In today's challenging talent atmosphere, where unemployment is near record lows, there are more jobs than people, and the quit rate is escalating, attracting and keeping the best employees is high on the priority list of most companies. In a recent article in HR Dive, Ceridian’s Chief People and Culture Officer, Lisa Sterling, shared that this past year’s challenging recruiting scene will haunt her well into 2019. She said, “The thing …that literally keeps me up at night continues to be the focus on attracting world-class talent to our organization."
So, does that mean the company should be providing free lunches, installing kombucha machines and setting up ping pong tables? Maybe, but for sure companies are working on their cultures, adding wellbeing programs, improving their employment brand, enhancing their onboarding process and focusing on many other elements that impact the employee experience.
In that same vein, mobility programs are currently spending time to figure out how they can provide better experiences to employees too. Opportunities for traveling and developing new business and relationship skills is something that attracts and keeps talented people in an organization. Sometimes those growth opportunities come in the form of business trips, international assignments or a relocation. In other words, these mobility "experiences" can, and do, positively impact the overall employee experience.
While many companies are looking at how to improve the mobility experience for when talent is being put in place for something deemed as business critical, others are taking things another step and looking to see how they can leverage mobility experiences more strategically from a talent perspective to improve the overall employee experience. More specifically, many companies are looking at how short-term assignments can be used to provide engaging developmental experiences for high potentials and leadership candidates within their organizations.
Is this part of your 2019 global mobility plan?
To attract the best and brightest people, young and old, companies must take a stand on profound questions being raised today about the value of human activity in the workplace. These questions concern not just Instagrammable workplaces and perks; they concern the context and the content of organizational activity. People want to do “good work,” in two ways: They want intrinsically rewarding experiences, and they also want to make a contribution that fits with their values.