MOBILITY TRENDS


The


global T


he global mobility function faces a number of challenges in responding to current and potential political,


economic, social, technological, legal and environmental (PESTLE) changes. The media abounds with stories of


political change causing disruption to current efforts to relocate personnel globally. Uncertainty surrounds the immigration frameworks that will influence mobility in the USA and Europe following President Trump’s election and the Brexit vote. Global mobility professionals are already responding to these uncertainties by ensuring the collection of robust data on the nationality/citizenship of their organisation’s workforces across their countries of operation, ready to meet any immigration challenges that may lie ahead. Changes in political regimes are also


creating uncertainty in terms of security: locations that once were considered safe may not be so today. As the RES Forum Annual Report 2016, Beyond Uniformity: A World of Opportunity, notes, political unrest, terrorism and armed conflict all require global mobility to have policies and plans to deal with emergencies and potential evacuations. Environmental change is leading to


extreme weather events; these, too, require emergency response plans to be in place. As business continues to expand globally, a wider range of locations of operation, particularly in newly emerging markets, can be envisaged – some of which may


Current trends and looking ahead


The world is becoming increasingly volatile, uncertain, complex and ambiguous. For global mobility professionals, this brings immense challenges, but ones that can highlight the unique contribution their function can bring to business success. With this comes greater recognition and strategic input, as Dr Sue Shortland reports.


be particularly challenging in terms of security, health and accessibility. It is not all bad news, though. Emerging


economies previously viewed as difficult locations are becoming less challenging as their economies grow, expatriation becomes more commonplace, and support networks and services become more widely available. The global mobility function, by its very nature, is sited in an uncertain environment – often being called upon to advise on, or manage, travel and any crises that result from unexpected legal changes affecting assignees’, families’ and business travellers’ immigration status. Being on top of all aspects of mobility


(immigration, tax, security, policy design, and so on) is a tall order. Nonetheless, global mobility professionals need to remain abreast of current trends and plan ahead for potential eventualities.


Strategic aspirations For many years, global mobility professionals have called for a seat at the top table, seeking a more strategic role within organisations as they aim to play a more proactive part in talent management. Current PESTLE changes put global


mobility professionals in an extremely strong position to be regarded as strategic partners. Technology, for example, has enabled the collection and presentation of compelling data underlining the business case for mobility. Using technology wisely (and not over-burdening management


mobilityagenda


with unnecessary data and reports) can provide valuable advice to differentiate between potential talented candidates when relocation is required. As well as data on assignment costs, data


that identifies who is available and when they are able to move to take up an assignment is critical to having the right person in the right place, on time. Technology used to track individuals can provide an invaluable source of information to ensure that legal requirements are managed appropriately. Giving advice on the penalties of getting mobility wrong (such as tax, security and immigration consequences), backed by appropriate data, can raise the profile of the global mobility function to that of a trusted source of information to the business. This leads in to the notion of global


mobility professionals as business partners. Lessons can be learned from the human resource management function. The HR profession has historically bemoaned its


30 | Re:locate | Spring 2017


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