Do you feel that your global mobility team has become more strategic, and left the tactical work for a relocation management company to do? If they haven't, they should. This article, the "Top 5 Things HR Should Not Do," gave five great examples of why letting your outsourced vendor handle the tactical work will allow your team to be more strategic. There are many things that global mobility departments are holding onto that could be outsourced, freeing them up to spend time focused on more strategic initiatives.
If you were to choose five "stops" listed below, which would you choose? Which "stops" would you add?
- Stop making policy decisions solely based on what other companies are doing and what people tell you is a “best practice.”
- Stop waiting for the company or other departments to start seeing the global mobility function as strategic and not just tactical.
- Stop being reactive to the needs of talent acquisition, recruiters and hiring managers.
- Stop doing all of those tactical things that can easily be outsourced. (Stop driving the boat, start plotting the course.)
- Stop sending (or letting the company send) the wrong people to the wrong places.
- Stop avoiding the challenge of dramatically improving the experience for mobile employees that are supported by global mobility.
- Stop avoiding the conversation about ROI.
- Stop being inflexible – more positively put, understand your client(s) and what they need. Be agile, be adaptable, be fast.
- Stop the churn in your global mobility team.
My conclusion: Good mobility programs today have the right policies, employ the right staff and are collecting valuable data to track the function’s performance and progress. However, great mobility programs are not only making very conscious decisions about what they are doing, they are making very conscious decisions about what not to be doing.
What would you stop today?
There are a lot of articles and discussions lately about what role HR should play in an organization. We hear about how HR needs to “get a seat at the table” and that “HR must be a strategic partner”. What is not discussed is this: In order to elevate the contribution HR can and should make to an organization, HR professionals need to stop doing things that clearly are not adding their expertise and added value to their company. In order for HR to be an effective, strategic, resource, partnering with the top management of the organization, not only does it need to do things differently (stay tuned for this article) it needs to stop doing things that many HR folks out there are currently doing.