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Breakthrough: The Future of Global Talent Mobility
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.»
The Talent Management Gap
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.»
Managing Program Cost
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. »
Strategies + Synergies = SUCCESS
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. »
Breaking through the Barriers to Demonstrate Intrinsic Value
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.»
Role of mobility as reported by survey respondents
Position global mobility as integral to employees’ careers
Set yourself up for success in attracting, deploying, developing and retaining key talent across borders.
Review program governance to improve processes
Measure and report on international assignment performance metrics and on the true cost of international assignments.
Derive better outcomes and redefine the mobility value proposition
Prompt a strategic shift in the conversation about the value of talent mobility.
Insights
Explore the stories behind the survey results.
Data Highlights
Global mobility trends at a glance.
Data Explorer
Explore the responses to each question in the survey.
Filter by respondent Region, Industry and Mobility Program Size.
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Industries explained:
- Healthcare and Pharmaceuticals = Biotechnology, Medical Equipment and Pharmaceuticals
- Financial Services = Banking, Investment Funds, Insurance and Real Estate
- Consumer Products = Consumer Products and Retailing
- Information Technology = Computers, eCommerce, Electronics, Semiconductor, Software, and Telecommunications
- Energy = Oil & Gas, Mining, Utilities
- Engineering and Manufacturing = Construction, Engineering, Aerospace, Machinery, Manufacturing, Shipbuilding and Transportation (Airline, Automotive, Railroad, Shipping)
- Other = Agriculture, Chemicals and Services (Advertising, Business Consulting, Entertainment, Hospitality, Law, Publishing)
About the Survey
Respondents’ Company Headquarters
Respondents’ Industry
Respondents’ Program Size
Download the full report
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About BGRS
BGRS develops and implements comprehensive talent mobility solutions for corporate and government clients worldwide. By combining deep industry experience and unparalleled insights on the future of talent mobility, we enable our clients to design mobility programs that empower them to attract, retain and develop top performers. With nearly 1,500 people across five continents, we blend global perspective with local market strength.
