Disclosure statement and a Relocation Expense Report to NEI for reimbursement.

NAR Settlement Impact on Rental Transactions

Although the current NAR settlement does not address rental transactions, the situation is evolving, and it is possible that Renter/Tenant Representation Agreements may eventually become mandatory. New Jersey and Texas already require renters to sign an agency agreement before an agent can assist with rental showings. However, in New Jersey, since tenants are already responsible for paying the agent's fee, the only change is the requirement to sign the agreement.

In Texas, most landlords continue to offer a commission to the renter’s agent. This suggests that the financial impact on transferees and employers remains minimal. This trend is primarily seen with private landlords of single-family homes rather than apartment communities. If apartment communities do offer commissions, they typically deal directly with the agent. We are closely monitoring for any instances where agents request transferees to sign renter agreements and will track and advise on emerging trends.

Again, we continue to monitor the situation and train our single point of coordination Account Executives on the changes, impacts and what to watch for in buyer agency agreements so they can advise your relocating employees accordingly.

Please reach out to your NEI representative for recommendations on how to adapt your policies and practices to the latest changes in the U.S. real estate industry.

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Older Posts: October 2024‍

National Association of Realtors (NAR) Settlement Provisions Go Into Effect

Barring any statement from the Department of Justice that would have caused a delay, the National Association of Realtors (NAR) Settlement provisions became effective on August 17, 2024. By September 16th, all Realtors (NAR members) & NAR related MLS organizations will be required to comply with changes to U.S. buyer broker compensation.

Effective August 17^th

• Buyers must sign an agency agreement with their own agent, which obligates them for that agent’s compensation.
• The MLS will no longer include any information regarding a co-operative commission for a buyer’s agent.
• Commission rates have always been negotiable, but brokers can no longer discuss what is “typical” in any given market.  Each brokerage will determine the minimum compensation they will accept for services offered to buyers and sellers.  
• The agent cannot accept more than is set forth in the buyer agency agreement, even if the seller offers more.

You’re not alone if your organization is uncertain how to adjust to the changes.  The Worldwide Employee Relocation Council (WERC) conducted a survey among corporate and government mobility professionals to understand how they plan to address the NAR proposed settlement. The survey included responses from 47 organizations, mainly large ones with over 20,000 employees. Key findings reveal that:

• 62% of organizations are still deciding how to handle home sales after the NAR changes, and 64% are undecided about home purchases.
• For those that have decided, 45% plan to cover the full buyer agent compensation for home sales, and 43% for home purchases if the seller declines to pay.
• 38% plan to amend existing policies, and 28% will update formal policies related to buyer agent compensation.

The survey serves as a guide for companies to navigate these changes, providing insights into industry trends and potential best practices.

The changes take effect across most of the U.S. but not everywhere. Here is a list of multiple-listing services that are adopting the rule changes. Every state, MLS and brokerage will have unique forms and requirements so working with a vetted NEI brokerage that has a relocation department, a relocation director who will partner with NEI and our clients when issues arise, and, most importantly, relocation trained agents who will be committed to looking out for the employee, has never been more important.

NEI is monitoring the release of standardized WERC Buyer Agency Agreement Rider documents/templates and has been training its single point of coordination Account Executives on the changes, impacts and what to watch for in buyer agency agreements so they can advise your relocating employees accordingly.

Please reach out to your NEI representative for recommendations on how to adapt your policies and practices to the latest changes in the U.S. real estate industry.

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Older Posts: June 2024

NAR Settlement Update | Q&A

The recent settlement agreed upon by the National Association of Realtors (NAR) is soon poised to reshape the U.S. real estate landscape, including the relocation industry. This landmark decision will dismantle established commission structures, leading to an era of increased transparency, competition, and consumer protection.

Below are common Questions & Answers regarding NAR’s settlement practice as of today:

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When does it take effect?

• The NAR Lawsuit is currently scheduled to go into effect on August 17, 2024, but this date may be pushed back again. By September 16, all Realtors (NAR members) and NAR related MLS organizations will be required to comply with NAR settlement provisions.

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What is NEI’s position on the real estate agent commission ruling?  

• NEI recommends approaching this topic on an “as needed” basis for the next several months. Once the settlement is finalized and any Department of Justice requirements are clarified, NEI will have a better sense of the longer-term impact on who pays the buyer agent’s commission.  
• Eventually, policy updates may be needed to clarify exactly what is covered in those cases, but it is still too soon to make those adjustments at this time.

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How is the ruling going to change the industry for both buyers and sellers beyond the commission fee structure?  

• A primary concern for buyers is the ability to come up with the cash needed for the agent’s compensation on top of the challenge of saving for a down payment. This is likely to have the most impact on both lower income and first-time home buyers. Yet, relocating employees who lack new home closing cost benefits will also see their purchasing power diminished.
• Even if sellers continue to cover commission in many cases, this change puts the burden of negotiating that “concession” into the contract squarely on the buyers and their agents.  
• For buyers, using an experienced, highly trained agent becomes even more critical than ever, but many may look to save money by working directly with the listing agent or “going it alone.”  
• Without representation, buyers are at a disadvantage: relocation policies should require the use of a qualified agent to be eligible for benefits.
• Sellers unwilling to negotiate the buyers’ agent commission may find their home takes longer to sell.  
• It has been a “sellers’ market” for a number of years, however, if many buyers drop out of searching for a new home, that sellers’ market could shift.

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How will this ruling impact domestic U.S. corporate relocation programs? Are there international program implications?  

• The expectation is, if buyer agent commissions are not paid by sellers or clients, the financial structure of client contracts will revert to the days of clients paying fees for services, rather than Relocation Management Companies (RMCs) covering their costs from real estate referral fees.  
• For clients with robust programs, covering commission on the buyer side will become common and policies will reflect that, despite the additional cost: buyer agent compensation plus gross-up.  As a condition of covering new home closing costs, including commission, companies should require the use of relocation trained agents referred by NEI.  
• Clients that do not cover new home closing costs or buyer agent compensation may see an impact on recruiting and retention as additional costs to a relocating employee may result in fewer home purchases.
• Internationally, this should only impact those assignees moving to the U.S. with an intent to purchase a single-family home, which is typically a fairly small population.  

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What steps should companies with relocation programs take to ensure no disruption to employee relocation/home sale?

Education is critical:

• NEI has been training its single point of coordination Account Executives for months on the changes, impacts, and what to watch for in buyer agency agreements.  
• NEI provides talking points to its Account Executives, an email with guidance to the relocating employee on what to look out for in those contracts, and an optional Addendum to Buyer Agency Agreement that relocating employees can use with the contract to help limit their risk.  
• This NEI process is on-going and it will continue to be so until the market has absorbed the new processes and stabilizes.

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Are there financial risks to corporate clients or RMCs? Is there an impact on home-sale rebates?

• The financial risk to RMCs is the potential revenue loss from buyer agent referral fees. If companies do not cover that commission, the relocating employee will be responsible. In those cases, RMCs may not be able to collect the referral and will need to charge clients higher exception fees.  
• Also, home sale rebates will likely be reduced or eliminated over time as those calculations assume a certain percentage of referral collection from agents on BOTH the selling and buying sides of each relocation.

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Are there any NAR implications that the general public are not aware of/thinking about?

• Yes; the ruling not only impacts buyers and sellers, but can impact relocating renters as well.  Many NEI clients already cover rental agent commission in markets where it is typical (e.g., New York, New Jersey, Boston, San Francisco, etc.) and this will not change. However, there may be more markets where this becomes common in the future. Renters may ultimately find themselves asked to sign agency agreements, if they are looking for single-family units.  

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What is the industry mood towards the NAR ruling?

• The industry is highly engaged with all the parties and decision makers, and is working behind the scenes to be prepared for a variety of “most likely” outcomes.  
• It will require change, but that’s not new to relocation or real estate: both are resilient and will find ways to best serve clients and relocating families.
• The Worldwide Employee Relocation Council has formed five subcommittees of nearly 60 industry volunteers who are monitoring the ruling and the impact on the industry.

Subcommittees consist of:

• Brokers
• Corporations
• Mortgage & Lending
• Real Estate Related Services
• Relocation Management Companies: NEI’s Connie Pearson, Director Domestic Operations, is on the committee for RMCs  

NEI will continue to work in close partnership with service partners to educate clients and relocating employees to avoid surprises and frustration with the new ruling.  If you have any question about this developing situation, please contact your NEI Client Relations Manager at 800.533.7353 at any time.

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Older Posts: March 2024

National Association of Realtors Lawsuit Update

A significant development unfolded within the real estate industry as the National Association of REALTORS® (NAR) disclosed a comprehensive nationwide settlement addressing commission lawsuits initiated by sellers across various states. It is imperative to note that the settlement is not final; its final approval by the court is pending, and the court is unsure when this may happen.

The proposal includes two pivotal rule changes as part of this new settlement. Firstly, NAR has committed to implementing a new regulation prohibiting compensation offers on the MLS.  With the rule change, brokers and agents must directly negotiate compensation terms with their respective clients. Secondly, agents must formalize written buyer agreements with potential buyers before facilitating property tours.

These proposed rule changes would take effect mid-July, marking a significant shift in industry practices.

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Key Practice Changes:

• Consumers retain the right to opt for cooperative compensation, provided it is pursued off-MLS through negotiations and consultations with real estate professionals.
• A new rule barring compensation offers on the MLS will be enforced, effective mid-July 2024.

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Implications:

• Despite the prohibition of communicating compensation offers through the MLS, various avenues for compensating buyer brokers will persist.
• Compensation for buyer brokers will remain diverse and subject to negotiation between brokers and consumers. Compensation may include fixed-fee commissions paid directly by consumers, seller concessions, or a portion of the listing broker’s compensation.
• Negotiating compensation terms between agents and the consumers they represent will remain paramount.
• The industry may see reduced listing commissions and buyers responsible for paying their own representative.
• With these rapid changes to the real estate sales process, it is more important than ever to work with highly trained and qualified relocation agents for both selling and buyer.
• This announcement heralds a significant real estate paradigm shift, necessitating all stakeholders’ adaptation and diligence.

NEI has observed more locations implementing buyer agency agreements in recent months.  We increased counseling to buyers regarding these contracts with the early rulings on the NAR lawsuits and will continue to offer support to help avoid financial surprises at closing.  

Longer term, we anticipate a need for companies to review their policies to determine any benefit changes as the impacts of these industry disruptions become clearer.  

NEI continues to monitor the situation and will offer updates to our clients as they become available. Please get in touch with your NEI representative if you have any questions or want to discuss this further.

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Older Posts: October 2023

National Association of Realtors Found Liable

A jury reached a decision that could potentially change how real estate transactions are conducted in the U.S., creating opportunities for significant changes to commissions paid to real estate agents. In the case, Burnett v. NAR et al, the Kansas City, MO, jury found the National Association of Realtors (NAR), and some of the largest national real-estate broker franchisors conspired to artificially inflate home-sale commissions.

The basis of the conspiracy is the condition that a home seller must agree to pay a commission to the buyer’s agent before the home can be listed on NAR’s nationwide Multiple Listings Service database – a database controlled by local NAR associations. And, since most home sales are through the MLS marketplace, the plaintiffs claim home sellers are forced to pay a cost that should be paid by the buyer.

Under the new model, sellers may no longer be responsible for covering the seller’s and buyer’s agents’ commissions, allowing negotiation of different compensation models, and having buyers assume the responsibility of directly compensating their agents.

The NAR believes this could be a substantial challenge for first-time and low-income buyers who might lack the upfront funds to pay an agent, potentially depriving them of valuable expertise.

According to Worldwide ERC, the resolution of this and other related lawsuits could potentially change today’s real estate business by bringing competition, cutting costs, and providing customers with more options.

With uncertainty on how the ruling plays out, and NAR planning to appeal the decision with confidence, NEI will continue to monitor the situation and will offer updates as they become available. If you have any questions, please contact your NEI Client Relations Manager or NEI Client Development Contact at 800.533.7353.

What you and your relocating employees and families need to know to stay prepared.

Who Does This Impact?

Adult passengers 18 and older must show valid identification at U.S. airport Transportation Security Administration (TSA) checkpoints, but starting May 7, 2025, travelers in the U.S. will need REAL ID–compliant identification or approved alternative IDs to board domestic flights and access federal facilities.

What’s Real ID and Why Has It Taken So Long?

The REAL ID Act establishes minimum security standards in the U.S. for state-issued driver’s licenses and identification cards.

Enforcement of the REAL ID Act—a post-9/11security measure—was delayed two decades after the act was passed by the U.S. Congress in 2005.  Delays stem from low state compliance rates, with only about half of state-issued IDs meeting the standards as of 2022.

Check If Your ID Is Compliant and Alternatives

All states are issuing REAL ID-compliant driver’s licenses and identification cards.

Look for a star marking on your driver's licenses or other state photo identity cards issued by the Department of Motor Vehicles—a clear indicator of compliance.

States like Washington, Michigan, Minnesota, New York, and Vermont also issue “Enhanced Driver’s Licenses” (EDLs), which are acceptable alternatives, but may lack the required star marking.

TSA urges travelers to obtain a REAL ID-compliant state-issued driver’s license, state-issued identification card, or another form of acceptable ID well before May 7, 2025.  Their website has a full list of alternative ID documents accepted at checkpoints. These include:

• U.S. passport
• U.S. passport card
• DHS trusted traveler cards (Global Entry, NEXUS, SENTRI, FAST)
• U.S. Department of Defense ID, including IDs issued     to dependents
• Permanent resident card
• Border crossing card
• An acceptable photo ID issued by a federally recognized Tribal Nation/Indian Tribe, including Enhanced Tribal Cards (ETCs).
• HSPD-12 PIV card
• Foreign government-issued passport
• Canadian provincial driver's license or Indian and Northern Affairs Canada card
• Transportation worker identification credential
• U.S. Citizenship and Immigration Services Employment Authorization Card (I-766)
• U.S. Merchant Mariner Credential
• Veteran Health Identification Card (VHIC)

How to Get a REAL ID

Visit your individual state’s licensing agency to upgrade to a Real ID. You will need to provide the following:

• Full legal name
• Date of birth
• Social Security number
• Two proofs of address
• Proof of lawful status

Some states may require additional documentation. The Department of Homeland Security website features an interactive map to help you determine your state’s specific requirements.

Stay Travel-Ready Before May 2025

As the May 2025 deadline is fast approaching, it’s essential that your identification meets REAL ID standards to avoid travel surprises or delays.

For more information, visit the official U.S. government website and take steps today to stay compliant and ready for future travel.

If you have questions or would like to discuss the topic further, please reach out to your NEI Client Relations Manager or NEI Client Development contact at 800.533.7353 any time.

This material has been prepared for informational purposes only and is not intended to provide, and should not be relied on for tax, legal or accounting advice. Please consult your own tax, legal and accounting advisors before engaging in any transaction.

NEI Global Relocation is pleased to announce that our Service Organization Control (SOC 1 and SOC 2) audits achieved ZERO findings for the fourth year in a row and in seven of the past eight years.

SOC 1 –Compliance with Financial Laws and Regulations to Combat Fraud

A SOC 1 audit is for service organizations and assesses the internal controls and procedures which are in place to protect client data and ensure controls around processes are operating as designed – more specifically related to financial reporting.

A SOC 1 report validates the organization's commitment to delivering high-quality, secure services to clients. This report provides customers with an independent assessment so they can be confident that financial laws and regulations comply with corporate responsibilities to combat corporate and accounting fraud.

" Securing our fourth year in a row of a SOC 1 report with zero findings is a testament to NEI’s commitment to excellence. This milestone reflects our relentless focus on safeguarding financial data, upholding accuracy, and delivering secure, dependable solutions for our clients and their relocating employees,” said Michelle Moore, NEI Chief Operating Officer. “This achievement showcases the commitment our employees have made to maintaining a robust internal control system and consistently upholding our processes with excellence and integrity. It’s a true team effort and we are working diligently to ensure that we continue these amazing results with our transition to SAP.”

The American Institute of Certified Public Accountants(AICPA) specifies that a SOC 1 report provides assurance to clients that a service organization’s financial reporting adheres to the standards set forth in SSAE No. 18.

SOC 2 –Availability, Security, and Confidentiality

The SOC 2 report addresses a service organization’s controls related to services, operations, and compliance. NEI’s SOC 2 reports on the criteria of availability, security, and confidentiality—which are often categorized under data security.

“Cyber security is not an isolated, company effort, but rather a team endeavor,” NEI’s Dar Andrews, NEI Chief Information Officer said. “Achieving our fourth consecutive year of SOC1 and SOC2 compliance, without defects, underscores the partnership among our employees, clients, and suppliers in safeguarding our business systems.”

The SOC 2 report is connected to the SSAE 18 standard and was created in part because of the rise of cloud computing and business outsourcing of functions to service organizations.  

"Our ability to uphold this high standard of excellence reflects our organization’s dedication to data security and privacy. The achievement highlights the daily efforts of all NEI employees,” said Kevin Sefcovic, NEI Information Security and Privacy Director. “We remain committed to safeguarding customer information by continually evolving to address the dynamic security landscape. Doing so ensures trust and reliability for years to come!”

NEI’s Consistent Results

Excellence isn’t just a goal at NEI—it’s a standard we uphold in everything we do. Alongside our impeccable SOC 1 & 2 Type 2results with zero findings, we’re proud to have earned more #1 rankings than any other relocation management company in the 2024 Trippel Relocation Managers’ Survey©. Our leadership in categories such as Overall Satisfaction, Willingness to Recommend, Performance, Quality, and Integrity, along with the highest net satisfaction in Overall Satisfaction, speaks to the unwavering dedication of our team.

Since 2020, NEI has accumulated 54 #1 ratings, far outpacing the next closest competitor, which earned just 23. These exceptional results reflect not only our commitment to client satisfaction but also our relentless pursuit of excellence in every facet of our service.

Should you want more information about these SOC 1 and 2Audit results, please reach out to NEI’s Dar Andrews, NEI Chief Information Officer, or Michelle Moore, NEI Chief Operating Officer. We are always here to help.

How companies can support employees who need to relocate into higher insurance cost areas or retain employees that companies need to have remain there.

Homeowner insurance costs have steadily risen across the U.S., especially in states prone to frequent natural disasters. In these markets, insurance companies often have little choice but to raise rates to protect themselves or stop providing policies altogether, withdrawing from the marketplace.

While home insurance costs may not have been a significant consideration for employees contemplating relocation in the past, employers may soon discover that it is becoming an increasing concern. With inflation and rising costs top of mind for many, employees relocating to higher-premium areas—or seeking to move away to avoid them—may soon base their decisions on more than just salary and benefits.

Why are Home Insurance Rates Increasing?

Taxes and insurance make up more than half of monthly mortgage payments for 9 percent of single-family mortgages in the U.S., up from 4 percent in 2014.  Increasing insurance premiums intensify the lack of affordability home buyers already face today. Even for those who own their home outright, rising annual costs pose a significant budget problem.

Understanding the drivers behind the rising costs and addressing them proactively can lead to better outcomes for all:

Reason 1: Natural Disasters

Catastrophes are a key driver: from wildfires in California and the West to hurricanes in Florida and the South, wind and hail in Colorado and the Midwest, and flooding in Vermont and the Northeast.

Americans in the most disaster-prone zip codes in recent years pay 82 percent higher premiums than those in low-risk areas, per a new report from the U.S. Treasury Department (Business Insider).

Florida, California and other states also have faced regular insurance crises as multiple insurers have declared insolvency, non-renewed policies, or left the states entirely. 2025 shows further increases likely, but states prone to frequent natural disasters may experience higher adjustments (Insurify). 

• ​Insight for Employers: Employees relocating to high-risk zones may face significant and unforeseen financial pressure they may not know about.

Reason 2: Construction Costs

Rising material costs and labor shortages have driven up the price of rebuilding homes. For instance, lumber prices and construction labor rates have seen sharp increases in recent years, leading insurers to raise premiums to cover these higher claims costs​ (TrustedChoice.com).

Additionally, China, Canada and Mexico – top providers of building material imports to the U.S. – are slated for high tariffs proposed by the new administration. If these costs rise because of tariffs and insurance companies have to pay more to repair or replace homes, increases could happen through higher home insurance premiums, per Dean Baker, a senior economist at the Center for Economic and Policy Research.

• Insight for Employers:  Encourage employees to invest in risk-reduction improvements, such as energy-efficient upgrades or fire-resistant materials, which may lower premiums and increase property values.

Reason 3: Reinsurance Costs

Reinsurance, a practice where insurers purchase coverage from other companies to share the financial risk of large losses, has become more expensive due to increased payouts for natural disasters.

As an example, in Florida, specialty insurers dominate the state’s residential market and rely on reinsurance to cover nearly 40 percent of the properties. In contrast, in Georgia, national insurance carriers play a bigger role and rely on reinsurers for less than 10 percent of properties. This can explain why inflation-adjusted premiums in coastal counties of northeast Florida rose by about $1,000 between 2018 and 2023, while nearby counties in coastal Georgia increased by less than $500 (The National Bureau of Economic Research).

• Insight for Employers:  Exploring company partnerships with insurance providers may help companies save money and manage risks. Partnerships may offer special discounts or create custom insurance plans designed to handle specific challenges, helping businesses address rising costs more effectively.

Reason 4: Insurer Withdrawals & Reduced Competition

Some major insurers in high-risk states are withdrawing from the market, according to TrustedChoice.com, leaving homeowners reliant on limited options such as state-backed insurers of last resort. California and Louisiana have been particularly impacted​.

Because lenders typically require homeowners insurance on a property, if a homeowner fails to maintain homeowners insurance, a lender can purchase "force-placed insurance" on their behalf, which is usually more expensive than a regular policy and protects a lender's interest per USAToday.

A study from the Insurance Information Institute found 12 percent of Americans today no longer have home insurance – up from 5 percent in 2019 (USAToday) – the highest level of uninsured homeowners the industry-funded research group has seen. Many of these either own their homes outright and didn’t renew their policies after satisfying the mortgage, or did not find another policy when the one they had was not renewed. The proportion of uninsured owners rose in some major metro areas, especially in Miami, where 21.2 percent of homeowners went without insurance in 2023, up from 14.5 percent in 2021 per the Wall Street Journal.

NEI does not recommend forgoing insurance, as homeowners would be gambling that a catastrophe won’t occur, especially with most people’s net worth tied up in their homes..

• Risk of Inaction: Employees may have been hit with high, unexpected premium spikes which could lead them to increased financial pressure and/or company relocation offer refusals. Offering resources to navigate insurance markets/options can improve the relocation experience.

Assisting Employee Retention and Relocation Acceptance

While the factors behind state’s rising premiums are systemic, there are actionable strategies for employees to try mitigating rising insurance rates:

1. Consider Risk Reduction Credits: Promote state-specific home improvements that qualify for insurance discounts (installing storm shutters, impact-rated windows, wind-rated garage door, upgrading roofing materials, etc.).
2. Lower Deductibles: Understand how raising the policy deductible may impact annual premiums and ask if an insurance agent can help identify any unknown discounts so they don’t have to switch insurance companies.
3. Shop Around: Comparing quotes across providers can be cost-effective. Direct employees to resources or brokers who specialize in competitive insurance quotes. Seek out experienced insurance brokers who can access different options.
4. Increase Bundling: Many insurers offer discounts for bundling multiple policies (like home, life, auto) or installing security and monitoring systems like smoke detectors and water sensors. These measures lower risks and insurance costs.

From an Employer perspective, some organizations may also be able to form partnerships with insurers to offer employees better group discounts or corporate-sponsored policies for employees, just as done with health and life insurance. This should be investigated at each company’s discretion.

Call to Action: Support Knowledge Sharing and Changes Employees Can Make

Rising homeowner's insurance premiums present hidden risks for employees and significant challenges for HR and relocation professionals. These challenges include both increased costs and the risk for those who go without insurance, as well as for those who decide not to relocate to expensive states or leave to save money.

Proactively addressing the issue and helping employees learn and understand what steps they can take, as outlined above, will position the company as an interested, trusted partner in their employees’ well-being.

If you have questions or would like to discuss any relocation-related issue further, please contact your NEI Client Relations Manager or NEI Client Development contact at 800.533.7353 any time.

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This material has been prepared for informational purposes only and is not intended to provide, and should not be relied on for tax, legal or accounting advice. Please consult your own tax, legal and accounting advisors before engaging in any transaction.

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The Renters’ Rights Bill, currently progressing through the UK Parliament, is set to bring significant reforms to the rental sector specifically in England – Scotland, Wales, and Northern Ireland have their own separate rental laws and regulations – impacting both new and existing tenants as well as corporate relocations.

Even before becoming law, the Bill is affecting home searches in England: fewer available properties, faster market turnover, and the resurgence of bidding wars.  Further anticipated consequences include higher asking prices, new landlord registration costs leading to higher costs, and a possible preference for corporate rentals, which remain exempt from certain provisions.

“For corporate relocations, a shift to periodic tenancies offers greater flexibility, allowing assignees to terminate leases as needed,” said Sarah Charlton, Senior Global Mobility and Property Specialist at Icon Relocation. “However, concerns over reduced landlord control have already led to lower rental stock levels as some landlords exit the market, potentially making home searches more challenging as well as increasing rents.”

If the Bill is passed, key proposed changes are expected to take effect in mid-2025, but some provisions may be implemented immediately and others phased in later.

“As the landscape evolves, relocation professionals must navigate these changes to secure optimal housing for assignees,” said Mollie Ivancic, SVP, International Services at NEI Global Relocation. “NEI and Icon teams are up-to-speed and trained on the possible impacts of the Bill and prepared for if and when any changes become official.”

NEI Global Relocation and our partners at Icon offer global companies outstanding, proactive guidance to ensure the correct support is always provided. If questions on this topic or other global mobility issues, please contact:

· NEI’s Mollie Ivancic, SVP, International Services: mivancic@neirelo.com +1.402. 397 8486

or

· Icon’s Sarah Charlton: Sarah.Charlton@iconrelocation.com, +44(0)1892 600500

For further details on England’s Renters’ Rights Bill, visit https://iconrelocation.com/the-renters-rights-bill-predictions-and-forecasts/

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The Lunar New Year, also known as the Chinese New Year or Spring Festival, is a significant celebration in many Asian cultures. In 2025, the Lunar New Year begins on 29 January 2025, marking the start of the Year of the Snake.

The Year of the Snake is associated with qualities such as wisdom, intuition, and charm. Individuals born under this sign are believed to be perceptive, intelligent, and graceful.

Festivities typically span 15 days, culminating in the Lantern Festival. This year, the celebrations will conclude on 12 February 2025. The Year of the Snake will continue until 16 February 2026, when the Year of the Horse begins.

While NEI’s Singapore office will only be closed 29 January and 30 January, you may experience disruptions or delays in service as many of our service partner offices in eastern Asian countries that celebrate the holiday such as Bhutan, China, Indonesia, Japan, Malaysia, Philippines, Singapore, South Korea, Thailand, Tibet and Vietnam, are typically closed for the full extent of the public holiday from 29 January through 12 February 2025.

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Post-Inauguration Rundown & Global Mobility Impact

The global mobility industry may face significant changes due to policy shifts initiated by President Trump. Since taking office on January 20th, the President has signed several executive orders, with more expected to follow. The administration has already implemented reforms in areas such as immigration, energy production, and workforce development, which may create ripple effects, impacting employers’ relocation strategies.

Some of these executive actions are expected to affect U.S. foreign policy immediately, including changes to immigration processes, border security, and talent acquisition—key areas for the global mobility industry.

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Executive Orders and How They Work

The American Bar Association explains, “An executive order is a signed, written, and published directive from the President of the United States that manages federal government operations.” Executive orders are not legislation and allow the President to make policy within existing laws and constitutional authority. However, Congress can limit their impact by restricting funding, and subsequent administrations can revoke or amend them.

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Key Initiatives and Their Implications

Immigration

Recent executive actions signal a shift in immigration policy, including strengthened border enforcement, expedited deportation measures, and anticipated revisions to employment-based immigration programs. Employers should prepare for increased compliance requirements, longer visa processing times, and potential disruptions to employee relocations.

Border Control

Executive orders have heightened border security measures, which may result in more rigorous screening processes and restrictions on entry. These changes could disrupt planned relocations, complicating the movement of employees and their families.

Increased Tariffs

Executive actions emphasizing the protection of domestic industries may lead to increased tariffs on goods imported from certain countries. These changes could raise costs associated with global relocations, such as shipping household goods or acquiring vehicles in the host location. However, some businesses could see benefits from shifting economic dynamics, such as increased domestic production or trade adjustments, which may influence relocation needs and strategies.

Talent Acquisition

The administration's stance on talent acquisition reflects a complex and potentially conflicting set of priorities. While President Trump recently expressed support for skilled immigration programs like H-1B visas, signaling an openness to merit-based immigration, the "America First" executive orders emphasize domestic hiring and workforce prioritization. This dual focus creates uncertainty about the future of employment-based visa programs and how they might be impacted by broader immigration reforms.

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Potential Impact

Employers should anticipate evolving policies that may expand or restrict access to global talent pools, potentially leading to longer relocation timelines, increased costs, and stricter immigration compliance requirements. Changes to visa processing times, quotas, and eligibility criteria could impact companies’ ability to fill critical skill gaps and maintain diverse, competitive workforces. To mitigate these challenges, organizations should proactively adjust relocation budgets, review benefit packages, and adopt flexible global mobility strategies. Monitoring policy developments and remaining adaptable will be essential for navigating this shifting landscape while ensuring workforce continuity and competitiveness, while also staying attuned to potential economic opportunities arising from shifting trade and tariff dynamics.

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Regular Monitoring

As the administration continues to implement its policy agenda, the global mobility landscape will continue to shift. Employers should remain informed of new developments and consider proactive measures to adapt their relocation programs under their evolving business landscape.

For further insights and support, contact your NEI Client Relations Manager at 800.533.7353. Stay tuned for updates as we continue to monitor the potential implications of these executive actions for your business and on the global mobility industry. For a complete list of Trump’s Executive Orders click here.

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Supportive Cultures Benefit Talent Management Goals

Successful recruitment and/or relocation of talent often hinges on more than just the right logistics and financial support—it also depends on one’s corporate culture.

Talent asked to relocate for a new position face not only the stress of the physical move but also emotional and psychological challenges. Corporate culture plays a vital role in supporting them through this process.

To help employees manage transitions, a truly supportive culture can turn a stressful relocation into a smooth process. A lack of cultural support can leave employees feeling isolated, disengaged and maybe regretting their decisions.

Research by SHRM found that a whopping 90 percent of workers who rate their company culture as “poor” have thought about quitting¹.  PwC’s 2021 Global CultureSurvey² also found:

• 69% of businesses who adapted culture-focused initiatives said their company culture gave them a competitive advantage, and
• 66% of executives and board members believe company culture is more important to performance than the organization’s strategy or operating model.

Let’s examine how integrating a company’s positive culture into the relocation experience can be crucial to recruiting, moving, and retaining top talent.

Corporate Culture is Key

Corporate culture is more than mission statements or perks; it embodies the values, beliefs, and behaviors that shape employee interactions and their relationship with the company. When employees relocate, they enter a new social and professional ecosystem, facing unique challenges as they adapt to a new community, office dynamic, and work environment, often without familiar support systems. Companies with inclusive, well-defined cultures provide stability during this transition, fostering a stronger sense of belonging and ensuring a smoother relocation.

Also, understanding the top-tier benefits available is essential for improving employees’ experiences. Focusing on strategic perks and options is an excellent starting point. It is also key to factor in a benefits package during the recruitment and relocation process.

Building a Culture that Supports Relocated New Hires and Employees

Without proper cultural integration, employees who feel disconnected after relocating are more likely to leave a company, often within the first year.

Sandy Costa, an organizational psychologist, wrote in ForbesMagazine³ that – contrary to popular belief – recruitment and retention are not isolated tasks, but are interconnected processes. She writes there are three major “Talent myths” that need debunking:

• Myth 1: Salary is the primary driver of employee retention.

This may stem from assumptions that employees are solely motivated by money. While competitive salaries are essential, other factors are equally important. 

• Myth 2: Recruitment concludes after extending a job offer.

Do not overlook ongoing support in onboarding. This ensures new hires feel welcomed and equipped with the necessary resources and integrated into the company culture from day one.

• Myth 3: Retention starts after hiring.

A key retention component is alignment of employee and company values. By selecting candidates whose values align with those of your company, retaining those employees is likely.

Confronting these myths and offering a welcoming onboarding and relocation experience will have a positive effect on your hiring and retention efforts.  Consider the following ideas for enhanced employee experiences:

• Clear communication and proactive updates from their assigned relocation manager assures employees and family members they are not navigating the move alone.
• Offering flexible relocation benefits. Providing employees the opportunity to select the relocation benefits that fit their needs the best while using a budget tool to work within a predetermined budget can reduce stress and help employees feel more empowered during their move.‍
• A sense of community is important. Company mentor programs—where experienced employees assist with an employee’s acclimation to the new workplace can ease the transition.  This can include introducing them to company groups and committees to help relocated employees build connections and integrate themselves into the new location. Area orientations may also be provided to acquaint the employee and family with the city and its amenities.

NEI’s service delivery model is built to support the needs of our clients and address their employees’ emotional and practical needs during a relocation.  

Also, consider the clear benefit: when a business replaces a salaried employee, it costs six to nine months of their average salary to find another.⁴  

By prioritizing cultural alignment, benefits and engagement, companies can minimize turnover and retain a committed workforce.

The Difference Maker: Communication, Flexibility, Community

Investing in cultural integration goes beyond making relocations easier and impacts overall business success and employee engagement. The goal is about ensuring long-term satisfaction and retention, creating an environment where employees thrive no matter where they are.

A Deloitte survey that interviewed over 7,000 CEOs and HR leaders⁵ reported 82 percent of respondents believed company culture could provide a competitive advantage.

This underscores just how important corporate culture is as a critical factor in successful recruitment and retirement efforts, which in turn supports successful employee relocations.  

While logistical planning and financial assistance are important, a strong culture—rooted in communication, flexibility, and community—helps employees feel valued and connected, even as they navigate relocation challenges.

The result can be a smoother relocation and a more engaged, committed workforce—leading to lower costs, higher profits and better business outcomes for one’s company.

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If you have questions about these situations, please contact your NEI Client Relations Manager at 800.533.7353 at any time.

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This material has been prepared for informational purposes only and is not intended to provide, and should not be relied on for tax, legal or accounting advice. Please consult your own tax, legal and accounting advisors before engaging in any transaction.

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1.        https://www.hrmorning.com/news/company-culture-new-competitive-advantage/

2.        https://www.pwc.com/gx/en/issues/upskilling/global-culture-survey-2021.html

3.        https://www.forbes.com/councils/forbeshumanresourcescouncil/2024/06/04/strategizing-recruitment-and-retention-in-an-evolving-talent-landscape/

4.        https://www.peoplekeep.com/blog/employee-retention-the-real-cost-of-losing-an-employee

5.        https://www2.deloitte.com/us/en/insights/focus/human-capital-trends/2016/impact-of-culture-on-business-strategy.html

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NEI's 2024 Internship Survey examines U.S. domestic relocation benefits offered to interns by various companies. Key findings include the prevalence of lump sum relocation payments, average expenditures, and common supplemental benefits like travel and housing assistance. The survey explores additional trends toward relocation benefits, recruitment strategy and overall program costs. NEI’s review of the data reveals a shift toward more comprehensive relocation support packages aimed at attracting and retaining top intern talent.

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Participant Demographics and Industry Representation

The survey encompassed 180 total participants, with 119 organizations having active internship programs. Most likely to participate in this survey are those within the manufacturing and technology sectors, with an increased interest by companies with more than 5,000 employees. The number of annual interns per organization remains steady ranging from less than 50 to 100. NEI observed a 5% total decrease in companies reporting annual internship rates of over 101 interns.

Intern Recruitment and Conversion Rates

In 2022, the majority of companies reported planning more than 8 months in advance for intern recruitment. While the most common planning timeline remains 8 months, NEI did observe a slight shift toward shorter 3 to 6 month advance planning timelines. Since this shift is minimal, it could simply be a matter of reduced staffing or priorities among the participant companies. Well planned internship recruitment is likely to provide the highest level of success for the program.

The most common internship length remains 3 months (52%) with minor upward and downward variance. Twenty-seven percent (27%) of organizations report that 10-20% of their interns transition into permanent roles. Despite the increase in remote and hybrid work positions, only 2% of companies report an increase in “never” requiring an intern to temporarily relocate (up to 12%), meaning the “boots on the ground” need is still prevalent. As with any employee, offering relocation benefits to the 88% of interns that are always or sometimes asked to relocate for their opportunity remains crucial. Feeling supported by the company remains a high priority for interns as they consider building a future career within a company. Realizing relocation benefits can be a critical means of support, 94% of companies always or sometimes offer assistance when relocation is required.

Relocation Assistance: Lump Sum Payments and Partial Coverage

The survey reveals a consistent approach to relocation assistance with use of a full or partial lump sum payment to cover some or all expenses, offered by 79%of companies. NEI observed an 8% shift of companies moving away from partial and full lump sums to fully administered intern relocation benefits.  The expenses most frequently covered by a full or partial lump sum included those associated with housing and travel.

When calculating the full and partial lump sum payments, most companies (52%) use a set pre-determined amount for all interns. Some companies will alter the payment based on location (36%), length of internship (6%), move distance (21%), and type of housing provided (6%). Administration of the full or partial lumpsum payment is frequently managed as a one-time payment (79% of companies) with a most common payment amount ranging from $2000 to $3,000. Comparatively, 15% offer monthly payments, typically within the $1,000 to $1,500 range.

Travel and Household Goods

Travel expenses most often covered (outside of lump sum or partial lumpsum) include airfare (86%) and mileage (79%). En route lodging, meals and miscellaneous expenses are commonly covered by the relocating intern. House hold goods benefits are rarely offered (outside of a lump sum or partial lump sum payment) with only 14% of companies offering a small van line shipment. However, 86% of companies cover expenses associated with excess baggage fees incurred by the airline.

Housing Assistance: Trends and Preferences

For housing assistance covered outside of the lump sum or partial lump sum, furnished apartments/housing remained the most popular option in 2024 (68%), followed by a housing allowance (32%) or dormitories (11%), and 14% that let the intern choose from the afore options. When an employee receives a full or partial lump sum or a housing allowance, 11% of companies report making referrals to temporary living, rental assistance, or home finding partners to assist in finding suitable housing. When providing furnished accommodations, most companies consistently require interns to share accommodations, with up to two interns per two-bedroom apartment. A consistently low number of organizations require up to two interns per bedroom. Thirty-five percent of companies provide each intern a private accommodation, up 13% from 2022.

Most companies (82% in 2024) provided housing payments monthly as opposed to a one-time payment (18%). The method for determining housing allowance/stipend varied, with a significant portion based on location/distance (60% in 2024). There was a tie in 2024 for the average monthly housing allowance, with 38% of respondents reporting amounts between $751 and $1,000, and another 38%reporting amounts greater than $1,500.

Intern Contribution and Tax Assistance

In 2024, 65% of organizations did not require interns to contribute towards their housing expenses, while 17% expected the intern to contribute any amount needed for housing that exceeded the housing allowance, and few (9%) expected the intern to contribute a specified dollar amount toward their housing expenses. Tax assistance practices varied, with 53% of companies providing tax assistance or gross-up on full and partial lump sums, 36% provided assistance on housing/housing allowance, 28% on travel expenses, and 3% on household goods shipments.  Nineteen percent of respondents provided no tax assistance on any relocation benefit.

Total Spending and Additional Benefits

The average total spend per intern for the majority of respondents (46%) was more than $5,000.  In addition to the standard relocation package, several companies offered extra benefits to enhance the intern experience. These included:

• Rental finding assistance

• Sign-on bonuses

• Transportation allowances

• Paid time off

• Partners/spouses and dependents included, housed with summer intern

• Vehicle shipments / transportation allowance

• Meals or per diems

Conclusion

The 2024 Internship Survey highlights evolving trends in relocation benefits for interns in the U.S. While financial assistance remains crucial, companies are increasingly focusing on providing comprehensive support that encompasses housing, travel, and additional perks to attract and retain top talent. Greater flexibility in housing options, and a growing emphasis on intern well-being reflect the evolving landscape of internship programs.

Please contact your NEI representative to discuss the survey’s findings or if you would like a copy of the complete NEI 2024 Internship Survey of U.S. Domestic Relocation Benefits.

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