I found it interesting when AIRINC shared that mobility teams are speaking to host business units, talent management and senior leadership less often than they did a year ago. Wow, really?
I mean, Mercer's recent "Talent Trends: 2017 Global Study" revealed that 92% of employers expect an increase in competition for talent this year. So, how can mobility teams be partnering less this year than last? In our opinion, they can't!
If your company culture is attractive and supportive, and your overall benefit package is competitive, then it’s time to take it to the next level and explore how your global mobility program can further contribute to an effective talent management agenda.
Stay ahead of the competition, and meet with talent management on a regular basis to truly understand what global mobility can do to:
- support talent attraction
- improve the on-boarding experience
- create new developmental programs aimed at raising the level of engagement and retention
- develop a stronger leadership pipeline
- insert additional talent management agenda here
Our latest whitepaper, "5 Global Mobility Strategies to Attract (and Keep!) Top Talent" could be a great starting point.
Also, definitely review this Mercer article, "How Does Global Mobility Fit In The Global Talent Agenda?" (link below) to explore:
- attracting talent and fulfilling the skill development promise
- rethinking expatriate employee engagement and performance management
- reward competitiveness: the gray areas between expat and local pay
- is mobility really an opportunity for employees?
- recognizing the value of lateral moves
There should be a natural fit between global mobility and talent attraction. Mobility can foster attraction and retention by offering new opportunities for employees to develop their careers internationally. More importantly, mobility should address the limitations of local talent workforces and allow companies to tap into global talent pools. Traditionally, this could be achieved by relocating talent between countries. New mobility developments and the rise of alternative forms of assignments are opening up new possibilities: directly hiring foreigners locally, using talent based in a third country (virtual assignments, commuters) or even relying on expatriate gig workers.