In the 2018 Global Human Capital Trends report published by Deloitte, one of my biggest takeaways was around the degree of change with today's workforce. They stated, "It’s more digital, more global, diverse, automation-savvy, and social media proficient. At the same time, business expectations, needs, and demands are evolving faster than ever before. While some view this as a challenge, we see it as an opportunity." And in this past year, the duality of that challenge/opportunity seems to have remained or increased as a focal point for human resources, talent management functions and global mobility teams as they most often report to one of those functions.
In one of our 2018 posts, "Only 3%? What does it take to be a world-class mobility program?" we suggested that what was being implied by Deloitte is that the organization of the future would have to elevate its global mobility program and better leverage that as a valuable tool for attracting, developing and retaining talent.
If you want something to ponder heading into 2019, read through this article from Deloitte, "From Careers to Experiences: New Pathways." Consider that talent is looking for new experiences for enhancing their skills and growth. As technology disrupts by continuing to take on new responsibilities, so must talent then up upscale and reinvent. How might global mobility fit into a "culture of learning" and better support a company that practices a growth mindset.
Deloitte suggests that there is a new imperative for companies which is to "examine, understand, develop and implement a variety of solutions to support 21st-century careers." We suggest that nothing provides a developmental experience as well, or as much as an international assignment, be it short or long term in nature. Make sure you have identified your top talent and understand to what degree they would be interested in a global assignment.
In 2018, we are witnessing seismic changes in the workforce, the workplace, and the technologies used in the world of work. Based on this year’s global survey of more than 11,000 business and HR leaders, as well as interviews with executives from some of today’s leading organizations, we believe that a fundamental change is underway. Organizations are no longer assessed based only on traditional metrics such as financial performance, or even the quality of their products or services. Rather, organizations today are increasingly judged on the basis of their relationships with their workers, their customers, and their communities, as well as their impact on society at large—transforming them from business enterprises into social enterprises.