In the past decade, we have seen a strong change in the dynamics of the employer-employee relationship. This transformation is also increasingly visible in the way corporate mobility is approached and organised. In the race for talent, positioning your company as an attractive brand is becoming an increasingly important factor. In the past five years, there has been a 40% increase in Google searches for ‘employer branding’. This growing interest raises expectations among (new) employees and creates more questions for employers.
This new standard is partly the result of technological innovation and social trends. Consumers are used to hyper-personalised offers. And they expect the same range of options from their employers. At the same time, there is a far-reaching diversification of work practices in a society that is pushing for inclusiveness.
These major (social) changes also affect the way we move around. Mobility is a social instrument. After all, you move in order to participate in life. Socially, culturally and professionally: mobility enables us to participate. The way we move is increasingly becoming a statement. It says something about ‘who we are’. The demand for more sustainable, cost-efficient and above all more personalised modes of transport, therefore, makes sense in a changing society.
That’s why the diversification of mobility is an increasingly important topic in the HR package of large employers, just as sustainability, inclusiveness and personalisation are key issues in employer branding. Not surprisingly, corporate mobility is increasingly an integral part of policy. The transition to electric transport, the introduction of personalised mobility subscriptions and the broadening of employees’ freedom of choice are all logical developments.