GLOBAL MOBILITY POLICIES: CURRENT TRENDS


Short-term assignments and international one-way transfers are on the rise. For employers reshaping their global mobility policies, what opportunities and risks do these new forms of mobility present? Dr Sue Shortland comments on recent developments in alternative assignments and policy design.


T


he use of alternatives to


the


long-term assignment is


traditional increasing.


International permanent moves are attractive to employers because of the value for money they present when compared to the traditional expatriate assignment model. Short-term assignments –


typically from three to 12 months, but maybe slightly shorter or longer – have become particularly prevalent, while commuter assignments remain a popular choice. Given the importance of cost, compliance and flexibility in global mobility, it is easy to see why these dynamic additions to the traditional global mobility policy suite have grown in recent years. But what


are the key considerations and can technology and tools like AI help global mobility policy redesign and administration?


SHORT-TERM ASSIGNMENTS The use of short-term assignments and global mobility professionals’ involvement in their administration has grown significantly over the past few years. Short-term assignments are appealing from a talent perspective because they enable rapid deployment. They are generally thought to be more cost- effective than long-term assignments and are primarily used for project- based work, but also to transfer knowledge and skills. Short-term assignments can


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GLOBAL MOBILITY


POLIC Y


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