R
esearch by the consultancy and research firm AIRINC* suggests five ways in which global mobility professionals can future- proof their roles. These include becoming
more agile, using innovative design approaches, understanding the best outcomes and use of technology, improving communications, and ensuring measurement of actions taken.
BUILDING AGILITY It is important that global mobility professionals make space within their working lives and environments to pre-empt and/or respond to disruptors. Currently, the geopolitical landscape is extremely unstable with global conflicts and political shifts taking place unexpectedly. Economic instability and shocks must also be prepared for. In addition, advances in AI and emphasis being placed to a greater extent on compliance issues are important factors that the function must be ready to manage. Trends in hybrid working and the use of digital skills
and remote work also require the function to stay ahead of the curve. These issues are linked into the need to attract and retain talent with the global skills required for enhanced competitiveness. The function also must respond to changing employee expectations and demographics within the workplace. Underpinning employment activities are concerns for
the environment, social issues and employee health. All of these must be factored into actions taken by the global mobility function to ensure that the business is supported appropriately, employee concerns are addressed, and crises are not generated through lack of understanding and/or inaction. Issues that were once at the forefront of concern
are changing. DEI is a case in point – a few years back DEI was rising rapidly up the global mobility agenda as the social aspects of relocating people around the world were becoming a key focus. With the change of presidency in the US, this has fallen back in the list of priorities, particularly for public sector organisations in the Americas. Nonetheless, DEI still remains of high priority in other parts of the world. Global mobility professionals will need to be agile to manage the different priorities set in different countries. Global mobility professionals will need to engage
their leadership in particular aspects that are of relevance and/or concern to gain their support for actions taken. It is critical to ensure that designated personnel or teams take responsibility for addressing specific challenges and for gaining an understanding of potential issues to come. In this way, the function can be agile and stay ahead of potential problems. Despite the need to be agile, research indicates that
relatively few global mobility functions have agility built into their ways of working. Its research finds that only 5% of organisations describe themselves as being highly agile and able to adapt quickly to changing circumstances.
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GLOBAL MOBILITY FUTURE FIT
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