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practitioners to redraw the boundaries of their roles. The RES Forum’s report, and others,
like the Worldwide ERC’s survey, The Perfect Storm: Talent Mobility Leaders Decode the Future, identifies huge scope for GM to engage with internal stakeholders, and show how mobility can help the business deliver to keep pace with these disruptive times. “We’re moving into a completely new
iteration of global mobility,” says Peggy Smith, president and CEO of Worldwide ERC. “It’s faster, more disrupted, and more connected to workforce planning and business outcomes than ever before. It’s an environment that’s going to build our innovative, strategic and technological muscles. “We have a little work to do – we need
to raise our analytics capabilities and develop relationships within the company that allow us to bring mobility into earlier workforce planning. But one of our best advantages is that we’re well-positioned to see the workforce changes that are coming, and we can articulate how companies can leverage talent and mobility within the organisation.”
A fork in the road? This new horizon for mobility, together
with the RES Forum’s finding around the decline of strategic mobility support at a functional level, also raises an interesting question of the space for external global mobility service providers to help fill this strategic talent mobility gap. In his foreword to the annual report,
RES Forum founder and MD, Andrea Piacentini suggests many organisations swing between insourced and outsourced provision in order to optimise programme management and employee experience – key aspects of strategic talent mobility. However, in the past 18 months he has
seen the start of a paradigm shift. “I have observed more consultative and forward- thinking vendors and third-party suppliers ‘up-hire’ with the best mobility talent,” said Mr Piacentini. “This appears to be disrupting things in an interesting way.” He notes two developments. Namely,
that in-house expertise and outsourced vendors enmeshed as one team “is as strong as ever”, leaving vendors who focus on transactional relationships only potentially locked out. Secondly, external partners are driving
and articulating internal programme value, both through excellent service provision, superior tools, data management
and programme analytics. This second development is something that is “truly exciting,” he adds.
Predictive data analysis – making the LEAP Global mobility and relocation
management companies new and old are all adopting technology solutions to help clients power their moves and deliver all- important personalisation for employees. The Worldwide ERC notes in its 2018
survey that among its 371 respondents, 78% believe that in the next five years, technology will impact their in-house global mobility programmes to a high (53%) or extremely high (25%) degree. As a testament to the growth of this
area and a sign of the times, the global mobility technology categories in this year’s Relocate Awards attracted a record number of entries and the largest volume. Many service providers are also
innovating further, leveraging algorithms to predict assignment success and gain instant feedback into relocation and mobility programmes. Global relocation services provider Cartus is among them. Earlier this year it launched its new
data consultancy, Leading Edge Analytics Practice (LEAP). Cartus anticipates its predictive analytics solution “will mark a new frontier for relocation management”. Designed to help clients better predict outcomes of budget and policy design, the product should result in more cost- effective relocation assignments and higher employee satisfaction. Interestingly, it also speaks to the
two strands Mr Piacentini notes about a potential evolution in the GM role, and to the talent challenges faced by global companies.
Data-informed decisions Asked what LEAP and similar innovations mean for
in-house GM
practitioners, Cartus senior vice-president David Pascoe said he believes this new data-informed approach will give mobility managers the confidence to tweak programmes, make policy decisions and adjudicate on exceptions based on fact rather than cost or gut instinct.
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Relocation make or break for employees quitting
A new study for relocation management company Topia, has found that employees value relocation opportunities enough to leave their jobs if these are not offered. Of the 1,000 employees and 200 senior HR and talent mobility executives surveyed, over 70% said they would relocate even if it didn’t mean a rise or promotion, showing the increasing appetite for international opportunities. Interestingly, Baby Boomers were the group most eager to hear about relocation opportunities within their company, being twice as likely as Millennials to see this as a reason to stay with a company. Read the full study at
bit.ly/TopiaStudy
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