HRO Today July/August 2014 - 36

Relocation
talent, and then trying to keep it-to the intervening
processes of developing talent. There are a number of
best practices for motivating global talent and driving
employee engagement.
1. Offer career planning. It helps for organizations
to identify a global talent pool with key positions,
including successors for key executive positions, and
high potentials. Assignees can then be monitored in
terms of what they do and how best to develop them.
Global talent review systems are crucial for managing
assignees because they enable all parties to know what
level assignees are operating at so that business units can
pinpoint people with potential and determine the roles
they should be considered for next.
Companies may also consider investing in executive
coaching and mentoring, which millennial employees in
particular find to be a valuable part of their expected
training and development.
2. Network and support. Maintaining contact with
assignees who are considered high potential and
informing them of new opportunities usually involves
little effort for a substantial return. However, this
requires an organization to have a structure in
place internally, with clear accountability as to who
is responsible to liaise with and support assignees
throughout the assignment.
3. Manage expectations. Assignees' expectations in
relation to global career development are crucial. These
include career management support, interesting work
roles that leverage existing and acquired skills, and
ongoing career discussions as to what's next. When
expectations regarding what expatriates are prepared to
buy into are clear from the outset, particularly for global
careerists pursuing multiple assignments over many years,
the commitment and retention rates of assignees are
likely to be higher.
4. Understand assignees' needs. When companies seek
feedback from expatriates, the focus is all too often on
process elements such as relocation assistance and the
quality of the repatriation program. Rarely do companies
ask about expatriates' personal satisfaction with an
assignment and the outcomes they have derived from
it. Questions that matter include whether assignees are
happy with their new career/role, whether they have
plans to stay longer, and whether the assignment has
helped their development.
[36]
HRO TODAY MAGAZINE
| JULY/AUGUST 2014
Global careerists-who are often
high performers-will continue to
become more nimble, savvy, and
demanding. Organizations need to
ensure they have the right strategic
processes in place to administer a
more integrated talent management
program within their mobility offering.
5. Prepare and equip. Ensuring that assignees are best
prepared to be successful in their new, often challenging,
assignments can make or break the important onboarding
phase of the assignment. Organizations that
spend the appropriate time and resources to fully prepare
and equip their people before they depart can help
exponentially increase the effectiveness of the transition
and also lay the groundwork for ongoing assignment
success.
6. Plan repatriation. Whether an expatriate is repatriating
for good or intending to relocate again at some point
in the future, the planning of repatriation activities is
a major shortcoming of many companies. Best practice
for repatriation involves having an assignee pop up on
a list six months or more before he or she is due back,
then identifying a job or at the very least entering into a
discussion about what could be next. As obvious as this
seems, many expatriates worry that they will slip under
the radar and be made redundant, or stuck in limbo
because the employer has no jobs on offer. Research
shows that these fears frequently result in a strong desire
to avoid repatriation altogether and instead to re-assign
to anywhere but " home, " thus pushing assignees to look
for jobs with competitors.
7. Instill top management support. When top
management does not support global career activities,
assignees know. Buy-in from senior managers,
particularly those with their own global career

HRO Today July/August 2014

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