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22
Sep
2017
The New Normal of Global Mobility
This year’s report from the RES Forum looks at ‘Flexibility, Diversity and Data Mastery’ within global mobility – and how these traits are becoming the…
The New Normal of Global Mobility

The New Normal of Global Mobility

This year’s report from the RES Forum looks at ‘Flexibility, Diversity and Data Mastery’ within global mobility – and how these traits are becoming the new norm in our fast-moving sector.
The report looks at five key issues:

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)
• All age groups sought sense, fulfilment and career progression. However, career impact was more important to early-mid as well as mid-peak careerists compared to their older counterparts
• 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
• Partner and dual career considerations as well as family and educational concerns are more pertinent for mid-peak careerists (Generation X) than for other age groups
• 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

3. The Brexit decisions and its impact on global mobility
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.

4. Organisational development and talent management
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.

5. Reward package design
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.

“The report shows that global talent mobility is increasingly vital for business success, “says Louise Chilcott, Global Move and Relocation Specialist at BTR International. “To gain the best results from international assignments, organisation must have a robust yet flexible relocation policy and a support package that suits assignees’ individual requirements and locations.”

If you would like to discuss your organisation’s global mobility without obligation, contact Louise via .(JavaScript must be enabled to view this email address)  or call her on +44 (1) 01582 495495.

To read the RES Forum’s report summary, click here.


Image courtesy of jscreationzs at FreeDigitalPhotos.net