MOBILITY TREND
80%
of Millennials want to work outside their home country at some point during their career
Future trends “Fortunately, there are plenty of skilled workers willing to meet the demand for global talent,” explained Steve Cryne. “Our joint survey found that most Millennials are eager to complete a mobility experience in the first six years of their career. Interestingly, 71 per cent of female Millennials want to work abroad, but they only represent 20 per cent of the current international mobility population. This disconnect makes for a strong argument for better talent engagement.” This underlinesRe:locate’s commitment to
keeping the development of women leaders at the top of the agenda and ensuring that what female assignees need in order to obtain global experience is highlighted. The support of Millennials has been topical for quite some time, but the value of older, more experienced, workers should not be overlooked, and nor should diversity and the importance of cultural awareness in managing global teams.
Proving mobility’s ROI The old chestnut of proving the return on investment of mobility was certainly evident in the research. Steve Cryne revealed that all the surveys that asked about tracking, evaluating, and other elements related to ROI clearly showed that organisations were not excelling in this area. Survey after survey stacked the
evidence, from PwC’s Moving People with Purpose report, which says that three in four respondents expect to be measuring return on investment from mobility in two years’ time, compared with just 9 per cent who do this today, to Brookfield’s respected annual report, which, in 2015, had the enlightened and on-trend title of Mindful Mobility. This set the tone by finding that 95 per cent of companies don’t measure international assignment ROI; respondents simply aren’t sure how to. However, the CERC and EuRA survey
of surveys powerfully shows that the opportunity is there for managers to make evidence-informed decisions. This is just the
ammunition global mobility professionals need if they are to influence stakeholders. Steve Cryne pulled together some pretty
strong evidence, including the Strategic Global Mobility Report. “Big data and data analytics are beginning to help drive new, informed decision-making in mobility and make those returns more evident … This actionable insight is helping companies forge better decisions regarding cost management, reducing loss of talent after repatriation, policy development, and global workforce planning.” He also cited EY’s Global Mobility
Effectiveness Survey, which says, “Mobility professionals are well aware of the substantial costs involved to keep talent moving. It is increasingly true that the wider business questions why the costs of mobility are so high in its focus on the bottom line. Therefore, to determine ROI, companies need to know what they’re intending to achieve through facilitating mobility.”
of firms are actively searching for talent in different geographies, industries, and demographics
71%
Steve Cryne went on to demonstrate metrics that could be used to measure ROI, such as:
• Project completion • Employee retention • Development of new skills • Successful repatriation • Employee performance ratings • Employee satisfaction with process • Knowledge transfer to host location
78%
of employers expect to see changes in the way their company manages talent in the near future
This is not rocket science, and any HR global mobility professional or account manager for a relocation management company could use the same process to put the case to business partners and stakeholders.
Technology and data analytics Other top drivers of tomorrow’s environment are technology and data analytics. From better programme management
to improved employee experiences, mobility professionals must stay on top of technological advancements. Steve Cryne quoted PwC’s Global CEO
Survey: “The majority of CEOs believe that investments in digital technologies have created value for their business, and around 80 per cent say that mobile technologies and data analytics are key strands of their strategy.” He then highlighted a telling statement from
a participant in Moving People with Purpose. “I quickly realised the employee experience at Guidewire is critical. The people we move are software developers and consultants. They don’t want long policy documents and briefings – they want to be able to get the information they need, at their fingertips, when they want it.” The use of predictive analytics in HR is
still in its relative infancy, but an increasing number of organisations are beginning to embrace the concept. The data is available, but more sophisticated analysis would provide valuable trend information and the potential to identify risks. ➲
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