mobility is likely to remain a prominent feature of talent management strategies. “We predict legacy mobility types will likely
continue to shift with traditional longer-term (‘expat’) international assignments volume decreasing and being replaced by shorter-term assignments and permanent/ indefinite transfers becoming the norm,” the report says. It forecasts talent mobility will also likely be coupled
with both domestic and global assignments, with flexible hybrid and fully remote work options continuing for certain employer workforces. Yet while in some ways this can save on budget, it does present challenges for employers in terms of employee protection. “While this may result in a nimbler workforce, with
programme costs typically lower than traditional expats, there still are costs, corporate and employee compliance risks, and a continuing overall HR duty of care of the employee,” the report warns. Nevertheless, assignments are good for the company and
a career boost for employees, says global mobility provider Crown World Mobility, which recently commissioned a survey of over 250 HR decision-makers from the UK and Ireland, the US, Singapore, France and Germany. It found that businesses relocating employees reported
TALENT CONTINUES TO PLACE DEMANDS ON MOBILITY TEAMS The Cartus ‘Global Talent Mobility Survey 2024’, drawn from 138 respondents across diverse industries, reported that mobility volume has increased or stayed the same over the past two years, driven by a lack of local talent, company growth and expansion into different markets. As a result, companies are looking for lower-cost ways
to support employee flexibility and personal and career growth. The Cartus report says a key underlying trend is the demand from employees to have greater freedom to work from where they choose. According to the ADP Research Institute, nearly
three in ten workers anticipate that within five years the ability to work from anywhere in the world will become the “norm in their industry”. While forward-thinking organisations are trying to accommodate employee expectations, there has also been a trend towards some companies taking a harder “back to the office” strategy. An interesting finding in the Cartus survey was that
organisations are increasingly allowing assignees a greater say in how they spend their relocation allowance. For example, entry-level and mid-level employees typically receive lump sums, with 50% of interns receiving them. This trend has also filtered through to more senior staff, with a third of survey respondents indicating that senior employees also receive a lump sum when relocating.
MOBILITY STILL A KEY TOOL IN EMPLOYEE SATISFACTION AND RETENTION The trend of short-term, cross-border mobility in companies continues. Short-term assignments, often lasting weeks or a few months, provide companies with a flexible solution to address specific projects, knowledge transfers or market exploration without the long-term commitment of traditional expatriate assignments. KPMG’s ‘Global Assignment Policies and Practices
Survey 2023’ reports this trend aligns with the evolving preferences of a mobile and diverse workforce and as companies continue to prioritise agility and adaptability. It suggests that short-term cross-border
significant improvements in productivity, retention and engagement. The majority (84%) claimed employees are more productive and engaged when working on assignments due to factors such as increased motivation and adopting a fresh work ethic. “For the businesses that have continued their
relocation efforts, we’re seeing just how effective these global mobility programmes are acting as a robust employee engagement tool – with significant ROI when it comes to productivity and retention, as well as a unique selling point for businesses looking to attract new recruits,” says Nick Sutton, VP of global sales & marketing at Crown World Mobility. However, there will be a need for mobility models to
evolve in order to adapt to changing world markets, the EY 2024 ‘Mobility Reimagined Survey’ found. “Past mobility models rooted solely in business travel
or long-term relocation are not necessarily fit for a more digital, integrated and strategic purpose,” the report says. “Instead, functions need to evolve their approach to workforce mobility to be high-impact, efficient and cost- effective while helping to achieve growth for the business and for people.” “From economic volatility and geopolitical crises to
talent shortages and rapidly changing employee demands, companies are having to navigate an unprecedented number of complex challenges,” says Gerard Osei-Bonsu, EY Global People Advisory Services tax leader.
“ For the businesses that have continued their relocation efforts, we’re seeing just how effective these global mobility programmes are acting as a robust employee engagement tool.”
NICK SUTTON, VP OF GLOBAL SALES & MARKETING AT CROWN WORLD MOBILITY
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