HOT TOPIC
RE-IMAGINING Global Mobility
The idea of talent might be maligned in some quarters, but try telling that to the CEOs of some of the world’s largest companies. Surveys increasingly show failure to attract and retain talent is a number one concern for business leaders. Could Global Mobility 2.0 help companies secure that business advantage? Ruth Holmes investigates.
P
ut it down to demographic change, historically high employment rates or a skills mismatch rather than
a shortage of talent, the fact remains that CEOs regard people as key to their competitive advantage. Global mobility and HR are at the
sharp end of providing a solution. This is not a new concept. Strategic talent mobility has been with us for the best part of a decade and is celebrated annually at the Relocate Awards. Yet new research from the RES Forum
still finds a number of companies that lack strategic global mobility (GM).
Meanwhile, this and other research adds detail to what being a strategic partner means in practice.
Early days for strategic GM Just over four in ten (44%) of respondents
to the RES Forum’s most recent annual survey said the GM function always acts as a strategic advisor, down from 51% in 2015. For GM managers, the picture is much more positive: 62% say they always act as a strategic advisor. This compares to 51% three years ago and represents significant progress. The RES Forum’s study suggests that
at an individual level, in-house GM leaders increasingly understand and are fulfilling their important role in the talent and wider
business agenda. Nevertheless, that’s still at least four in ten businesses not taking a strategic view of talent mobility. Little wonder perhaps the ability to attract, recruit, develop and retain people is still keeping business leaders awake at night.
Redrawing the boundaries Based on responses to its latest survey,
the RES Forum’s annual report suggests how in-house GM teams might help HR practitioners design, execute and refine successful GM strategies, structures, policies and practices. With the talent challenge undimmed
– and internal GM expertise currently striking effective partnerships to outsource the routine aspects of GM to external vendors – there is an opportunity for GM
6 | Relocate | Autumn 2018
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