Meeting the Challenges of Global Mobility

Learned a lot lending an editorial hand here:

HR Technologist, March 2, 2018

by Jonathan Pearce and Mark Solow





A well-developed capability for global mobility is essential for companies seeking to develop and manage top talent, achieve business objectives, and foster a global mindset. Of the 10,400 businesspeople in 140 countries who participated in Deloitte’s 2017 Global Human Capital Trends survey, 68 percent agreed that “a mobile workforce is an enabler of business and talent strategies.”

The problem? Only 3 percent of the respondents rated their companies as “world class” in global deployments.

There are good reasons for this gap: global mobility is a complex, risk-laden, and disruptive undertaking. Moreover, it’s costly to move employees around the world. Our experience working with multinationals tells us that it costs approximately three times an employee’s salary (and typically, these are executive and professional salaries) to deploy someone on a traditional long-term global assignment. And that does not include the productivity losses commonly incurred as employees move themselves and their families to new and unfamiliar locales.

That’s needed is a way to manage global assignments that is simple, personalized, and predictive, in a manner that better serves the needs of workers and the companies for which they work. Read the rest here.