Read the full article at
relocateglobal.com
SAFE Roles of GM: flawless programme management
Introduction to the SAFE model of GM programme management One could argue that in a world that is volatile, uncertain,
complex and ambiguous (VUCA), the legal and regulatory context is permanently shifting and that hostile environments and market movements require GM departments and their policies and practices to shift, flex and adapt. Hence, complete error-free and optimal GM approaches are not possible. Nevertheless, organizations strive to improve their GM approaches in order to fulfil their SAFE GM objectives. These consist of smart global talent management, agile strategic advice to HR and senior line management, in-depth people effectiveness knowledge that enables efficient GM and flawless compliance. The SAFE GM figure above gives an overview of the SAFE
roles of Global Mobility that aim for a shared purpose (between organizations and their assignees), a growth experience for global workers and sustained GM value. The GM programme designer role seeks to make cross-border moves highly effective and compliance error free. For this it may have developed high quality operational approaches. MNCs are most likely to also use outsourcing providers so that tight vendor management is necessary. Sophisticated data analytics that goes beyond mere assignee tracking to also provide relevant data in order to take better informed GM decisions, is likely to improve GM programme management over time. Lastly, in case of humanitarian or natural disasters and crisis situations, it is important to have emergency plans in place. Overall, becoming a high quality programme designer is only one step on the way to leading-edge, effective global mobility management. The challenges identified in this article and the implicit learning
points lead us to suggest that, for many companies, certain activities would be useful in optimising their GM work and to become a true GM programme designer.
KEY RECOMMENDATIONS FOR FLAWLESS GLOBAL
3. Strengthen outsourcing vendor selection 4. Maintain overall GM control 5. Use outsourcing selectively to avoid bottlenecks
6. Overcome compliance issues through cooperation with service providers
7. Use outsourcing to tap expert knowledge 8.
Identify highest quality outsourcing areas and needs
9. Strengthen vendor management 10. Implement superior assignee tracking
References: Welch, D.E. and Worm, V. 2006. International business travellers: a challenge for IHRM. In: Stahl, G.K., Björkman, I. (eds.), Handbook of Research in International Human Resource Management, 283-300. Cheltenham: Edward Elgar Baruch, Y., Dickmann, M., Altman, Y.and Bournois, F. 2013. Exploring International Work: Types and Dimensions of Global Careers. The International Journal of Human Resource Management, Special Issue on International HRM, 24(12): 2369-2393.
MOBILITY 1. Augment the position of the GM department 2. Consider in-house provision of GM services where appropriate
The full article is available to read at
relocateglobal.com/ international-assignments To view the full report online and join the RES Forum for free visit
https://theresforum.com
relocateglobal.com | 25
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 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68
