SEEKING OUT REFERENCES Following up references will be an important part of the appointment process. Evidence should be sought of a high quality, cost and resource efficient service, alongside flexibility. Organisations should also look
to the leadership capability of the service supplier to support its staff in delivering exceptional service. How they are supported in their training and career development may also be relevant. Global mobility professionals might also consider turnover data – do the members of the service company’s team have relatively long service? Global mobility professionals
should ensure that they seek out references from companies that have used the vendor’s services in a similar manner to that identified as a requirement for the appointment. For example, if the organisation has specific needs for particular types of relocated staff, does the service supplier have experience of these and can the level of service be
supported by appropriate
referencing? Further areas to consider are the technological and reporting capabilities of the vendor.
SETTING EXPECTATIONS It is important to ensure that expectations are articulated clearly and measurable benchmarks are set. These are important because they ensure alignment between the demands of the business and the actions of the service supplier and also because these can be used to ensure capability and to foster continuous improvement. Service level agreements
should, for example, include statements that address response times, compliance, communication reports/reviews, and standards with regard to escalating and/or resolving problems. Key performance indicators should also be stated. These might
be based on, for example, employee satisfaction scores, accuracy of cost estimates, and policy compliance.
MAINTAINING LINKS Once the appointment is made, communications should not cease between the global mobility function and its chosen service supplier. The partnership should be supported by regular communication activities and celebrations of successes. Regular communication helps to create a motivational partnership and foster creativity and innovation. Celebrating successes together helps to bond people together from both inside the organisation and within the service supplier’s team. It is important to keep service
suppliers up to date with future plans. If the service supplier is expected to
act as an extension
of the global mobility team, it cannot achieve this without regular briefings and inclusion in the function’s thinking.
TECHNOLOGY NEEDS One of the key factors that must be considered in the appointment of any service provider is flexibility to engage with new technologies. Although the use of AI is currently relatively limited within the global mobility function, its use is only going to increase and it is important that both global mobility professionals and their chosen suppliers are willing and able to keep up with technology as it advances. Policy design today is becoming
more flexible and the delivery of benefits and services to international assignees more tailored and personalised. As a result of this, technological solutions and data analytics have become essential to ensuring both the equitable design and delivery of policy components as well as measuring costs and return on investment. Reporting is critical to compliance. Ensuring that
compatible data systems can operate between the supplier and the global mobility department is essential to this. Before appointing a service supplier, it is crucial to see what technology is being used and how this can be dovetailed into that used by the global mobility function.
GET IT RIGHT, FIRST TIME The appointment of service suppliers in global mobility is a time-consuming but worthwhile process. Getting the partnership right in the first instance will save significant time and money. Getting it wrong means repeating the process all over again and can have potential negative business and relocation outcomes. A careful and methodical
approach will pay dividends and lead to innovative, creative and successful partnerships. And it is these which will pave the way for greater competitiveness and global growth.
“ One of the key factors that must be considered in the appointment of any service provider is flexibility to engage with new technologies.”
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35
GLOBAL MOBILITY
SUPPLIER PARTNERSHIPS
GLOBAL MOBILITY MINI FACTSHEET: TALENT & CAREER MANAGEMENT
Talent & career management
experience and offering this helps to build positive employment relationships. Employers thus need to consider strategic choices in how to provide international experience for employees while also meeting global organisational goals.
Talented employees possess valuable competencies required for organisational success. Employees may also have latent talent that can be developed.
In an increasingly competitive global
environment, talent and career management is critical for all organisations.
THE NEED FOR TALENT & CAREER MANAGEMENT Organisations must differentiate themselves from others if they are to succeed. Their human resources are crucial to this. Businesses need people who possess the skills, knowledge and behaviours that comprise desired competencies. Talent management involves
recruitment, selection, development, deployment and retention of personnel capable of delivering organisational objectives efficiently and effectively. Employers must have the right people,
in the right place, at the right time, and at the right cost. If organisations are to achieve this goal, their employees must align with organisational objectives. This is more likely if they can see how their career prospects will be enhanced by their employer. Employees value international
STRATEGIC TALENT RESOURCING CHOICES Organisations can resource international positions in a variety of ways. They can draw personnel from the headquarters or home country, the host location, regionally, and/or from wider global operations. Each approach presents a range of advantages and disadvantages. Resourcing from the home country,
regionally or globally involves relocation with the costs involved in moving individuals and their families, alongside compliance requirements. Resourcing locally gives promotion opportunities to local people and keeps relocation costs down but does not develop the wider cultural competencies usually considered necessary for global leadership. Most organisations use a mixed
approach, resourcing as appropriate for the competencies required for specific positions. A further option is to provide virtual assignments whereby the employee works on international projects from the home country.
CAREER PATHS & SUCCESSION PLANNING Organisations must think ahead to identify talent. Technology can be used to plan career paths, ensure succession planning, and manage assignments. Data can be drawn from performance management and employee development reviews to identify specific and generic competencies alongside international and cultural experience. This can be used to select individuals and determine training requirements.
INTERNATIONAL ASSIGNMENT OPTIONS Organisations can use a number of different approaches to managing and developing talent globally. These include organisational-initiated assignments. These may take the form of long-term, short- term, rotational, and commuter/frequent flyer mobility or one-way transfers. Organisations may also call for self-
initiated mobility. Individuals can volunteer for international internal vacancies. Young people may be developed via
graduate development programmes. These usually involve a series of assignments providing experience of different job roles, countries and cultures. Management/ leadership development programmes can also make use of a variety of international assignment types.
GAINING HOME-BASED INTERNATIONAL EXPERIENCE Options for career development that may not necessarily involve physical mobility include the use of global coaching and mentoring programmes, networks and action learning projects. Virtual assignments enable individuals to gain international experience
by
working in global teams while remaining in their home country.
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