A Softer Peak Season Might Sound Nice—But It’s a Warning Sign
2 July 2025
Why available trucks don’t always equal healthy mobility—and how it can pinch your transferees
Why available trucks don’t always equal healthy mobility—and how it can pinch your transferees
The Doritos Sucker Punch economy: I once wrote about the Pancake Economy, where I noted that those slightly lower on the income ladder in the United States were turning away from eating out at Denny’s, Applebee’s and others, which was leading to restaurant closures. Then I wrote about the Campbell’s Soup Economy as Campbell’s announced a notable increase in soup sales, proving that the American consumer had indeed left Applebee’s and was making their own soup for dinner. Now we are what I call the Doritos Sucker Punch economy.
U.S. home sales are collapsing at the highest rate in years — and many companies haven’t updated their BVO relocation program governance to reflect this new risk. Learn why 1 in 7 failed deals could expose your company to unexpected inventory costs and what steps you should take now.
Many HR and Mobility teams rely on the Canada Revenue Agency’s Employer’s Guide to Taxable Benefits (T4130) as their reference when designing lump sum relocation payments.
It’s the obvious place to start — but it’s also where many programs stop. And that’s a mistake.
Relocation isn’t just about boxes, contracts, or policy interpretation. It’s about people adjusting to a new city, a new culture, and a new life. That’s where Destination Services come in—and yet, they are frequently excluded from the formal selection process when choosing relocation providers.
Flagpoling, the once-common practice of exiting and re-entering Canada at a land border to obtain or renew a work or study permit, is now officially coming to an end for most applicants.
In today’s mobility landscape, many companies find themselves with what might be considered “small” relocation programs. Some have grown from 3 to 10 moves a year and are facing new complexity. Others once had 75 annual relocations and now manage just 17. But here’s the truth: whether your program is growing or contracting, a thoughtful vendor selection process—yes, even an RFP—is not optional.
It used to be that relocation was an expected part of career advancement. But in today’s housing market, even senior executives are saying no. Across the U.S., and increasingly in cross-border moves from Canada, home sale gridlock is prompting a re-evaluation of traditional relocation support. The result? A quiet comeback of Guaranteed Home Sale (GHS) programs and the occasional resurgence of MIDA (Mortgage Interest Differential Assistance). These aren’t broad-based benefits for the masses, but targeted solutions for critical talent.
Relocation is one of those HR functions that gets just enough attention to be painful when it goes wrong—and almost none when it goes right. But what separates a frustrating, black-box relocation experience from one that flows smoothly? One word: communication.
In today’s globalized business environment, workforce mobility is far more than a perk offered to adventurous employees—it is a strategic imperative for organizations that want to stay ahead of global competition. Whether an organization is sending a project team abroad to expand market reach, relocating specialized talent to a new regional hub, or transferring high-potential employees between subsidiaries for developmental opportunities, moving people across geographic and cultural boundaries can foster innovation, knowledge sharing, and growth. Yet these benefits come with inherent risks, particularly against a backdrop of economic volatility.
We would happily answer any questions!
3250 Bloor Street West, Suite 440
Toronto, Ontario - Canada
M8X-2X9