IMPLICATIONS FOR GLOBAL MOBILITY PROFESSIONALS’ STRATEGIC QUEST Global mobility already has the advantage of being a centre of excellence. Global mobility is often organised as small teams of experts with specialist knowledge through which the function delivers competitive global mobility solutions. Nevertheless, the administrative aspect should not be
underplayed because
transactional services underpin success. Low cost but highly effective
solutions are vital to achieving competitive business outcomes. So, while global mobility professionals may desire to leave these duties to others via outsourcing using shared services – for example, through third-party service providers that can fulfil multiple administrative tasks – it is important to remember that administrative expertise underpins the employee experience. Rather than rely completely on outsourcing, building partnerships with service providers can help to provide detailed understanding and information that can provide the bedrock for advisory services and strategic actions. Business partnering involves
global mobility professionals working with – and sharing responsibility for – policy and practice with line management colleagues. Global mobility professionals need
to adopt a
similar approach to their HR colleagues by working alongside line management. By doing so, they will gain a more strategic overview and input into business operations.
PRACTICAL ACTIONS TO ACHIEVE STRATEGIC OBJECTIVES Global mobility professionals will need to consider how they can achieve a strategic role through direct action. Lessons again can be learned from the HR function. It is suggested within the academic HR literature that a strategic role can be facilitated through the use of appropriate business and financial language
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and by articulating the rationale for activities undertaken in terms of added value to the business. Global mobility professionals
will need to act as business managers first, taking a strategic overview and concentrating on priorities as defined by the business. They will need to understand the
business they routine
work in, taking into account perspectives from both the home and host countries. They must display business acumen and will need to develop and offer change management skills. They must also use relationship building and networking skills to best effect. Strategic thinking will be
needed with communication and relationships embedded in business units. In this way, global mobility professionals can work closely with business leaders at a local level to influence, develop and help implement global mobility strategy. To become a future strategic global
partner, mobility
professionals must ensure that the business makes best use of
its people. Ensuring an excellent employee experience is crucial here. Working directly with the line and with HR colleagues as necessary, global mobility professionals have a bright future in terms of making the transformation to a more strategic role.
” GLOBAL MOBILITY PROFESSIONALS WILL NEED TO ACT AS BUSINESS MANAGERS FIRST, TAKING A STRATEGIC OVERVIEW AND CONCENTRATING ON PRIORITIES AS DEFINED BY THE BUSINESS. ”
GLOBAL MOBILITY
20TH ANNIVERSARY – THE FUTURE PART 2
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