FUNCTIONAL INEFFICIENCIES & LOW VISIBILITY The research also notes that with competing pressures, global mobility professionals report spending too much time dealing with external suppliers, on policy discussions, reporting and operational delivery. Exception management was considered to be a key area of inefficiency. Yet efforts spent cost-cutting were thought to detract from employee- and risk-centric approaches to policy design and implementation. Inefficient technology was also considered to add to pressures on the function, particularly given the increasing demand for management reporting. Global mobility professionals also report a lack of
leadership visibility and communication. This is despite their extensive skills base encompassing specialist knowledge in areas such as tax, immigration, employment and risk management in multiple jurisdictions. They find they are unable to engage effectively with leadership.
“ The involvement of global mobility’s expertise early on can potentially make the selection and international deployment process faster and more effective.”
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This adds to the pressures they face in their roles. The research notes this may be the result of being
so specialist that they become distant from leadership decisions. Their work primarily becomes that of complex case management – meaning that their function is operational rather than strategic. In turn, this can result in global mobility professionals being viewed as a back- office function grounded in technical expertise. As organisations increasingly offer individualised
employment opportunities – such as remote working and working from anywhere – and a wider range of flexible assignments, moving away from traditional long- term expatriation means the range of permutations of complex cases grows. This suggests that complex case management is likely to increase going forward, resulting in further pressure on the function.
ENHANCING & MEASURING THE FUNCTION’S PRODUCTIVITY If the global mobility function is to manage increasing complexity, workload volumes and associated time and other pressures in the future, it must improve its productivity. This raises several issues that must be considered and addressed. First, how to measure the function’s current performance and then identify actions to improve productivity. It also raises the issue of wellbeing in the profession and how global mobility professionals can help themselves to improve this and engage with other stakeholders to gain their support. A number of metrics can be adopted to measure the
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