HOT TOPIC
a GM function that is “strategic, agile, flawless and efficient”. It operates at the intersection of people and processes, strategy and operations, and encompasses:
• •
organisational development through strategic advice that supports the business and HR strategies
programme management that is highly compliant and employee-oriented
• GM people effectiveness work-based on an in-depth understanding of assignees’ motivational patterns and performance
This development of the GM function brings with it the
opportunity for ongoing personal, team and organisational development. The function is at once a strategic advisor, global talent manager, global people effectiveness expert and GM programme designer. It sounds like a tall order, especially with the existing resource constraints and often the challenge of being in a position to influence the business. Yet, as with all things in this age of agility, it is about taking small steps. At the report’s launch in June, Professor Michael Dickmann
advised GM practitioners to look at the quadrant and to see where they could add most value. This advice echoed that offered at Relocate Global’s innovative Festival of Global Mobility Thinking in May by fellow leading HR consultant, and author of The Agile Organization, Dr Linda Holbeche. In a dialogue with participants on the relevance of agility to global mobility, Dr Holbeche referenced her Resiliently Agile
Ways of Working model to describe HR’s critical role in enabling more agile routines in the workplace. These included continuous learning, rapid decision making,
creating adaptable structures and attracting and retaining multi- skilled and flexible people. As with all change, here, there is likely to be a role for coaching too.
Upskilling the mobility role It is surely positive that more in-house global mobility managers
are recognising their strategic value to the company and their value as strategic advisors to the business. Yet, for the perennial challenges of continuing to fuel global
talent pipelines and the sheer speed of change wrought by technology and evolving assignee needs, perhaps global mobility practitioners – and their employers – may need to take their own personal investment in skills development even more seriously too. By addressing skills gaps identified in the reports, continuing
to share practice and staying informed on the global mobility and talent aspects of business-critical decisions, mobility can make its voice louder, integrating further into the business to deliver what it needs as a true strategic partner.
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