Trends in global talent mobility

More than managing expatriates, global mobility is the key to realizing business strategies and the workforce

Posted by Shannon Anderson-Finch and Ying Wang on December 06, 2017.

Along with his colleagues, global mobility has been influenced by general market trends and is evolving to better meet the needs of the organization and those of the workforce. . Its largely logistic and past transactional role has given way to a much more strategic and integral role in how the company attracts, develops, retains, deploys and advances talent. In the first part of our global mobility series, we examine what motivates the development of global mobility and introduce four global trends that are shaking up the mobility landscape, fed by the digital era and fueling it.

Megatrends at Work

The 1945 Deloitte Report Global Human Capital Trends highlights a number of factors influencing global mobility.

The arrival of the organization of the future highly digital and designed to be agile, adaptable, and always learn.
Focus on Employee Experience with the goal of helping companies attract and retain qualified employees who, in turn, can generate a strong customer experience.
A push towards digital HR reshaping human resource programs to take advantage of digital and mobile tools and being a leader in driving the organization to "be digital" rather than "making digital ".
Focus on diversity and inclusion as a business strategy to enhance employee engagement, strengthen the brand of the company and the job and to boost performance.
The growing role of automation, cognitive computing and crowds in the overhaul of the future of work and the workforce.

These broader organizational and human trends – more mobile, more digital, more flexible, more diverse – bring about changes in almost every facet of global mobility and affect a much larger number of organizations than past.

Other movements

No longer characterized by a restricted role in the management of expatriates for missions of 2 or 3 years with stuffed packs, mobility is now widely extended, with short and long term rotations, permanent, international and national transfers. new employees, extended business travelers, commuters who cross state or country borders, and even remote workers.

+ More addresses

With the expansion of the commercial footprint, mobility has also advanced in multiple directions: to, from, and within developed, growth and emerging markets.

+ More Diversified Employee Profiles

The image of the traditional expatriate (typically white, male, middle or senior executive, often with a family and a spouse at home) has given way to a diverse mix of people on the move. Each group represented on the labor market – from generation to generation, ethnically and professionally diversified – expects to have access to international outlets.

= More complexity and the need to be more strategic

Manpower trends and the expansion of mobility are complexifying the role of the mobility function and inducing changes in the function's function and the services it provides. . Rather than focusing on logistics – moving employees from point A to point B – mobility is evolving to become a catalyst for strategic talent and business priorities.

At the micro level, he works with the company to understand the reason for a move and help the company determine if a move is the most effective solution. Maybe the local talent could be hired instead, or the duration of the assignment should be adjusted, or the move should be a one-way rather than a temporary transfer.

At the macro level, mobility occurs much earlier in business plans that have an impact on the global workforce. For example, if the company is considering a new market entry in China or India, mobility will collaborate with other functions to understand the landscape of local talent, stand up operations and talent, and plan any transfer of talent to the new location. We also see mobility involved early in merger and acquisition transactions that involve significant populations of employees to advise them on talent strategies and regulatory considerations to support the transition.

From "movers" to "talent experts"

Overall, the function evolves from a mere moving of people to cross-border talent experts, reviewing the overall workforce planning to see where the gaps are and where how mobility can be used to achieve the desired results. In doing so, it merges typically compartmentalized functions (talent acquisition, learning and development, succession of leaders) and mix of buy-build-loan strategies to better serve the business.

Mobility in the Digital Age

Just like the organization as a whole, and to better fulfill its expanded role in the organization's talent management strategy, the mobility function also embraces the digital. The once highly manual and segmented processes are becoming more digitally enabled, making the experience more simple, predictive and personal. For example, bulky workbooks are typically used as references to relocate employees in favor of more personal and engaging platforms, such as mobile apps or digital content delivery that provide just-in-time information and allow users to choose their own way of interaction. based on the preference. For the company, by integrating AI into workforce planning, hiring managers can quickly identify the fastest and most profitable recruitment solutions to bridge the gap. a gap and make smarter decisions.

Four Trends in Mobility

Our new publication, Digital Mobility | Talent: 2017 Trends takes a closer look at how global leaders in mobility are moving their organizations to take advantage of technology and improve their ability to deliver a better experience and greater business value:

Workforce-focused global workforce programs. The rapid and diverse evolution of the employee environment requires programs of global manpower to adapt.
Mobility and talent acquisition. The employer brand that attracts talent and effectively uses its existing workforce requires mobility and human resources to work more closely together
The human side of mobility. A global movement is professionally and personally disruptive. An inclusive and people-centered mobility experience can increase engagement, productivity and impact.
Analysis of mobility. Information from active business processes can lead to better proactive decisions about talent, deployment, and future workforce planning.

We will examine each of these trends in more detail in future publications and share some of the ways in which organizations are moving mobility forward to contribute to individual and organizational performance globally.

Shannon Anderson-Finch, Ph.D., leads our Business-Oriented Mobility Group in Global Employer Services practice at Deloitte Tax LLP. the challenges of a rapidly changing business, talent and regulatory landscape through innovative programs of talent, mobility and rewards.

Ying Wang is a Senior Manager in the Global Employer Services division of Deloitte Tax LLP, which specializes in transforming global mobility by implementing Focus on the global mobility of talent. strategy, program design and functional service delivery.

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