Global mobility – the HR policy designed to facilitate the movement of talent across the globe – is starting to gain traction again as we emerge from two years of pandemic inertia.
Traditionally, global talent mobility focused on the functional and logistical elements of moving workers to a different location. Elements such as tax and compliance issues, relocation issues, support for families and setting workers up in a new location or country. Increasingly though, we’re seeing global talent mobility as a key factor in strategic workforce planning.
And it’s becoming even more important in today’s workplace for several reasons. As the slow post-COVID economic recovery across APAC starts, those reasons particularly pertinent to the region, are:
- If the past two years has taught us anything, it’s the power of remote working. And now, workers expect flexibility in how they work, as a basic standard of operating
- A robust global mobility program will allow organisations to foster and grow existing talent, avoiding the negative impacts of a skills shortage
- Global mobility enhances the opportunity for greater workforce diversity.
Let’s delve into these global mobility factors, more deeply.
Global Mobility: The Era of Flexibility
Remote working was mandated across many of Australia’s capital cities over the past two years. And as a result, the workforce has understandably adjusted to this new way of doing their job. Most don’t want to return to a working life solely in the office.
The great news is, companies can now leverage this fact, to enhance their global mobility program.
Cross-border virtual working provides the opportunity for companies to access talent who were otherwise inaccessible due to the tyranny of distance.
Location should no longer be the focus for leaders.
By offering the right resources, workers can be healthy and productive – wherever they work
Today, global talent mobility can represent a core component of your company’s workforce strategy. And it’s an opportunity for right now, and for the future of work in your business.
According to a recent study by Accenture, most workers are seeking a hybrid model of working: part-time from home, part-time in the office. Considering the empirical evidence of the past two years, with the right resources and workforce strategy, the era of flexible working can play perfectly into a successful global mobility program.
Global Mobility: Tackling the Market’s Skills Shortages
The war for talent – as aged as that saying feels – remains a reality. And the right global talent mobility strategy for your business, is a potential opportunity to enhance talent retention and engagement, while upskilling your workforce.
You see learning opportunities in business today, offer more than just growing your workers. They’re also a key avenue to enable your workers to work in new places and environments, and be equipped to take on different roles, in different locations.
The learning side of global talent mobility can’t be underestimated. Without opportunities for learning and professional progression, your talent growth stagnates, and they are more likely to become a flight risk.
72% of executives think that “the ability of their people to adapt, reskill and assume new roles” is the most or second most important factor to navigate future disruptions
Global Talent Mobility and Workforce Diversity
The connection between global workforce mobility and diversity is an important one.
Why? Because when organisations integrate their global talent mobility program with their workforce diversity program, a deeper sense of inclusion, empowerment and engagement is achieved. It’s a win for all parties.
When business leadership is inclusive with the global deployment and development of workers across all races, cultures, beliefs, sexual, and gender orientations, the more the business will flourish. You’ll end up with more productive, creative, and innovative teams.
Data from the recent Deloitte Global Mobility report tells us that:
- Today, women represent 40% of the global workforce. Yet only one in five international talent appointees are women
- By 2025, millennials will make up 75% of the global workforce, and 59 percent of this group are willing to work overseas
- There is a stagnation when it comes to global mobility of families. The lag in support for families often leads to the assignment being refused, or the assignment failing. The differing – and changing – definitions of family have an impact here too. Often companies see the traditional definition of singles/couples as the ideal mobility targets. This mindset needs to change
- Six percent of global leaders actively encourage mobility to the minority groups in their workforce. This is despite a whopping 88% reporting concerns about the ability to source suitable candidates. The workers are available – but in the absence of integration between the organisation’s global talent mobility and diversity programs, a lack of talent supply will exist.
On these data points, inclusiveness of ALL worker types will be a massive boost to the success of global mobility programs.
Your global talent mobility program is far more than just establishing a relocation process. It’s a strategic workforce initiative to build long-standing relationships with workers, helping them grow, while optimising their contribution to your operations.
As one of the world’s leading providers of contingent worker management solutions, CXC is well positioned to optimise all elements of your contingent workforce strategy. With operations in more than 50 countries across five continents and decades of experience, we can assist with every aspect of your program.