The mobility function is continuing to become increasingly strategic and tied to talent management initiatives.
According to Mercer's Global Talent Trends 2019, “high-growth companies are four times more likely to have an integrated people strategy in place." Today, there is a greater focus on leveraging talent mobility for employee development, especially for executives, but increasingly for those lower within the organization for shorter durations (i.e. short-term developmental assignments under one year). One of the biggest areas of interest and focus from our clients and their mobility programs recently has been in the development, roll-out and management of rotational assignment programs that are aimed at developing their HiPo and HiPer employees.
Mobility programs are spending more time with strategic cost management, resourcing/recruiting and talent pool management. According to Mercer's Olivier Meier, "It is as much about managing an international talent pool as about moving people from country to country."
According to this Forbe's article, talent mobility is helping organizations to dynamically develop and align their workforce to strategic business needs. It discusses how organizations are working to develop a philosophy around the idea of build, buy or borrow where they can consider if what is needed for a give situation resides within the internal talent pool or is something that they need to go get or borrow (think the gig economy). This conversation then becomes about strategic talent sourcing as opposed to talent acquisition.
To succeed in our fast-paced global economy, organizations require a workforce that’s agile and flexible. It’s not enough to hire the best: to succeed organizations must also leverage and mobilize existing talent into new roles, departments or offices. This mobility enables organizations to quickly meet changing business and market needs, increase efficiencies, unlock talent potential and future-proof their workforce.