HRO Today July/August 2014 - 37

Relocation
experience, can be pivotal in sending clear messages that
international assignees are valued and that global careers
matter. They can also encourage others in the company
to focus on improving global mobility and enhancing
global career opportunities.
8. Reward and recognize. Ultimately, assignees need to
feel validated and appreciated for their efforts. Having
a system of rewards and recognition tied to pay-forperformance
demonstrates that an organization actually
values the experiences and skills assignees have gained.
Linking talent management to performance and rewards
then becomes the backbone to demonstrating true
organizational commitment to an assignee program. As
people are rewarded and recognized, this also helps
to increase assignee engagement and retention. Wellmotivated
employees on assignments are still considered
talented when they come back or move to another
assignment, and this sends a clear message that global
careerists are valued and important.
Another important way to address global talent
management is to find key ways that companies can keep
and retain the talent in which they have invested much
time, effort, and money. Ultimately, retaining global
talent is perhaps the biggest return on investment payoff
Emergence of Global
Careerists
Global careerists are those who will live in
whatever location suits their purpose at the
moment while building career skills that are
not organization or location specific. They are
qualified temporary employees who voluntarily
move to new countries and use them as bases
before deciding whether to settle there, return
to the home country, or move somewhere
else. These types of expatriates, who will come
to dominate the international labor market,
constitute the building blocks of much wider
groups and movements such as global staffing,
international itinerants, brain drain, global
managers, talent flow, and the war for talent.
Source: McNulty & Inkson, 2013
JULY/AUGUST 2014
| www.hrotoday.com
[37]
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 and
role, whether they have plans to stay
longer, and whether the assignment
has helped their development.
of all. The critical question is, once we have developed
talent, how do we counteract talent loss and brain drain?
Whether the goal is short-term on-assignment retention
from talent or long-term succession planning for talent
that is developed internally, the aim has to be to keep
employees long enough to achieve specific objectives.
It is one thing to talk about talent management and
another to actually do it. Many companies want and
seek talent, but few " walk the talk " when it comes to
implementing an effective global talent management
program. Research shows, however, that organizations
with a properly managed talent management program
(with clear internal accountability for administering,
supporting, and deploying talent) have repeatable and
sustainable success over their competitors.
Dr. Yvonne McNulty is a member of the Global Business and
Organizational Excellence Editorial Advisory Board, an associate
editor of the Journal of Global Mobility, and associate faculty at the
Singapore Institute of Management University.
John Brice is head of talent management at MSI (Mobility Services
International).
http://www.hrotoday.com

HRO Today July/August 2014

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HRO Today July/August 2014 - 1
HRO Today July/August 2014 - 2
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