SIRVA University: Live Blog

Jon Gilbertson, GMS, of SIRVA, Inc. and Susan Dawson of Genworth Financial discussed principles and techniques to apply to any RFP, contract or service relationship.

When developing an RF, there are many things that need to be considered during the process. Gilbertson and Dawson highlighted that for each program in your relocation policy you should have at least three questions related to the most critical service delivery process steps.

Specifications

The specifications in an RFP for commodities convey the style, appearance and quality of the product. The goal for specification of a service is to solicit information for you to understand how the specific service’s delivery steps will be satisfied. Be sure you are clear whether defining more specifications and expectation does not result in higher costs and higher management fees.

Evaluating

When evaluating RFPs, it is important to identify the importance of each service criteria by weighting or rating them on a scorecard. This can be done by your evaluation team scoring the comments and evidence that the supplier has provided. Gilbertson and Dawson give two ways to evaluate the RFP – the Business Process Review (BRP) or the Conference Room Pilot.

Business Process Review

The BRP is a walkthrough of the process to gain a better understanding of the clarifying comments by reviewing the process from beginning to end, clarifying gaps or questions in the process, asses any changes required and validating the potential supplier process.

Conference Room Pilot

The CRP approach is a more robust validation technique that validates real life scenarios by conducting an exercise with a team that would support your business. This can be done by role playing to assess answers and questions. This will help the team identify the gaps, review the process and make changes to the procedures.

However, the supplier assessment process doesn’t end at the RFP! Gilbertson and Dawson outlined 4 key categories to ensure the success of your service provider – Quality, performance, cost and continuous improvement. The process is continuous and clients should consistently change their policies and expectations. Equally important to keeping your expectations consistent, it is important to be aware and track the total cost when managing and assessing a supplier. Hidden fees can easily be lost and should be critical to consider in all relocation-related expenses.

To learn more about the RFP process, check out our other sessions at www.sirvauniversity.com.

Procurement is more than just buying goods and services. When used correctly, it can be a tool that challenges current services and determines new models for service delivery. It is essential in improving services since third parties play an increasing role in service delivery.

At SIRVA University, Jon Gilbertson, GMS and Lauren Richards, CRP, GMS of Dell lent their expertise in procurement to educate the audience on the basics and best practices. According to Gilbertson and Richards, there are three steps for successful procurement – Plan, source/purchase and deliver.

Plan for Success

It is important to establish clear expectations, involve the correct people and ensure access to the right skills. The key function of the business must be aligned and in agreement with service expectations to reach the desired quality, while staying within your cost objectives. According to Gilbertson and Richards, building an RFP is also essential in the planning process. They put emphasis on two areas – creating a specific list of services and expectations and scoring a matrix with services and expectations based on your goals and objectives.

Source and Purchase

In the second step, sourcing and purchasing, Gilbertson and Richards put emphasis on moving to the external marketing by doing an RFI, a quick survey of providers to provide initial insight. This will give you an understanding of the market and will better able you to align expectations with qualified and proven market providers. After gaining initial insight, don’t rush into an RFP. Take time to update and reassess your requirements to all potential providers. In an initial RFP, potential providers should identify ways in which they will meet your expectations and needs. It is important when evaluating an RFP that you review the information in detail, evaluate the quotes against pre-determined criteria and narrow the list down to 2-3 that score the highest on your selection matrix. To purchase, select the supplier with lowest total cost and that will meet your expectations the highest. This can be done by reviewing the process from beginning to end using either a Business Process Review or a Conference Room Pilot.

Delivery and beyond

In the third step, delivery, it is imperative that we maintain involvement and improvement from the provider. The process doesn’t stop when the good or service is provided. It should continue to evolve and improve as time and technology increases. A scorecard should be kept based on these key areas – performance, quality, financial and improvements. Keep track of your expectations and any business needs that change.

Want to learn more about procurement? Check out our other procurement sessions at www.sirvauniversity.com.

On February 1-3, SIRVA will host its seventh annual SIRVA University at The Ritz Carlton in Palm Beach, Florida. In preparation for this three-day educational event, SIRVA has put together a noteworthy line-up of key speakers and industry leaders. Among the list includes, Marcus Buckingham, bestselling author and expert on Outstanding Leadership and Management Practices, as well as Dr. Marci Rosell, former Chief Economist for CNBC.

Visit this blog for up-to-the-minute updates as we live blog from Palm Beach, Florida.

Lynn Bragg, Worldwide ERC® CEO, has agreed to speak at this year's SIRVA University, which will be held on April 1 - 4, 2009 at The Ritz-Carlton in Palm Beach, Florida.

Lynn will be presenting a 2009 relocation industry outlook address, which is sure to be an informative session for the relocation professionals who attend this year's event.

Lynn's Full Bio
Video of Lynn Speaking at ERC's Global Workforce Symposium

More information about this anticipated event to follow.

Over the past few years, a trend has developed with regards to the localization of expatriates. An increasing number of organizations are either adding localization as a new element to their global mobility program or expanding on existing policy and practices—the main driver of this trend is cost containment.

As a refresher—localization is the process when an employee is moved off of the expatriate package and integrated into the host country on local terms of employment.

What Triggers Localization
Localization is usually triggered by a pre-defined limit to assignment length, most commonly three to five years. It is best to proactively address this threshold either in a global assignment policy and/or in the expatriate’s letter of assignment. By communicating a location policy early on in the assignment process, an organization can reduce unplanned or ad-hoc localizations, reduce expatriate demands and negotiations, and reduce the overall “shock” factor to employees.

What Approach to Take
There are a few different approaches to recognize when managing localizations. The first and most common approach is a straight localization, which entails immediately eliminating all expatriate benefits, e.g. housing, COLA, home leave, etc., on the effective date of localization. To execute a straight localization, it is important that the organization has a clearly defined localization process, and re-communicates the process and policy to the expatriate as early as possible. Not surprisingly, moving from a full benefit package to no additional assistance can cause great strain on the employee, especially if they have family accompanying them on the assignment.

The second approach is to phase out the expatriate package over a pre-determined length of time. The transition over to a “local” package can take anywhere from six months to two years. For example, many companies continue to pay a reduced housing allowance for six to twelve months after the effective date of localization. Other provisions that tend to be phased out in exceptional cases include education assistance and home leave.

Another approach is the lump sum approach. This involves the expatriate immediately transferring to local employment. A lump sum payment, however, is offered to the employee to alleviate some of the financial strain of localization. The lump sum can be used to cover education costs of children, assist with home finding and purchase, or to ship household goods from the home country. A lump sum approach is ideal for organizations that like to remain flexible and give their employees the freedom to decide how they want to utilize the localization assistance.

There are several key decisions and considerations to weigh when considering whether to implement a loss-on-sale assistance program or revise an existing program. These include eligibility, rules and requirements, minimum transferee loss or deductible, maximum benefit caps, capital improvements and tax assistance.

According to Barlow, eligibility could be extended to any of the following combinations of groups: all homeowners regardless of salary tier; only homeowners in the highest salary bracket(s); and/or homeowners who purchased within a certain number of years before their transfer.

“Companies might also want to consider whether new construction should be penalized since they generally depreciate quicker in a declining market than existing homes,” he added.

One critical requirement should be that, whenever transferees purchase and sell their homes, they must follow all of the rules required in their company’s
relocation policy. “This includes whether or not the transferee bears a minimum loss of some sort, incurs a deductible to offset the loss-on-sale, or shares the loss with the company,” explained Barlow.

Barlow also recommended all companies have maximum benefit caps, which may be determined by such factors as geographical area (i.e. California vs. Illinois) and whether or not the amount is tax assisted. Generally caps range from $10,000 to $100,000, with $25,000, $50,000 and $75,000 being most common.

However, at the end of the day, the amount of the program is going to be what the company can afford and this varies not only by company but also by industry.

This March SIRVA University, SIRVA Relocation’s annual conference exploring corporate relocation industry trends and professional development, played host to 150 of the nation’s top relocation industry executives. The event, which was held at the Westin Kierland Resort in Scottsdale, Ariz., provided an exclusive forum for industry insiders to discuss vital, ongoing and emerging industry issues with experts
and colleagues.

Attendees included representatives from human resources, domestic and global relocation, procurement and supply chain departments from more than 75
different companies.

”Our industry is facing a lot of challenges, and SIRVA University provides an opportunity for human resource and relocation professionals/specialists to gather and discuss best practices and practical solutions,” noted Mike McMahon, president, SIRVA Relocation.

This year, conference roundtables and educational sessions covered topics ranging from tips for promoting relocation programs within an organization, home loss-on-sale assistance to relocation trends in China. Additional sessions addressed relocation fundamentals, such as policy trends and best practices, and provided a comprehensive history of the industry—on both a domestic and global scale.

“The educational roundtables in particular were an opportune time for attendees to interact directly with SIRVA executives and fellow relocation professionals,”
said McMahon. “And the keynote speakers were incredibly well received by all.”

SIRVA University Presentations Available Online

Those who were unable to attend this year’s event can download SIRVA University presentations and event images at www.sirvauniversity.com/agenda.asp. Individuals can also download audio recordings of the various sessions to hear them as they were presented, including question-and-answer sessions. Individuals seeking more information on SIRVA University 2008 can e-mail sirvau@sirva.com. If you'd like more information about SIRVA or corporate relocation consulting visit: www.sirva.com.

The Panel:

Paul Klemme
President
SIRVA Mortgage

Peggy Love
President & CEO
Full Circle International Relocations, Inc.

Kelly Reiss, CRP
Senior Vice President / General Manager,
Eastern Region / Global Supply Chain
SIRVA Relocation

Connie Swenson
Senior Vice President, Relocation and Referral Services
Coldwell Banker Residential Brokerage / Arizona

Joseph K. Taylor, SCRP
Executive Vice President
Valuation Services, LLC

Kelly Reiss moderated today’s panel of mortgage, destination services, household goods shipment, and real estate supplier representatives.  The session gave clients the opportunity to speak directly with SIRVA’s suppliers, gain a better understanding of how the relocation supply chain operates, and hear a discussion of today’s real estate market from the supplier perspective.

The discussion began with new trends in the relocation industry.  Multiple suppliers cited declining markets as a significant trend emerging this year.  As Paul Klemme noted, the fourth quarter of 2007 ended with 108 U.S. markets identified as declining markets by Freddie Mac.  During the first quarter of 2008, this number has already risen to 205, and experts predict at least 100 more declining markets in the second quarter.  Additionally, the number of foreclosures on U.S. homes has risen dramatically in recent months.  The panel explained how lenders have reacted to the poor markets by decreasing the amount of overall lending and requiring higher down payments from home buyers.  As a result, the number of potential homebuyers has decreased, and relocating employees are having difficulty selling their homes.

While the real estate market lies outside of the suppliers’ control, the panel also discussed issues directly affected by suppliers, such as how they manage the quality of their services.  Several panel members emphasized the important role that employees play in ensuring consistently high quality.  For example, Connie Swenson explained that real estate agents use tactics such as designating certain specialists for SIRVA transferees.  If at any point the specialists lack the appropriate time to dedicate to SIRVA’s clients and transferees, realtors realize the importance of quickly hiring additional employees so quality does not suffer.  Adding to the idea that the quality of a supplier comes from its employees, Paul suggested that a company’s commitment to on-going training and pushing to make people better at what they do forms an essential element of a successful supplier.

Further discussions touched on other interesting topics such as overcoming a seller’s denial that they live in a declining market and the importance of securing a loan quickly in today’s economy.  In conclusion, Kelly requested that each supplier share one last piece of information with attendees; panelists final comments centered on the idea that clients, transferees, SIRVA, and every member of the supply chain must work together for a successful relocation.

Avrom Goldberg
Managing Director, Asia-Pacific and the Middle East
SIRVA Relocation

Lorraine Jennings
Manager, Consulting Services, Asia-Pacific and the Middle East
SIRVA Relocation

As Avrom Goldberg and Lorraine Jennings explained, it is important for relocation professionals to stay up-to-date on relocation trends in China because of the country’s power as regional and global economic engine.  For each of the past 30 years, China has demonstrated eight to 12 percent economic growth, and it is showing no signs of slowing down.  In order to provide attendees with valuable insights and analysis of the current relocation trends in this rising economic power, Avrom and Lorraine described the findings of the SIRVA’s China Mobility Report.  While Avrom and Lorraine could not summarize the entire 95-page report during the presentation, they shared highlights of their findings.

Increased demand for deployment to China, one trend discussed during the presentation, is expected to continue.  However, the sources of assignees selected for deployment are changing.  Traditionally, assignees to China came from Australia, Europe, the United Kingdom and the United States.  Recently, hiring has been more concentrated in Asia, with most assignees coming in the form of returning Chinese workers or locally hired foreigners.

Companies who continue to send assignees to China are using a variety of selection and planning processes that do not follow a pattern.  For example, pre-assignment visits ranged from a brief three days to a full week; some companies offer extensive cross-cultural training for assignees while others do not; certain companies assign mentors, some extend mentoring programs to leadership programs, and others offer no structured mentoring to assignees in China.  In these areas of their relocation programs, companies are not following a uniform trend, but rather they are doing what is in the best interest of their individual organizations.

On the other hand, companies are moving in the same direction in other areas of their programs.  For example, many companies are changing their philosophies of hardship allowances.  While 51% of companies offer hardship allowances across all assignments, many are developing new ideas of what places they consider “difficult.”  Avrom and Lorraine mentioned Shanghai and Beijing as places that recently necessitated hardship allowances, but may no longer justify as high of a level of compensation.  Furthermore, many companies are shifting from a host-based to a home-based approach for hardship allowance policies, which illustrates that companies are finding a home-based method more effective in China’s current economic framework.  

Regardless of which specific policies and programs companies decide are most useful when sending their employees on assignments to China, the companies within SIRVA’s study agreed on the obstacles that they must overcome.  They identified the following as the top-five human resources and mobility challenges they face when filling assignments in China:

• Creating effective policy frameworks for separate groups, such as locally hired foreigners or international new hires who are not full assignee
• Understanding, capturing and reporting the total cost of assignments to the company, including measuring the return on investment of the assignments
• Locating quality service providers in China with a strategic vision
• Developing a young workforce with global cultural competency
• Finding credible benchmarks for hardship allowances and housing data for assignments in China

The Panel:

Maura Carey, CRP

Vice President,

Strategic Accounts

SIRVA Relocation

Amy Carter

Global Supply Chain Manager

Intel Corp.

Peggy Love

President & CEO

Full Circle International

Relocations, Inc.

Sandy Palmer, SCRP

Manager, Corporate Relocation

Cargill, Inc.

While concrete, logistical items such as household goods shipments or home marketing assistance receive priority treatment in corporate relocation programs, for employees and their families, the “soft” transitional and settling-in services can make the difference between a successful and a failed relocation. As Maura Carey and her panel discussed, the complex process of relocation is hard on the entire family, not just the employee.

Relocating employees and their spouses want and arguably need several “touch points” during the relocation process, where they can receive assistance ranging from the concrete (locating daycare for small children) to the less tangible (ideas for helping teenagers adjust to their new surroundings). Companies can incorporate introductions to social and job networks, school assessments and recommendations, and specialty tours of shopping and cultural areas into their relocation programs in order to ease the family’s transition. Not only are such services relevant from a comfort standpoint, but they are also important from a business perspective. Effective destination services should increase transferee acceptance rates as well as provide a tangible, differentiated benefit for recruitment and employee development.

In order to illustrate some of the points made during the discussion, Sandy Palmer, manager of corporate relocation for Cargill Inc., reviewed a case study. During the last four months of 2007, Cargill conducted a Transition Support Services pilot program. One key finding was that transferees and their families unequivocally enjoyed and appreciated having someone to walk them through the settling-in process, check-in frequently and assist with the “soft” transition issues early in the assignment. Amy Carter, global supply chain manager for Intel, referred to the family’s first two weeks in the new location as the “Golden Window” of opportunity to make sure that they feel comfortable in the new surroundings. Failure to achieve this comfort can sour the entire assignment or even prevent the employee from accepting a future relocation assignment. Basic “niche” services such as stocking the refrigerator prior to the family’s arrival in the new home or getting the children involved in activities immediately can help the transition, Amy explained.

Building on the comments of the other panel members, Peggy Love, president and CEO of Full Circle International Relocation, Inc. asserted that destination services must involve two elements, local knowledge and a focus on the adjustment process for the family. Also, she emphasized the importance of customizing the transition program for each family because the success factors vary for each family’s situation.

Keeping in mind that Peggy cited family concerns as the biggest reason for an employee turning down an assignment, companies cannot overlook transition services when designing their corporate relocation programs. Even domestic transferees can receive tremendous help from a one to two day orientation in their new area.  When the employee and the family experience a smooth relocation transition, it not only mitigates stress and inconvenience, but it also allows the employee to focus more quickly on the reason for the relocation in the first place: the job.

What transition services are your transferees and assignees asking for to support their success in the new location?

Kathryn Cassidy

Vice President/General Manager, Global Assignment Services

SIRVA Relocation

Julian Yates

Vice President, Global Client Services

SIRVA Relocation

As its title illustrates, Julian and Kathryn’s presentation this morning explored the fundamentals of global relocation and the essential elements of a successful relocation.  After discussing the wide-ranging reasons for globalization itself—which range from a push for technology improvements to a desire to add diversity—Julian and Kathryn discussed why companies’ have the need to relocate employees internationally in the first place.  Many drivers of global relocation are similar to those for domestic relocation, such as relocating an employee to mange a special project.  As attendees learned, however, global relocations present new challenges not present in domestic relocations.

Relocating an employee and his or her family internationally simply creates more room for problems to arise.  As Julian and Kathryn explained, issues can stem from administrative tasks, such as obtaining visas and work permits, or from the many aspects of situating the transferee’s family in the new location, such as finding schools for the children or employment for the spouse.  Furthermore, relocating an employee globally versus domestically presents more cultural, financial and logistical concerns that the company must consider.  Despite the challenges of relocating employees internationally, Julian and Kathryn provided attendees with best practices that companies can use to ensure successful global relocations for their employees. 

Developing and maintaining a strong global relocation policy topped their list as the most important factor for successful global relocations.  In addition to employing a good policy as the foundation for an effective global relocation, Julian and Kathryn explained that careful candidate selection can improve the success of global relocations.  By screening possible candidates and selecting only adaptable, flexible people for global assignments, companies can avoid potential problems from the start.  Using benchmarks, performing cost estimates and analyses, using proven providers, and having a repatriation and reintegration plan were just a few of the additional best practices Julian and Kathryn gave attendees to keep in mind as they explore global relocation within their own companies.

What challenges has your company overcome in dealing with global relocations?

The Panel:

Tim Callahan

Senior Vice President,

Global Sales

SIRVA, Inc.

Cris Collie, CAE

Executive Vice President

Worldwide ERC

Paul Kinsinger

Clinical Professor of Business Intelligence

Thunderbird School of Global Management

Kathryn Cassidy

Vice President/General Manager,

Global Assignment Services

SIRVA Relocation

Andy Ironside

Global Head,

HR International Services

Deutsche Bank

Marita Stricklin

Director,

Relocation

Abbott

Before leading a panel discussion on the 2008 relocation industry outlook, Cris Collie introduced his own ideas on the topic.  Focusing on “what’s great and what’s not so great in ’08”, Cris discussed a number of factors affecting the relocation industry. He began with the housing market; Cris explained that although the media has dwelled on the poor state of the real estate market, not all markets have crashed. Furthermore, the relocation industry has the talent and skills to handle this market and must remain confident moving forward.

Cris also discussed today’s workforce, including the battle for acquiring workforce talent as well as the diversity of today’s four-generation workforce. While it can be difficult for companies to attract and retain talent, a lucrative relocation policy, such as one with home sale assistance, can play an important role in attracting new hires. Additionally, companies must consider the diversity within today’s workforce, which is comprised of traditionalists, baby boomers, Xs and Ys generations. Aspirations, sources of motivation, and personal characteristics vary dramatically among these generations. Companies must consider these differences when creating relocation policies in order to develop programs that will appeal to as well as be effective for their entire workforce. 

Additionally, Cris was adamant that we use our workforce to bring innovation into the industry and discover “what’s next?” for corporate relocation.  To illustrate his point, he cited a number of examples of missed opportunities that should have been logical next steps for companies.  For instance, why did IBM miss the chance to become Microsoft?  Why didn’t VISA or MasterCard invent PayPal?  How did NBC, CBS and ABC all fail to develop CNN?  The relocation industry must strive for innovation in order to avoid such mistakes and to grow.

Following further predictions and analysis of the factors affecting this year’s industry outlook, Cris opened up his discussion to an expert panel that was able to offer several valuable insights into the industry, especially from a global perspective. Of the challenges facing the relocation industry in the coming years, many stem from global events and trends. 

In countries with strong populations and with a seemingly endless potential workforce, such as India and China, growing pains continue. For example, as Andy noted, Deutsche Bank has experienced that 64% of new hires do not initially show up for work in India, creating a logistical nightmare. In China, where families are limited to one child by law, most children grow up without the experience of siblings or teamwork within a family. Paul pointed out that this leaves those workers less inclined towards collaboration, creating difficulties for companies who want to incorporate the Chinese into their team-oriented workforces. The panel also discussed how the supply of both low-cost manufacturing and service workers are running out in India and China, which Paul predicted will force Africa and the Middle East to join the global economy as resources for inexpensive labor. Also in relation to global mobility and the relocation industry, the panel touched upon such topics as using global relocation policy in a strategic role for business development, the effect of a possible U.S. recession on global mobility, and using more diligence in selecting global relocation suppliers.

In addition, the panel also provided attendees with insights into the relocation industry from a domestic standpoint, such as the high occurrence of loss-on-sale in today’s market.  As Tim noted, developing strict programs, such as those that require employees to use preferred brokers, can decrease the potential for loss-on-sale. 

What is your own projection for the 2008 relocation industry?

David Barlow, SCRP, GMS
Senior Vice President, Client Support Services
SIRVA Relocation

Hank Roth
Senior Counsel
SIRVA Relocation

This morning’s attendees found David Barlow and Hank Roth’s presentation, “Reducing Real Estate Risk in Your Corporate Relocation Program,” extremely relevant to the current real estate environment.  David and Hank presented the discouraging statistics that illustrate the poor condition of the housing market.  For example, at the end of January, housing inventory rose 5.5%, and existing home sales fell 23.4% from January 2007.  Additionally, January’s 233,001 foreclosures were an increase of 57% from the year prior.  January was also the month with the second-highest number of foreclosures on record behind August 2007.  Since June 2006, home prices have declined in all but three of the top 20 U.S. real estate markets, Seattle, Portland, OR, and Charlotte, NC.  Clearly, the “good times” of the housing market are over.

After the housing prices dramatically increased from January 2000 to June 2006, the unfavorable state of the current real estate market leaves the question of what caused the real estate markets to fall.  David and Hank discussed in-depth the reasons for the real estate market landing in its poor position today.  Various factors contributed to the downturn of the real estate market: speculators created artificial demand only to leave the marketplace entirely;  the Federal Reserve tightened credit by raising borrowing rates from 1.25% (June 2004) to 5.25% (June 2006);  owning a home became less affordable as the gap between home prices and income widened; manufacturing jobs in the Midwest took a huge blow; and homeowners were sold loan products that only met short-term wants and needs, which left them unable to sell or refinance due to lack of home appreciation.  Furthermore, investors pulled out of sub-prime mortgage markets after experiencing large losses, which eliminated 20% of the market in a single week during August 2007 due to the product, qualifying and liquidity changes this move caused.

The poor housinge market and the resulting real estate risks present a genuine problem today for companies with relocation policies as they face difficulties in selling the homes of their relocating employees.  In order to minimize this risk, David and Hank presented attendees with the “SIRVA Dozen” consisting of 12 real estate risk controls for companies to implement:

1. Use qualified real estate agents at both departure and destination
2. Require two broker market opinions (BMAs)
3. Delay appraisals to provide opportunity to market home before incurred costs
4. Support a mandatory marketing period (at least 60 days)
5. Establish list-price caps; 105% or less
6. Modify a BVO/BVX to an AVO/AVX
7. Tie benefits to desired behavior
8. Require full property disclosure and educate transferees on ineligible properties
9. Require active transferee marketing participation
10. Evaluate ALL offers
11. Require mandatory home finding assistance
12. Develop home sale programs that fit your company’s risk profile

Which of the SIRVA Dozen has been the most helpful for reducing real estate risk in your company?

Opening Remarks

The fifth annual SIRVA University opened this morning with an inspiring short video on the power and necessity of change followed by an opening address delivered by President and CEO, Bob Tieken, and President, SIRVA Relocation, Mike McMahon.  In addition to extending a warm welcome to all SIRVA U attendees, Mike also acknowledged the dedication to SIRVA of the 14 “fifth year” clients who participated in the inaugural SIRVA U:  Cargill, Dell, Delphi Corp., Deutsche Bank, First Data Corp., Harris Corp., HSBC, Intel, Johnson & Johnson, Kohl’s, McCormick & Company, Novo Nordisk, Staples, and The Timken Company.  The continued commitment of these clients over the years reflects the strength of this annual event.

SIRVA looks forward to providing attendees not only with an exciting and educational experience for the duration of SIRVA University, but also with the ideas and skills to develop and adapt their relocation programs in the future.