FIVE ACTIONS TO EVOLVE MOBILITY AND SUPPORT GLOBAL PEOPLE
EY’s 2024 Mobility Reimagined Survey sets out five steps businesses can take to maximise the impact of global mobility on employee experiences, organisational resilience and agility.
1. ACT STRATEGICALLY
• Embed and align mobility into the wider organisational strategy.
• Reduce operational silos and improve data exchange across business functions to increase mobility’s effectiveness.
2. INTEGRATE WITH TALENT
nature,” agrees Gerard Osei-Bonsu. “Quite often, when I have this conversation with mobility leads, they say, ‘I hear you, Gerard, but we don’t have the time to do both. I don’t have time to manage moves and sit down with the business to work out what talent needs there are in three-five years’ time. I don’t have the resource or the capacity.’” The reality is that businesses also
don’t have the luxury of standing still and not evolving their approach to global people and cross-border moves, as the International SOS figures show. Fortunately, “we are seeing a definite shift in the more evolved, progressive mobility approach programmes where the mobility function tag is almost falling away,” observes Gerard Osei-Bonsu. “It’s all generally being
managed within the talent function. This is a particular specialism, but it is embedded into a talent and career framework of organisations, and not viewed as a separate transactional function. I think that particular trend needs to rapidly increase.” For Gerard Osei-Bonsu, the
data show the value to the business of intentionally creating the capacity to deal with the reality of the New Normal. “It means being more selective and maybe smarter about what they handle internally within their function versus maybe what they deliver through their own shared-service function and external providers. It’s about really starting to move out
the transactional aspects to
create more time to sit down and speak with the business.”
• Embed mobility into the wider workforce agenda, recognising its importance to developing future leaders.
• Enhance the mobility experience.
3. FOCUS ON DIGITAL • Promote the use of new digital tools and ensure humans are at the centre of transformation.
• Prepare for GenAI to become widely adopted, with the potential to transform ways of working and mobile employee experience.
4. BUILD PEOPLE-FIRST MOBILITY PROGRAMMES
• Build in flexibility to mobility programmes to enhance employee experience.
• Create a people mobility strategy that enables compliant hybrid and remote work.
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• Put sustainable and inclusive thinking at the heart of mobility programmes.
5. DEVELOP RESILIENT OPERATING MODELS
• Proactively address the rising risks caused by the changing mix of work models and international regulation.
• Leverage external providers to access know-how and take the pressure off in-house resources.
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GLOBAL MOBILITY
STRATE G Y
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