of change, as well as prioritising key issues that will result in an enhanced employee experience. A cultural shift will be
required, changing the way the global mobility function works, particularly in respect of interactions and interrelationships with relevant capabilities across the business. Global mobility may require leadership development and coaching to achieve this cultural change. The
function also needs to
ensure that it has a good grasp of the technological solutions available and is capable of assessing the right balance between when using technology is appropriate and when a mobility adviser needs to intervene. Global mobility is already well-versed in using technology to support international mobility and so it is well-placed to know when to step in to balance the services provided through technology versus via the human touch.
TRANSFORMATION TIPS Finally, the CIPD’s case study of NatWest Group’s transformation journey provides some top tips for others. It suggests that core objectives must be kept front and centre and a targeted approach has to be devised to develop capabilities within the HR function. Clearly, these are lessons that will apply to global mobility as well. The case study also suggests the
need to partner with leaders across the business to understand strategic drivers. Once again, global mobility can learn from this tip – it must build relationships across home and host country operations in order to play a strategic role in future. A further tip concerns the
development of an agile mindset and embracing flexibility. It is recommended that anyone undertaking a transformation journey starts with small steps, then moves forward. There is definitely wisdom in this approach. Global mobility could opt to take a goal and journey approach within one aspect of its relocation programme to test out how this might be improved to create a better employee experience before widening out to cover other aspects of the relocation programme.
97
Successful
transformations
are those where leaders model the new way of working. Global mobility professionals need to emulate HR in this respect and lead transformation from the front. This will require prioritising and making decisions in a timely manner and demonstrating to leadership an agile approach to global mobility. Global mobility professionals
might also consider the importance of learning and development to achieve a successful transformation journey. The function will need to ensure that it has clarity of purpose, and the appropriate professional knowledge and skills, in order to identify critical goals and fulfil its journey towards them. Leadership capability includes both self-leadership and that of leading others. Bringing people together who
share common purpose, principles and desire for change can result in a future-facing, exciting role for the global mobility profession. Looking ahead, working towards a transformation journey focusing on the employee experience can bring the global mobility profession to the forefront of a strategic business role in the decades ahead.
MORE INFORMATION
* Transforming the HR Operating Model: NatWest Group. Available from CIPD.
“ GLOBAL MOBILITY CANNOT STAND STILL. IT NEEDS TO ENSURE CONTINUOUS IMPROVEMENT AND ACHIEVE AN HOLISTIC, EMPLOYEE-FOCUSED SOLUTION TO EACH AND EVERY MOVE.”
GLOBAL MOBILITY
20TH ANNIVERSARY – THE FUTURE PART 3
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98
