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As companies move employees across borders to enable global growth, talent mobility has become a key contributor to an organization’s overall success, yet the role of human resources and mobility functions in equipping their companies with the right talent is more challenging and critical than ever before.
While a majority have not yet adopted practices that create tighter alignment between employee mobility and talent management goals, some of our survey respondents have broken through barriers and are on a path to enabling talent success via their mobility strategies. »
Talent mobility can help support a company’s international expansion and talent management needs and ultimately, become a key contributor of an organization’s overall success.»
Overall, 61% of the respondents say their company communicated the importance of assignments to employees’ careers.
Yet, 73% don’t maintain a candidate pool for future international assignments.
And only 23% have a specific process for career planning from assignment acceptance.
Promoting international assignments as a pathway to leadership can become a hollow promise if companies don’t have the right career management practices in place to support employees. »
Yet, promoting international assignments as a pathway to leadership can become a hollow promise if companies don’t have the right career management practices in place to support employees.»
Overall, 96% of the respondents report that the pressure to reduce mobility program costs has either increased or stayed the same. Yet, many companies have not yet adopted cost planning and associated management practices.
Only 61% of the respondents prepare cost estimates for all assignments, and only 26% always require a cost benefit analysis as part of the business justification for an international assignment.
51% report that they consistently track the actual total costs of international assignments. »
96% report that the pressure to reduce mobility program costs has either increased or stayed the same. Yet, many companies have not yet adopted adequate cost management practices. »
10% of the survey respondents report a greater alignment to talent management practices. Their mobility programs look significantly different than the rest:
These companies are at the forefront of utilizing candidate identification, selection and assessment tools, and of integrating career management into the assignment lifecycle.
They are also more likely to measure international assignment performance results against pre-agreed metrics and consolidate results company-wide. »
10% of the survey respondents report a greater alignment to talent management practices. Their mobility programs look significantly different than the rest. »
Some companies have broken through to enabling and measuring talent success via their mobility strategies and programs. For others at an earlier stage in this evolution, there are opportunities to strengthen the connection between mobility and talent management.
Ultimately, aligning to their company’s talent objectives helps mobility more fully deliver on the promise to support the company’s talent agenda and demonstrate intrinsic value.
Scroll down to explore the 2016 Global Mobility Trends and download the survey report. »
The results show that aligning to the company’s talent objectives helps mobility better support the company’s talent agenda and demonstrate intrinsic value.
Scroll down to explore the 2016 Global Mobility Trends.»
Set yourself up for success in attracting, deploying, developing and retaining key talent across borders.
Measure and report on international assignment performance metrics and on the true cost of international assignments.
Prompt a strategic shift in the conversation about the value of talent mobility.
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