We continue to see our clients exploring new options for optimizing the presentation of mobility benefits to their employees and colleagues. Often, this results in a questioning of the role of the traditional policy document. Technology’s influence on benefits administration and communication certainly plays a role, but we also see corporate culture and the evolution of broader HR benefit philosophy increasingly at play. As mobility teams are increasingly challenged to address the unique and unprecedented demands of the COVID-19 pandemic, we have likewise seen an increased sense of urgency around the need to achieve an optimized approach.
For some companies, this optimization may be a simple matter of semantics. The term “policy” in some corporate cultures may connote a degree of formality that hinders the flexible application of benefits we increasingly see mobility teams striving to deliver. With this demand for nimbleness, having to initiate a formal cross-functional policy review with every minor incremental benefit revision is too restrictive, especially given the swift market changes year-to-date. This often leads to abandoning the term “policy” in favor of others like guide, program, handbook, etc. In some instances, this change alone seems to afford a greater degree of autonomy and opportunity to evolve mobility benefit application as business needs and goals shift.