The global mobility agenda: current trends
The world is becoming increasingly volatile, uncertain and complex. This brings immense challenges, but ones that can highlight the unique contribution their function can bring to business success.
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Strategic aspirations
For many years, global mobility professionals have called for a seat at the top table, seeking a more strategic role within organisations as they aim to play a more proactive part in talent management.Current PESTLE changes put global mobility professionals in an extremely strong position to be regarded as strategic partners. Technology, for example, has enabled the collection and presentation of compelling data underlining the business case for mobility. Using technology wisely (and not over-burdening management with unnecessary data and reports) can provide valuable advice to differentiate between potential talented candidates when relocation is required.As well as data on assignment costs, data that identifies who is available and when they are able to move to take up an assignment is critical to having the right person in the right place, on time. Technology used to track individuals can provide an invaluable source of information to ensure that legal requirements are managed appropriately. Giving advice on the penalties of getting mobility wrong (such as tax, security and immigration consequences), backed by appropriate data, can raise the profile of the global mobility function to that of a trusted source of information to the business.This leads into the notion of global mobility professionals as business partners. Lessons can be learned from the Human Resource Management function. The HR profession has historically bemoaned its lack of strategic input into business decision-making. Today, though, with the role of HR firmly set in a business-partnering framework, its value to the business has been recognised and boosted.Just as HR has improved its status through business partnering, so working within the business is raising global mobility’s credibility today. And, as current trends reflect increasing organisational uncertainty and high concern over the penalties of getting things wrong, so global mobility’s role working within the business will strengthen.Working directly in partnership with the line is a step in the right direction, but a greater strategic contribution will rest with input at senior management level. HR professionals are increasingly having strategic input into the C-suite. While global mobility are, perhaps, a little further behind than their HR colleagues in progressing to this level of recognition, as their value to the business and in managing the mobility of the most senior personnel becomes known, so their involvement at the top of the organisation will become a necessity and be recognised as such.Workforce changes and challenges
Changes in workforce composition and demographics present further challenges to global mobility professionals. The gig economy is leading to the inclusion of increasing proportions of self-employed contractors in workforces. Mobility policies in the future will thus need to reflect the deployment of talent from a broader range of contractual bases.The workforce composition is also changing in relation to age profiles. Expatriation and the policies that support it have typically applied to the Baby Boomer generation, with its traditional family structures. However, these older employees are now retiring, to be replaced by a workforce with different priorities and needs. For example, pension provision has been of particular significance to older workforce members, but may be of less significance to younger generations.Millennials have different career expectations from their Baby Boomer colleagues, typically expecting a global career and assuming that they will change jobs more frequently. Mobility provides career development, helping to build the competencies needed to progress across a range of employments. There is likely to be an increasing demand for international opportunities by young employees, with volunteering for international placements and assignments becoming more common.Related articles:
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Policy design will need to accommodate a wider range, and a higher number, of career development assignments (potentially short-term or commuter-style) as employees strive to build up their competencies to increase their marketability.Whether a scaled-down compensation and benefits policy is appropriate or not for developmental moves, volunteers and contractors will require careful thought. Policy segmentation approaches today typically provide less-generous packages to these types of transferee – but care needs to be taken to ensure that sufficient support is provided to these groups. This is especially the case given current political, economic and legal challenges and uncertainties.After all, these types of assignee are representatives of the organisation, and insufficient support – for example, with immigration – could still rebound badly on organisational brand and reputation if the assignee breaks the law.This leads global mobility into consideration of less-traditional policy solutions, including emphasis on core components and flexible benefits. Any move towards a core-flex policy should ensure that design results in adherence to the law while upholding company values and meeting business objectives. Core elements should, therefore, always address contractual issues and necessary immigration and tax requirements.