is a strategic indicator, whereas measuring employee satisfaction is more operational. The global mobility function will need to determine upon which base(s) it wishes to be judged. It should use more strategic indicators if it is taking the path towards being a strategic function.
SKILLS FOR FUTURE SUCCESS Finally, it is important to consider the skills and capabilities that the global mobility function will need if it is to become an agile and valued part of the business. As organisations expand into more destinations, so is the development of a global mind-set and cross-cultural capabilities are critical for members of the function. Global mobility professionals will need to take a far
talent agenda also includes helping to increase employee engagement and retention. With respect to the business itself, the global
mobility function plays a key role in expansion into new markets and in building their leadership capabilities. In terms of more operational activities, its role is to mitigate compliance and legal issues involving international moves and ensure budget optimisation and cost management. In terms of communicating the wide range of
activities that global mobility is involved in, and its desire to be more strategic, the function might consider a rebranding in terms of its title. Potentially it might consider itself as global talent mobility rather than simply global mobility. AIRINC also suggests that it is important for the
function to develop its own mission statement and that this should capture its strategic, advisory and operational activities. If all stakeholders can see the range of activities that the function is involved in, its worth becomes more obvious.
DEFINING & MEASURING SUCCESS In order to assess its own value and for the business to recognise this, measurement is needed. Very surprisingly, the AIRINC research indicates that over half of organisations do not have a clear definition of success against which they can measure international assignments. Only 6% of those surveyed actually had a clear and established definition. If global mobility professionals are going to show what
they have achieved, they will need statistics to measure this and demonstrate value. To do this, it is important to determine what constitutes success. There could be a number of bases from which to do this – for example, employee satisfaction, employee retention, return on investment, career progression, and business impact including revenue growth. These factors can be related to individual assignments or the relocation of groups of employees. Statistics will help raise the visibility of the function and provide the basis for communication of successful outcomes. The choice of base for measurement should be made carefully. For example, using return on investment
more strategic approach to their work as well as gaining in-depth understanding of operational necessities such as changing compliance requirements. Understanding how best to use data and present this to their advantage is another area in which global mobility professionals must become proficient. Rather than fearing technology and AI, a new
mind-set is needed to embrace it and its potential for improving the capability of the function. Members must also be receptive to change and adaptable if the function is to become more agile. Despite the overwhelming pace of change going on
in today’s world, the backdrop for the global mobility function is a positive one. The function has always had to adapt and to do so quickly due to changes in the global landscape. Global mobility professionals should not be fearful of the pace of change but excited by the opportunities that it presents to them, personally and professionally, and the career growth that they can each attain in the future.
GLOBAL LEADERS FORUM
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*Air Inc. Mobility Outlook Survey 2025. Available from here.
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GLOBAL MOBILITY FUTURE FIT
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