“ By applying lessons from personnel management’s journey into its current strategic HR function, we can see that global mobility is well-positioned to become more strategic in its activities. The next step is to become an active change-maker.”
LEARNING FROM THE HR JOURNEY: IMPLICATIONS FOR GLOBAL MOBILITY A number of parallels can be drawn between the position of personnel management (PM) in the early 1990s and its transition to the strategic human resource management (SHRM) function we see today. An early model proposed by the academic John Storey
in the 1990s classified four roles of HR managers by drawing on two key dimensions: strategic versus tactical actions; and interventionary versus non-interventionary actions. Using this framework, Storey suggested that HR held four key roles:
1. Handmaiden: HR was attendant to line managers; its actions were non-interventionary and tactical
2. Regulator: HR formulated and enforced policy and procedure; this role was interventionary and tactical
3. Adviser: HR acted as an internal consultant; the role was non-interventionary, but strategic
4. Change-maker: a strategic and interventionary role, with a focus on performance and commitment.
Today, we can apply these roles quite clearly to the global mobility function. In so doing, we can draw parallels with and learn from the desire of personnel managers to operate as strategic HR professionals.
MANAGING RELOCATION IN PRACTICE The ‘handmaiden’ role is in evidence when global mobility acts in response to line managers’ requests. It is represented by the presentation of candidates for mobility where the role of the global mobility professional is to manage the moves they are given. Typically this is a reactive approach, delivering service functions and applying reward policy to individual cases. Nonetheless, its value should not be underestimated.
Moves must go ahead effectively. The role includes activities such as sourcing and supplying accommodation, home and school search services, the application of appropriate benefits packages and implementing training provisions. In essence, this has been the bread-and-butter work of global mobility professionals for many years.
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REGULATORY DEMANDS: COMPLIANCE ACTIVITIES A huge area of growth that has taken effect (particularly since Covid) concerns the ‘regulator’ role as applied to global mobility. Ensuring that policy and procedure are enacted appropriately – particularly in relation to compliance – has become of significant importance and value to organisations. The range of assignment types in play, alongside
requests for remote and hybrid working, have resulted in complexity, particularly in ensuring that immigration and tax aspects are understood and applied correctly. In addition, compliance requirements embrace aspects such as social security, pensions and employment law. The penalties associated with failure to perform this
regulatory role correctly are becoming increasingly severe. As a result, global mobility professionals are being called on to deliver a regulatory role beyond the standard types of international assignments and become involved in business travel. This has widened the function’s remit significantly. While the global mobility function may not necessarily see this as being their desired goal, it is important to recognise that, despite its tactical nature, the work is interventionary and is highly regarded within organisations. This suggests that, looking ahead, this area of expertise is likely to become valued to an even greater extent and will place global mobility professionals at the heart of business expansion in a highly proactive role.
ADVISORY SERVICES This leads into considering the role of global mobility professionals as ‘advisers’. The expertise the function has built up over the decades in terms of understanding different country cultures, legislative regimes, the problems that can arise at every juncture of the global mobility life cycle and having the expertise to solve them leads to the function holding a highly valued internal consultancy role. With global mobility professionals extremely keen to
take a more strategic approach, this advisory role provides a baseline from which to rise to this goal. Although the nature of an advisory role is non-interventionary –
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