” ACCORDING TO AIRINC, OVER 80% OF GLOBAL MOBILITY FUNCTIONS EITHER NEVER OR RARELY USE AI IN THEIR MOBILITY PROGRAMMES. THE STATISTICS INDICATE ONLY 19% EITHER OCCASIONALLY OR MODERATELY USE AI – NO COMPANIES USE IT EXTENSIVELY.“
Almost half of organisations either report having limited agility or a primarily reactive programme. Going forward, it is important that all global mobility functions develop greater agility to respond to challenges. Creating a SWAT team is suggested by AIRINC as one means of addressing this.
DESIGNING NEW SOLUTIONS It is important that the global mobility function is creative. Rather than relying on old policies, the development of new flexible approaches with a range of solutions available to the business is needed. The global mobility function can make good use of their partners to do this. Working creatively with others can help to leverage new solutions. For example, AIRINC suggests getting vendors together to brainstorm issues that their clients might be facing. In this way, solutions that are specific to the business can be found. For some while now, there has been a trend towards
more flexible, dynamic approaches to policy design. Relocation is a personal issue and employees today are looking for a policy that matches their personal circumstances. One single policy is no longer appropriate. We have seen a trend towards multiple policies but even these can require individuals to be “boxed up” under one heading. A more flexible approach is needed whereby using overarching guidelines, individual solutions can be created for each person or family on the move. To produce greater flexibility within the function,
a more creative mind-set is needed amongst global mobility professionals. Also, any new policy guidelines produced must be marketed and communicated extremely well. Flexibility can suggest, inaccurately, a lack of equity. Effort must be made to ensure that all individuals on the move understand that tailored policy design is appropriate and works for everyone for their best interests and those of the employing organisation.
UNDERSTANDING NEW TECHNOLOGIES The global mobility function must become more technologically aware. If it is to use flexible approaches to policy design, these will depend upon the use of appropriate technology. It will be impossible to design equitable approaches to relocation support, cost them
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out, and measure performance against them unless appropriate technology is used. We are hearing much about the use of AI and this
is becoming a key focus within business. Yet, despite it being such a hot topic, relatively few global mobility functions appear to be actively engaging with it currently. According to AIRINC, over 80% of global mobility functions either never or rarely use AI in their mobility programmes. The statistics indicate only 19% either occasionally or moderately use AI – no companies use it extensively. It also shows that no global mobility functions have a detailed strategy for significantly expanding the use of AI. Given the potential of AI and the focus being placed
upon it globally, global mobility functions need to consider how they can use it going forward. AIRINC suggests that the function might use AI to answer frequently asked questions, to help develop and upload policies and to form part of the global mobility chat function. While the dangers of relying too heavily on AI must be recognised, this technology can help to improve the efficiency of the global mobility function and free up some of its time to use it in more strategic activities.
COMMUNICATING VALUE EFFECTIVELY There is absolutely no doubt that the global mobility function is one that adds value to the business. It has the potential to provide significant input into talent identification, management and deployment. It can also play a far more strategic role than it does currently. While there is no doubt that the value of the function in managing compliance and process issues is very high, the potential for adding further value at the strategic level must be pursued. In order to do this, the function must communicate effectively what it does, how it can add value, and the benefits that can flow from its involvement. Unless global mobility professionals make an effort to communicate their strategic contribution, their role may well remain operational. The research explores a wide range of impactful roles
that the global mobility function can undertake. These include supporting talent growth and development through the use of global assignments, as well as addressing skill shortages and filling critical roles. The
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