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options to conduct the informal networking that
adds so much to a conference's value. We could
move in and out of breakout sessions. We could
have lengthy chats with people from around the
globe-sometimes picking up on conversations
started in person a year earlier. We could see at a
glance what nations were represented.
Overall, it was an engaging and stimulating
experience, far exceeding expectations.
At the end of the symposium, I was energized
by the idea of making this technology available for
international organizations-not as a substitute
for in-person meetings, but to enhance the virtual
experience. Ideally, the international workplace will
soon have hybrid systems that offer people meeting in one place the opportunity to connect with
others around the world with the same fluidity.

qualities and business acumen to run a local operation. What they are missing are the international
networks and global experience that are critical in
the top roles.
As we've all seen, the surest way to develop a global
mindset is through an international experience. So,
instead of maintaining the cost of a revolving door
of expatriate leaders, organizations can improve their
bottom line and employee engagement by preparing
emerging local leaders through developmental rotational assignments of their own.
Situations like these offer mobility specialists
a great chance to work in partnership with talent
development colleagues and business leaders to
create new workforce planning frameworks around
the globe. Indeed, mobility specialists can influence broader business strategies in many ways.

Addressing Ongoing Challenges

For 2021

Multinational operations frequently have relied on
" revolving door " personnel-expatriate employees
who take assignments in countries distant from
their homes, replacing other assignees who occupied the role before them.
While these rotations may provide excellent
experiences for mobile staff while addressing
immediate business needs, they also present
broader organizational challenges. Multinationals
often prefer to send headquarters-based or
mature-market staff into top leadership roles in
their supporting markets. But over time, these
moves can have a detrimental effect on the local
talent pools of potential leaders.
Companies with international workforces often
notice that failing to provide upward mobility for
local employees can be demoralizing. And poor
morale almost always affects the engagement,
productivity, and retention of emerging talent.
This scenario presents a counterintuitive role for
mobility practitioners to play by encouraging an
alternative approach to foreign staffing. An obvious solution is to nurture and develop the great
pool of local talent.
We have often observed that the local population of potential leaders has the leadership

As we move into 2021, COVID-19 continues to
be the predominant force in all our lives. We seem
to be holding our breath for a breakthrough that
will lead us back to stability and safety.
But we can also be grateful for the lessons of
2020: that upheaval is inevitable; that we must be
prepared for major disruptions; and that, if there
was ever a doubt, mobility has an increasingly
important role in making business, and indeed the
world, work better.
As we proved in 2020, mobility professionals
have a role to play in supporting nearly every aspect
of an organization. We have demonstrated our value
to legal, compliance, and accounting teams. We
can create new partnerships with communications,
talent management, benefits, and other professionals
who can leverage our expertise in so many ways.
While we keep our fingers crossed for a quick
and complete end to the pandemic, we can move
ahead, applying our skills and knowledge to
fundamental issues affecting international business
operations, present and future.
Andrew Walker, GMS-T, is the global leader of mobility
and total rewards at EY and the 2021 chair of Worldwide
ERCĀ®. He can be reached at andrew.walker@ey.com.


http://www.worldwideerc.org

Mobility - February 2021

Table of Contents for the Digital Edition of Mobility - February 2021

Mobility - February 2021 - Cover1
Mobility - February 2021 - Cover2
Mobility - February 2021 - 1
Mobility - February 2021 - 2
Mobility - February 2021 - 3
Mobility - February 2021 - 4
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Mobility - February 2021 - 6
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Mobility - February 2021 - 53
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Mobility - February 2021 - 55
Mobility - February 2021 - 56
Mobility - February 2021 - Cover3
Mobility - February 2021 - Cover4
https://www.nxtbook.com/ygsreprints/WERC/mobility-april-2021
https://www.nxtbook.com/ygsreprints/WERC/mobility-march-2021
https://www.nxtbook.com/ygsreprints/WERC/mobility-february-2021
https://www.nxtbook.com/ygsreprints/WERC/mobility_122020
https://www.nxtbook.com/ygsreprints/WERC/mobility_112020
https://www.nxtbook.com/ygsreprints/WERC/mobility_102020
https://www.nxtbook.com/ygsreprints/WERC/mobility_092020
https://www.nxtbook.com/ygsreprints/WERC/mobility_082020
https://www.nxtbook.com/ygsreprints/WERC/mobility_072020
https://www.nxtbook.com/ygsreprints/WERC/mobility_062020
https://www.nxtbook.com/ygsreprints/WERC/mobility_052020
https://www.nxtbook.com/ygsreprints/WERC/mobility_042020
https://www.nxtbook.com/ygsreprints/WERC/mobility_032020
https://www.nxtbook.com/ygsreprints/WERC/mobility_022020
https://www.nxtbook.com/ygsreprints/WERC/mobility_012020
https://www.nxtbook.com/ygsreprints/WERC/mobility_122019
https://www.nxtbook.com/ygsreprints/WERC/mobility_112019
https://www.nxtbook.com/ygsreprints/WERC/mobility_102019
https://www.nxtbook.com/ygsreprints/WERC/mobility_092019
https://www.nxtbook.com/ygsreprints/WERC/mobility_082019
https://www.nxtbook.com/ygsreprints/WERC/mobility_072019
https://www.nxtbook.com/ygsreprints/WERC/mobility_062019
https://www.nxtbook.com/ygsreprints/WERC/mobility_052019
https://www.nxtbook.com/ygsreprints/WERC/mobility_042019
https://www.nxtbook.com/ygsreprints/WERC/mobility_032019
https://www.nxtbook.com/ygsreprints/WERC/mobility_022019
https://www.nxtbook.com/ygsreprints/WERC/mobility_012019
https://www.nxtbookmedia.com