The new global mobility

Today, global mobility is an essential tool for employer attractiveness. Progressively, we are witnessing more and more complex mobility, and in some cases, even mobility between companies that leads to the sharing of talent.
HR teams must therefore put in place ‘ad hoc’ policies to adapt to this new scenario.

The bigger the company, the more important global mobility will be in the future.
Mobility projects are likely to become shorter, with employees working abroad on mission for up to three months in a year.
The number of ‘commuters‘, i.e. employees living and working in different countries, is also expected to increase. This trend certainly fits the constantly changing business landscape and meets the flexibility of Generation Y.

The challenge will be to make sure that teams have the right employee in the right place at the right time, with all the necessary immigration, tax and social security measures in place.
Global mobility programs are expensive, especially when moving entire families, and the return on investment (ROI) can be unclear. They can be complex, such as achieving new quotas for women with international leadership experience. This will influence the strategic direction of companies and thus their global mobility decisions. Data analytics and digital mobility technology will be key.

Of course, careful monitoring of who is ready to go on a mission is crucial; however, it seems that few companies are doing so. A recent study by PWC found that only 9% of international employers survey their employees annually to find out who is ready for a mobility mission. Furthermore, it was found that almost 30% of international employers do not have a process in place to know which employees are available for a foreign mission.
Compliance costs and immigration controls will be the main challenges for mobility in the future.

Particularly in the health sector – which relies heavily on international employees – there is also concern about immigration controls.
One solution could be that of establishing within companies a centralized division specializing in relocation and robust data management.
Alternatively, especially for medium-sized companies, this role could be outsourced, relying on HR consultants with expertise in global mobility.

“The world is a global village.”
Marshall McLuhan