Does your mobility team have the right skills?

Mobility isn't a one-size-fits-all function. Companies have to consider the degree of centralization, the level of outsourcing, and where mobility will report to. This usually starts with determining how the department would be most effectively managed and analyzing whether you are adequately staffed for administrating your mobility program.

While there is no single right or wrong way to structure mobility, we do see many organizations employing a fairly centralized model led by a “global program owner” (e.g., Director or Manager of Global Mobility). Often, regional sub-department heads collaborate with the global owner to support and guide the effectiveness of programs across different regions. The advantages of this include:

• A “glo-cal” capability that addresses local nuances but provides a more consistent experience across the organization.
• An improved level of outsourcing and procurement.
• Full insight into global costs, accurate reporting, and more effective strategizing.
• Reduced risk with enhanced compliance.

Many mobility leaders have a few direct reports along with numerous indirect internal stakeholder relationships - people like recruiters, hiring managers, talent team members, payroll, and accounts payable team members. Additionally, they have outsourced partners that act as extensions to their team. So how does a mobility leader determine if everyone on their extended team has the skills they need? This question is doubly important when we see that in the last few years, the pace of skill change has been brisk! Recent LinkedIn data shows that job skill sets have changed by around 25% since 2015 and are expected to change by 41% by 2025. 

Here are a few tips from LinkedIn from their 2023 Workplace Learning Report. 

1. Make use of company L&D. Many functions within the company are tapping the support of their internal learning and development teams. 83% of organizations want to build a more people-centric culture and 81% of L&D departments are helping to create that.
2. Help your team learn. People who are not learning will leave. They want to be engaged, heard, challenged and do things that are meaningful. They want the opportunity to learn new skills.
3. Seek agility. Mobility is both tactical and strategic, and agility is important for both. Create a culture of learning and mutual knowledge to help your team be adaptable.
4. Assess skills. Establish the top set of skills for each role and then develop further training. Consider areas like presentation skills, research abilities, analytical skills, customer experience, operations, and process improvement capabilities.
5. Plan for skill building. Consider the 10 skills that companies need most: management, communication, customer service, leadership, sales, project management, research, analytical skills, marketing, and teamwork. Rate your team members, and have them rate themselves, in these various skill types, then talk about gaps.
6. Prioritize team development. Spend time with your team to discuss their development, what they enjoy or don't enjoy, and consider next career steps. Help them to be even more valuable to mobility and to the company.
7. Be visible. Your next teammate or direct report will likely come from within, so make sure your mobility team is visible to others so when a position becomes available. Transparency and good communication makes your team attractive to anyone who might be interested in signing on!

So much is changing so quickly. With layoffs, economic issues, and AI becoming disruptors of talent, it will be important to consider what skills are needed for your team's future success. Planning ahead and upskilling employees will prepare your team members for the changes happening now!

For more on skills within the mobility world, consider these other articles as well:

What's the most important skill in global mobility? 

Are you thinking about adding "green skills" to your mobility team?

Global mobility is both tactical and strategic 

Elevating mobility: Advice for global mobility leaders who want to reach a new level

Leveraging influence to better manage mobility