T


he 2024 research from Crowe, Santa Fe and Expatise Academy, ‘Taking Care of Global Mobility Professionals’, found that the global mobility function is facing increasing


complexity of its workload and more work pressure. In 2019, the key issues reported by the global mobility function were managing compliance, cost control/ cutting and improving the employee experience. Two years on and post-Covid, global mobility professionals reported managing issues like cross-border remote workers, increasing volumes of unstructured cases and a growing emphasis on duty of care – in addition to the pressures of 2019. Today, the volume of cross-border workers has


continued to grow. The uncertainty of a politically unstable world has also increased pressures concerning duty of care. Risk management in a climate of uncertainty is, the report suggests, compounded by a lack of understanding of the process of mobilising employees by other functions within the business. Despite an expectation to provide advisory support


to human resources departments, line management and employees, and to manage increasingly complex compensation and compliance aspects, global mobility professionals report that they spend insufficient time with senior leadership. This means that, rather than being part of the talent deployment decision-making process, global mobility typically only becomes involved post-appointment. This creates tension with internal stakeholders. Global mobility professionals report difficulties in breaking this barrier and securing greater influence in the decision-making process.


“ Risk management in a climate of uncertainty is compounded by a lack of understanding of the process of mobilising employees by other functions.”


25


GLOBAL LEADERSHIP SUPPLEMENT


PRODUCTIVITY & WELLBEING


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