Mobility – October 2019 - 91

Fig. 11: Talent
strategy
for using
international
assignments(GM)
(GM)
Talent
strategy
for using
international
assignments
Mandatory for executive board

11%

Mandatory for executive board and senior leaders (business and function heads)

26%

Desirable for executive board

9%

Desirable for executive board and senior leaders (business and function heads)

21%

Desirable for all talent who achieve a defined performance level

28%

Not that important

5%

Not important at all

1%

Figure 2

but there is still work to be done to ensure that
employee mobility remains a relevant contributor.
For example, it is especially noteworthy that
nearly 70% of employee mobility teams still use Excel
spreadsheets to manage their data, including the
information they collect on business travelers. Sixtyone percent of teams are planning to invest in new
technology over the next two years.
More than half (55%) of employee mobility teams
do not provide data analytics on total program cost
or activity. Nearly the same percentage (56%) do not
produce cost estimates for long-term assignments.
Understanding the cost implications of various
policies and assignments will be critical to accurately
measuring their value to the business.
Transformation efforts are still a work in progress, and organizations will be at different stages in
their maturity cycle in managing employee mobility
programs. Industry sector and an ability to invest in
alternative solutions will also impact decisions on
whether to build or buy technology solutions.
The survey showed that the U.S. currently is
the largest mobility market in the world both
in sending and receiving expats. How will that
volume drive or impact the transformation and
affect policy development in and outside of the
region? According to our survey results, 57% of
North American mobility teams predict that their
strategic functions will be absorbed elsewhere,
either by HR business partners or among talent and
compensation/reward.
Even in a mature mobility market such as the U.S.,
companies are significantly changing their approach
to workforce movement and practices, and these
approaches continue to evolve to meet shifting demographics and business needs. While many mobility
programs are led from the U.S., having a strong pulse
on talent and policy trends in regional and local markets
is essential to support talent attraction and retention,
and to ensure strong business alignment in a nimble
and strategic way. This will enable the development of

unique and flexible solutions to anticipate and meet rapidly changing requirements.

TALENT: EMERGING INTERNATIONAL
WORK ARRANGEMENTS
"Global mobility continues to be a vital tool for
businesses to execute on their strategy," notes Julia
Palmer, group head of relocation and assignment
management for Santa Fe Relocation. "However, in
2019 we see a shift in the profile of the mobile population. With more employee-initiated moves than ever,
organizations must be flexible to meet not only the
talent needs of the business, but also the motivations
and expectations of that talent."
In terms of policy development, this is a critical
starting point. HR and mobility leaders must understand what is vitally important to the employee
population they serve as well as the objectives of the
company's business leaders, and how the two align.
By probing and understanding these expectations,
they can optimize policies to create the desired outcomes. The best way forward may not necessarily
be a single solution, but the development of flexible
paths to ensure a compliant program that meets
business and employee needs.
Executive career leadership planning is a good
example to consider. How well does your organization "connect the dots" between career planning
and employee mobility? Greater emphasis on the
use of formalized talent investment plans, including international assignments, could facilitate more
productive discussions at the leadership level. This
would help drive progress by achieving performance
outcomes and improving potential talent deployment
post-assignment (see Figure 2, above).
We found that 37% of responding companies consider international assignments mandatory for executive board and senior leader positions. A quarter also
consider it mandatory for senior leaders.
As we look at the mobility trends shown in Figure 3
on page 92, mobility leaders anticipate an increase in

worldwideerc.org | Mobility 91


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Mobility – October 2019

Table of Contents for the Digital Edition of Mobility – October 2019

Mobility – October 2019 - Cover1
Mobility – October 2019 - Cover2
Mobility – October 2019 - 1
Mobility – October 2019 - 2
Mobility – October 2019 - 3
Mobility – October 2019 - 4
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Mobility – October 2019 - 91
Mobility – October 2019 - 92
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Mobility – October 2019 - 100
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Mobility – October 2019 - Cover3
Mobility – October 2019 - Cover4
https://www.nxtbook.com/ygsreprints/WERC/mobility-june-2021
https://www.nxtbook.com/ygsreprints/WERC/mobility-may-2021
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