Consulting and Global Mobility in the Time of COVID-19
Recently, ICTC’s Senior Director of Research & Policy Alexandra Cutean sat down with global mobility veteran Audra Marshall to learn about how the consulting world is coping with COVID-19. Leading a practice rooted in compliance, policy, and planning, Audra supports businesses and individuals relocating to or from the US and around the world. From the comfort of her Bay Area home, Audra discussed the move to remote work, talent and training needs, and the international travel crunch that has added a new twist to the field of global mobility.
Alexandra: Thanks for your time today, Audra — let’s jump right in. We’re clearly living in an unprecedented time. COVID-19 is impacting every industry, including ones like your own in the consulting space. How has the pandemic affected your firm so far?
Audra: Logistically, it has affected a lot. For example, we’re working from home, and many of our clients — who might normally have hundreds of people on international assignments at a given time — have reached out asking for advice and support. It’s hard to send expats abroad during an era of mass travel restrictions.
However, one thing that has changed — and in my view, for the better — since this “new normal” took shape, is our connection with each other. I think not being able to walk into each others’ offices to ask questions has effectively led to more and better interaction across the whole firm. People are talking more and with people outside of their own groups. Everyone is so engaged. The communication and collaboration across the firm is impressive.
Alexandra: Would you say that the transition to this “new normal” — remote work in this case — was challenging?
Audra: For me and my group, the transition to working remotely wasn’t really that challenging. We already had some people who worked remotely, and I myself already worked from home a few days a week, prior to the pandemic. That said, while we already had some WFH infrastructure in place, this transition has forced us all to really get comfortable with video conferencing and other digital applications. I’ve been impressed with how everyone has adapted. We’re all using various applications and talking about how focused and productive we are.
On a personal level, I certainly feel like I have a lot more time. I live less than 10 miles from San Francisco (where I work), but the commute can take up to an hour each way. Now that I don’t have that commute, I can wake up at 6 am, have a cup of coffee, and at 7 am be ready to talk with someone on my team who’s based in Michigan. Overall, it’s been a much easier transition than I initially thought.
Alexandra: It seems that RSM has had flexible work options for awhile — as you mention, you already had some people on your team who were fully remote. But now, we’re all dealing with what’s being referred to as the world’s largest remote work experiment. Do you think that the firm was ready for this type of large-scale move to remote work?
Audra: I think there has always been some apprehension around a broad move to remote work for most companies, and we shared some of that. But as I mentioned, several people on my team — myself included — actually feel more productive working from home. We can’t underestimate the toll that commuting can take on productivity, and some people in the Bay Area commute much longer distances than I do.
That said, the connection and culture piece can be a challenge. Can video calls, Slack or Jabber completely replace the value of human interaction or that real-time experience of working face-to-face with your team to solve a problem? Probably not, but I do think we are realizing that things will not grind to a halt if remote work becomes the norm. As easy as it was to walk into someone’s office and brainstorm to solve a problem, I can also ping them via Jabber and say, “Can you jump on Webex with me for a few minutes? I want you to take a quick look at what I’m seeing.” I think many of us are learning that productive remote work is totally possible and that connections previously forged in-person will not evaporate with it. In fact, it’s even possible to forge new connections while working remotely.
Alexandra: With a little bit of knowledge about the type of practice you run, I know that training — namely of junior talent — is key. The global mobility space is niche, and no one comes out of school inherently knowing how to navigate it. A lot of on-the-job learning and mentoring seems to be needed to really get people up to speed. Is this as effective online?
Audra: That’s a good question. In fact, it’s something that we are thinking about right now. We are currently training a new person remotely and looking to bring on a few other new hires in the coming months. The way I think about it, especially for new grads, is to focus on the fact that they are digital natives. They are already very used to being online, video chatting, and sharing information remotely. So, I haven’t seen a big issue so far. In fact, I probably faced bigger hurdles than the new hires. It took me a couple of days of working from home fulltime to say, “OK, I’m going to turn my camera on.”
Alexandra: That’s a good point about digital natives. What about group training, though? When I worked in the space, I got sent to Atlanta with hundreds of other people across the US for training on specific topics — essentially, it was a kind of like training in bulk, and I think it was quite effective. Can this kind of training be fully moved online?
Audra: You can often get the same training you get in-person, online — at least in some capacity. It’s an adjustment for the trainers who are used to conducting sessions in-person, though. When you are teaching, you are looking at the audience, scanning for head nods and other indications of understanding. It’s more challenging to interact with students remotely, but I think this is something that can be navigated, and there may not be much of a choice. The kind of bulk training you attended — while, I agree, can be very valuable — is also very expensive. Many companies are currently dealing with cash-flow issues, which I think will cause them to re-evaluate previous practices. Reducing in-person training and the travel spending associated with it might be a good way to cut costs, particularly in light of all of the innovative technology that makes connecting remotely a viable alternative.
Alexandra: On the topic of talent, while I know the current reality is still new, do you think that skill needs have or will evolve? Are there any new “must-have” skills that have come to light from this experience?
Audra: Like other companies, the pandemic has caused us to really think about our practice and how we do business. In international assignment services, we deal with individuals across the globe. What the current reality has highlighted for me is two of RSM’s 5C’s as we call them — which are the five characteristics of a first-choice advisor — caring and critical thinking. I don’t think I’d be able to be to hire “just a numbers person” anymore. Yes, we do a lot of calculations, but many of our clients are now dealing with things beyond compliance and mobility. Some are facing revenue loss and worrying about how they will pay their employees. It’s become clear that we have to switch gears and say, “I need to be quiet and listen. If I can’t help, maybe I can find someone who can.” We need to prioritize listening to our clients, and even our colleagues who might be struggling. If I interviewed someone who didn’t seem up for that, I wouldn’t be able to hire them, regardless of their technical expertise.
Alexandra: It seems like you feel the current reality has underlined the need for empathy in consulting — is that a fair statement?
Audra: I definitely think that is true. Everyone has begun to see their roles differently, focusing less on tasks at hand, and more on the human at the other end of the conversation. The current reality is one that no one could have predicted. As dire as the consequences of it can be, the pandemic seems to have recalibrated some of our thinking and gotten us to be more creative and compassionate.
Alexandra: Can you speak a little bit about how your clients have been impacted? Given travel restrictions, I imagine there have been major shifts in the field of global mobility.
Audra: Since some of our clients frequently send expats abroad or are expats themselves, the massive slowdown of international travel has had major impacts. Companies have been affected, of course, but I’ve also been dealing first-hand with the individuals themselves. Some people were in their assignment locations and stayed, but others came back to the US. These unforeseen moves have been very challenging. For example, some people that came back from expat assignments didn’t have housing when they returned, and since they planned to be abroad for a significant period of time, they had long — term leases in their host countries. There are some people that we’re advising who are still paying for housing in their host country but now need to find suitable housing in the US as well. That’s an expense that’s hard to swallow when you’re already grappling with cash-flow challenges or worrying about job stability.
On the company side, many have hit pause on international assignments that were previously planned. Instead, they are waiting until it’s safe to move people again, assessing options in the meantime.
Alexandra: On the topic of travel, I know that travel was a key part of your work life until recently. How has hitting pause on your own travel impacted your practice?
Audra: Hitting pause on travel has forced me to rethink client management a bit. Now, instead of waiting for that in-person moment to speak with a client about something important, I just reach out via phone or email. The current reality has fast-forwarded the digital outreach process because I’m not trying to plan meetings around when my next trip is.
What’s interesting is that it hasn’t had a major impact on my relationships with clients. I think people have more time for calls and are more open to discussing important things remotely, probably in large part because we’re all in the same boat. I’m not travelling as much but I’m still making good connections.
Alexandra: That’s interesting because I think in the consulting world in-person meetings, especially with new clients, were seen as essential. Do you think that the business model will change now that people realize those connections can be forged remotely? Or do you think that once this is over, everyone will just go back to business as usual?
Audra: I don’t think we will ever really go back to “business as usual.” Don’t get me wrong, there is still a lot of value to in-person meetings. You can’t replace in-person human interactions, and a lot happens when we are able to get together and can linger at a lunch table versus when we know that our Zoom call ends in 30 minutes. I don’t think in-person meetings will vanish, but I think they will be less frequent. And because they will happen less often, I think they’ll be that much more valued. If nothing else, the current reality has made me understand the importance of human interaction in all its forms.
Alexandra Cutean is the Senior Director of Research & Policy at the Information and Communications Technology Council (ICTC). ICTC is a national centre of expertise, with over 25 years of experience delivering evidence-based research, practical policy advice, and innovative capacity-building solutions for the Canadian digital economy.
Audra Marshall is the West Region Leader of International Assignment Services at RSM US LLP. Working with expatriates for over 18 years, Audra specializes in taxation and planning. She assists clients in the US and around the world through the entire process of an international assignment, including consulting, policy, compliance, equalizations, repatriation, and planning.
Audra previously worked at Arthur Andersen, Ernst & Young, PwC, and KPMG. A certified IRS Enrolled Agent and Global Mobility Specialist, Audra holds an MA in Taxation from Golden Gate University, and an Honors BA in East Asian Studies from Indiana University. A former expat, herself — having lived in Japan for seven years, and the Netherlands for five years — Audra possesses a deep understanding of global mobility.
