MOBILITY REPORT
from the probability of actually being offered an assignment to the purpose and career stage at which an assignment is likely to be offered, (developmental, strategic, technical), as well as repatriation strategies and post-repatriation future career prospects within the organisation. More than 80% of survey respondents in the study are convinced that an EVP has a significant effect on candidates’ choice and more than 60% agree that global mobility offerings are an important differentiator.
Personal drivers It is self-evident that offering the “right” package to the “right” person is essential to attract,
well-qualified graduates who present themselves is given a chance. Today’s globalised world is employee/candidate-driven where great people know their worth and can select from one of the many job offers that they may well have available. With an ageing population leading to even fewer qualified candidates on the market, a compelling EVP becomes critical in enabling employers to beat their competitors in the war for talent and hire high potential candidates. At the same time, having international work experience is almost a pre-requisite for any professional with the desire to climb up the corporate career ladder in internationally focussed organisations.
Significant room for improvement In a recent study (
https://res-theresforum.netdna-ssl.com/wp-content/ uploads/2018/10/RES_Quarterly-Report_Nov-2018-EVPGM.pdf), the RES Forum looked into ways in which companies account for global mobility within the Employee Value Proposition. The research demonstrated how companies can use global mobility and international assignments as part of their EVP to create a competitive advantage in order to attract and retain the best employees. As part of the study, the characteristics of the EVPs of 46 major companies were analysed. The authors investigated to what extent global mobility is considered, integrated and actively communicated as part of an EVP. The findings indicate significant room for improvement, showing that whilst most global mobility managers are acutely aware of the importance of including global mobility in the EVP, it only happens in just a handful of the participating organisations. There is no doubt among the RES Forum’s members who
participated in the study that a global company must hire talent interested in international work and travel if they want to develop a robust workforce with a global mindset. Yet, few companies actively communicate international working opportunities to potential employees, either because they have no formal communication strategy, or because they do not include global mobility opportunities within their EVP communication. There is a significant discrepancy between the desires and the requirements of mobility departments and the respective corporate strategies of their organisations. Whilst it is evident that not every employee in every organisation
will be offered the opportunity of international working or an international assignment, organisations can differentiate themselves from their competitors, both in terms of the process and design of their mobility offering, and in the strategy that they use to communicate the opportunities available. This may include communicating everything
recruit and retain the best talent. But what is the “right” package? Factors such as age, culture and lifestyle affect the needs and demands that employees have from their employer and this is no different where international working opportunities are concerned. With respect to global mobility personal drivers, expatriate reward packages and the professional challenge that promotes their careers are most important to early-mid careerists and the Generation Y workforce. Partner or family issues, including dual career considerations, are more important to mid-peak or late careerists. Most companies in the study (55%) generalise their provision and offer a broad-brush, global approach to their EVP, therefore failing to account for local or generational specific approaches. This is almost certainly a lost opportunity and companies should carefully consider whether there is a need to adapt their EVP strategy to meet the needs of diverse employee groups. A principal finding of the study is that the voice of global mobility
is not heard with regard to the general corporate strategy design of the EVP. The main recommendation for global mobility professionals then is to make themselves heard! The RES Forum study provides a five-point toolkit with action steps that the mobility team can take to assist the organisation in implementing an EVP that accounts for global mobility opportunities and leverages this as an enabler for attracting and retaining the best talent.
The report’s key recommendations are:
1. Understand the needs of each department 2.
Increase flexibility in the EVP offered (i.e. adapt it to different groups)
3. Develop individualised and flexible assignment packages to fulfil individual needs and desires
4. Communicate, communicate, communicate! 5. Measure your success
To read the full report, visit
https://res-theresforum.netdna-ssl.com/wp-content/ uploads/2018/10/RES_Quarterly-Report_Nov-2018-EVPGM.pdf For more information, go to
www.theresforum.com
relocateglobal.com | 29
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56
