1. Global mobility data
Most companies see a variety of benefits to discovering and visualizing useful global mobility (GM) information. Data analytics allows international organisations to source evidence-based conclusions. The report states that The GM data analytics field is still immature and relatively neglected within companies. However, the field is gathering energy, speed and focus.
2. Managing age diversity in global mobility
The report identifies a number of trends within international talent mobility. In particular, the personal drivers that motivate different age groups are highlighted:
• Personal drivers were most important to early-mid careerists (Generation Y, Millennials)
• Expatriation package was most important to mid-peak careerists (Generation X)
• Professional challenge was most important to early-mid careerists (Generation Y, Millennials) in comparison to the other generations
• Younger expatriates perceive a stronger need to expand their social capital even though it is probably older assignees who utilize their social networks more for work purposes
• Security concerns are more important to mid-peak and late careerists (Generation X and Baby Boomers) while early-mid careerists (Generation Y, Millennials) are more concerned about the attractiveness of specific host locations
The report summarises: “We live in an increasingly volatile, uncertain, complex and ambiguous environment that is likely to present both opportunities and threats.” It recommends that international organisations devote leadership attention and creative capabilities to understanding opportunities as well as the threats presented by Brexit.
In-depth understanding of assignees and their families combined with innovative thinking should shape global mobility practices. Many challenges faced by global companies are interlinked, dynamic and very complex. They are substantial challenges to overcome and impact greatly upon the success of global mobility programmes.
Assignment packages vary substantially depending on a range of factors. On average, short term assignees had a less generous deal than long term expatriates; business-driven and strategic needs based assignments were more generously rewarded than developmental assignments.