THINK GLOBAL PEOPLE GLOBAL MOBILITY
professionals are increasingly focused on relationship building with talent acquisition and management. Global mobility professionals’
desire for a more talent-focused strategic role is not going to be a driver for changed-role recognition by itself. Action is needed. But the good news is there is evidence that this is taking place. The Santa Fe 2019 Global
Mobility Survey REVISION: Mobility through the looking glass, winner of the 2020 Relocate Award for Best Research Contribution, Thought Leadership or Book, notes the global mobility function is increasingly connecting with the HR talent and reward functions, thereby helping to drive forward workforce planning and advisory services. And better still this appears to be welcomed by HR business partners (HRBPs). AIRINC reports the strong
relationships being built between global mobility and HRBPs are helping to shape and enhance programme offerings. And this is welcomed by HR as the following quote indicates, “I would like to see a more integrated relationship between Global Mobility and Talent. Within our organisation succession planning for returning expats is not considered.” So, the door is open for change.
And the job title of Global Talent Mobility Professional is potentially within reach.
NEXT STEPS Global mobility professionals are experts in their field and are becoming increasingly indispensable to organisations as their expertise in compliance continues to grow. A strong base in understanding compliance is critical to international people management and its importance should not be downplayed. However, a proactive approach
to talent management and development is now needed. Global mobility professionals must continue actively to build links with appropriate HRBPs and specialist HR personnel within the resourcing, talent and reward functions to ensure their involvement in global talent planning initiatives. Internationally
mobile
assignees on traditional expatriate assignments typically comprise only a small percentage of company
45
workforces (1–2% is a common all-industry figure), but these high-value individuals punch above their weight in terms of organisational outcomes. They are prominent figures on the global expansion stage and hold the international competencies required for future business leaders. Their international experience, retention on repatriation and future contribution to the business all matter immensely to organisational success. As global mobility professionals
increasingly input into assignee selection, deployment, development and retention
as part of an
integrated career-planning process, so the Global Talent
Mobility
Professional will gain greater recognition for their role in helping to generate this organisational success. With virtual assignments predicted to increase, this opens the way for higher volumes of international working – widening further the scope for global mobility professionals to achieve their strategic input into the talent function and recognition as Global Talent Mobility experts.
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