T
he global mobility function typically uses a wide range of service firms to deliver specialist
services or to operate relocation management programmes in different parts of the world. The use of specialist vendors is particularly useful in countries where organisations are setting up for the first time, or where the locations are particularly challenging. Selecting the right provider
is critical for assignment success and for the delivery of business priorities. It is therefore extremely important that the service organisations selected are able to meet the needs of the business and can do so seamlessly, acting as an extension of the organisation’s global mobility function. It is also crucial for service suppliers to demonstrate flexibility in order to be able to meet the organisation’s changing needs as these arise. To achieve global mobility goals,
it is vital that the function internally knows what it needs, is aware of its own culture and ways of working, and is able to prioritise what is of greatest importance. Only when a global mobility department knows exactly what it wants and how it should be delivered will it be able to define and then go on to identify the
qualities and
available in the marketplace and so find a suitable vendor.
CULTURAL ATTRIBUTES & SKILLS REQUIREMENTS Trying to identify one’s own culture can be quite difficult as this tends to be unspoken. The first step is therefore for global mobility professionals to identify what they see as the most meaningful aspects of their roles. For example, what are the qualities that are deemed to be most important within the team and how are these expressed? Are there any gaps in the
expertise of the team? If so, can these potentially be filled by a service provider? If the answer is yes, then the next question concerns potential vendors’ way of thinking. This must align with how the team operates. Once again, this may sound difficult to identify but one way to go about this is to think about past relationships with service providers. Try to identify aspects that
worked well and aspects that did not. This can help narrow down the cultural attributes as well as skills and capabilities that the global mobility department is seeking to bolster its internal strengths. In the same way as a person
capabilities
specification is used in the recruitment and selection process, so a list of essential and desirable attributes should be drawn up. These should align with the requirements of the role that the vendor is expected to fulfil.
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GLOBAL MOBILITY
SUPPLIER PARTNERSHIPS
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