Global mobility: the future of work
Although it appears that the worst of the pandemic has passed, there is no doubt that the future of work for the Global Mobility function has changed significantly. Dr Sue Shortland reports.
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s Santa Fe’s latest Global Mobility survey observes, we are living in extraordinary times. It makes the point that the Global Mobility function’s focus is no longer on
only managing formalised international assignment programmes, but also on dealing with unstructured global workforce cases. This has necessitated expertise on both globally
mobile employees/business travellers, the compliance, cost and employee experience facets of managing these forms of mobility, as well as on the new normal of cross- border remote working. The future of work for global mobility professionals thus involves greater complexity and higher visibility as they take on a more strategic role. Over the past few years, Global Mobility has articulated
its desire for a seat at the table. The significant changes and challenges that have arisen from the pandemic have widened the working landscape for Global Mobility professionals. The remit now encompasses a wider global workforce and responsibility for advising on more hybrid working arrangements, remote and virtual work, as well as traditional physical mobility. Business leaders have made clear their expectation
of Global Mobility’s partnership in making talent management decisions, controlling costs and analytics to ensure high performance and the management of talent progression and retention. There is no doubt that the future of work for Global
Mobility professionals will involve a wider scope, greater strategic input and more complex operational day-to-day activity than ever before. This has resulted in a redefinition of roles and responsibilities, both internally within organisations and through outsourcing or co-sourcing models with external providers.
THE FOCUS ON TALENT It is interesting to note that Global Mobility’s input into strategic workforce planning has significantly increased over the past two years. This demonstrates greater organisational dependence on their strategic and advisory roles. Employers are focusing in a laser-like way on the acquisition and development of the very best human resources with talent screening and selection a crucial element in this process. With the keen focus on remote working as part of the employee value proposition,
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