HRO Today Global Autumn 2014 - 54

Relocation
Brookfield Global
Relocation Services's
2014 Global Mobility
Trends Survey found
that 92 per cent of
respondents said
their mobility function
had links to human
resources, 72 per cent
to the compensation and
benefits department,
and 53 per cent to talent
management.
volunteer to move to have a specific experience, live in
a specific place, or as a resume building strategy. "
Younger employees without families not only don't
have to worry about finding family size homes, jobs
for spouses, or schools for children, but are also just
generally interested in exploring new locations. This
even means that they are potentially more concerned
with the global opportunities than receiving a robust
relocation programme. " Millennials actually want to
integrate into the culture, " says Wester. " They're going
a little bit more willingly, as well as their expectations
are not that they're going to stay in this six-bedroom
mansion on the shores of somewhere. They're going
more so that they're going to live and breath the
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HRO TODAY GLOBAL
| AUTUMN 2014
culture and walk away with a very different cultural
experience. "
Maintaining a strong Millennial workforce has
become a concern for many organisations as the
capabilities and size of this generation continues to
prove advantageous. Global mobility programmes will
attract members of this generation because they will
not only want but expect these assignments, explains
Brice.
Strategising Organisation Wide
Brookfield Global Relocation Services's 2014 Global
Mobility Trends Survey found that 92 per cent of
respondents specified that their mobility function
had links to human resources, 72 per cent to the
compensation and benefits department, and 53 per
cent to talent management.
" We are seeing a greater partnership between talent
management and global mobility, " confirms Melnick
of Newmont Mining Corporation. " International
assignments are a great way to provide career
development, create a more diverse workforce, grow
the talent pipeline. All of this takes time and buy-in
from stakeholders and can result in more cost-effective
and strategic decisions. "
These collaborative, inter-company relationships
can lead to greater return on investment, greater
results of developing and retaining talent, and all
in all a more productive programme. " Previously
there was no collaboration and global mobility
handled international assignments as standard expat
programmes. The partnership we have seen between
talent management and global mobility has evolved
and now in addition to addressing the changing
workforce, we also aim to be more cost-effective,
diverse, and strategic, " says Melnick.
The manner in which global mobility is conducted
has evolved over the years, and the new focus on
talent management as part of the process has led to a
different landscape. The business strategy has changed
from why should companies attempt to use global
mobility for talent management to how can companies
use global mobility for talent management. Now that
this transition has occurred, organisations have a lot to
gain by having their global mobility programmes work
hand-in-hand with talent management.
HRO Today Global Autumn 2014

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