“Global Women’s Advancement Director”. D&I is, by its very nature, intersectional. The concept addresses a range of often interlinking minorities. Inclusion creates a sense of belonging for all; feelings of being part of the organisation and being able to progress are at the heart of inclusive practice. While D&I Manager is more likely to stand alone as the job title descriptor, it could be argued that there is little point is promoting diversity if there is no inclusion. Diversity becomes simply a tick-box exercise. So potentially the job title will contract to Inclusion Manager as we progress.

A NEW ROLE FOR GLOBAL MOBILITY – COMPLIANCE PROFESSIONAL…? What do these developments mean for global mobility professionals, especially as the role changes? There is considerable evidence from survey research that people in the global mobility function are keen to take on new responsibilities

from those that have traditionally comprised its role, including vendor management, relocation policy design and assignee cost projections. Global mobility professionals are pushing to become more involved in the strategic arena of talent management and development. The conundrum is what if the

desired job role does not reflect an actual job role? Over the past several years there has been an increasing emphasis in organisations on ensuring compliance for globally mobile personnel. Authorities worldwide have seen lucrative mileage in pursuing compliance from the twin perspectives of a revenue stream from visa issuance, tax collection and so on as well as from the potential levy of fines when businesses get these issues wrong. For businesses, the penalties go way beyond this to include highly expensive reputational damage, duty of care implications for their employees and family members, inability to base operations in certain locations and/or to move people into jurisdictions where they have transgressed compliance requirements. With expertise in the compliance



arena, global mobility professionals are finding themselves taking on more of these duties, becoming increasingly involved in immigration, tax, social security and other compliance issues. And, as expertise has increased, so organisations have moved yet more compliance management on to the function. Business trips and virtual

assignments – not traditionally part of the global mobility portfolio, which typically dealt with long- term and short-term expatriate assignments – are now part of day-to-day compliance. And with the Covid-19 pandemic leading to greater emphasis on virtual assignments, this work is set to grow. Success has bred success,

although perhaps not in the area that global mobility professionals wish to devote the majority of their time. This might suggest that the Global Mobility Manager is heading for a new job title – Global Mobility Compliance Manager.

… OR GLOBAL TALENT MOBILITY PROFESSIONAL? The question remains is Global Mobility Compliance Manager what global mobility professionals really want to be? Looking at survey research into how global mobility professionals see themselves, the answer seems to be no. Evidence from the 2020 AIRINC Mobility Outlook Survey, for example, indicates their focus is on delivering business flexibility and enhancing the employee mobility experience. Other areas of focus include

evaluating and redesigning policies to support mobility, communicating these to stakeholders and developing predictive analytics to better advise on mobility decisions. These are clearly more strategic issues. In addition, it is notable that, in terms of relationship development within the business, global mobility

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