The Global Mobility trends Survey 2016 from BGRS shows that – despite evidence that talent mobility can attract and retain key talent – many companies have not yet addressed the alignment issue.
In fact, just 10% of multinational organisations are fully invested in bringing global mobility and wider workforce planning goals together. BGRS reports examples of this commitment include:
• Identifying individuals with high potential
• Using relocation as a way of retaining these people and offering professional development
• Ensuring the mobility programmes offer strategic contribution and meet the needs of the workforce
Six key tips are suggested as a result of understanding the findings of the research. These have emerged from the practices of the ‘top’ 10% of participating companies that have aligned talent mobility with global management.
20% of the survey participants reported that their companies do not have sufficient internationally experienced talent to meet business needs. The global talent market is very competitive. Understanding the talent agenda increases focus and efficiency when retaining and recruiting talent.
2. Track mobility costs
There is increasing pressure to reduce mobility costs yet 49% of companies surveyed do not track the costs of an international assignment. Subsequently, it becomes extremely hard to show cost efficiencies.
By continually gauging employee interest in international assignments a candidate pool can be developed. This helps to quicken and hone the process for global placements. In BGRS’s findings 73% companies do not have a candidate pool and 33% have no process in place to understand employees’ views about relocation. Of the report’s ‘top 10%’ organisations, 81% have a formal way for employees to put themselves forward for international assignments.
4. Support assignees
Almost 20% of global assignees find it hard to settle into their new location. The report underlines that: ”Companies must leverage external resources to accommodate their global talent’s needs.” Needs vary and a range of support should be offered, including lifestyle and living support and well as management of the move itself. This support should be offered to assignees’ families too.
5. Understand necessary leadership attributes
The research shows that: “26% of global assignees taking on a leadership position did not possess the necessary skills to be a leader in the host country.” Talent alignment and global mobility require individuals to be developed before – as well as during – their new role.
Younger employees are often suited to global assignments and of long-term benefits if engaged and developed by companies. BGRS explains that: “The top leaders reported double the percentage of international assignees between the ages of 20 and 29, underscoring their ability to foresee the long-term effects of engaging and developing this key demographic.”
“Increasingly companies are developing robust, forward thinking international mobility policies,” explains Louise Chilcott of BTR International. “Placing the wrong person in a global assignment can be costly, so aligning talent mobility and global management offers strategic and financial benefits.”