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HR and Mobility managers are not always directly responsible for all compliance and risk management issues, but they are in a unique position to act as expert advisers and educate the business about potential problems in an internal context, coordinate activities, and anticipate issues.

Furthermore, they are on the front line when it comes to assessing the risks of losing mobile talent. The increasing involvement of mobility managers in major business issues lead to questions about the responsibilities and purview of the talent mobility function.

It opens up more opportunities for talent mobility team to play a more strategic role in the organization and get recognized for that.

Memo from GLOBALHRnews: Info provided by MERCER.

Learn much more, read the full story, click here


not all expatriates are equal when facing risks or, more precisely, risks might be different for various assignee groups

Assignees can be the target of discrimination because of their nationality, ethnicity, religion, social class, gender, sexual orientation, disability, or age. This is further complicated by the fact that some minorities are invisible.

Family members of the expatriates themselves can also be the target of discriminations. These issues could be easily overlooked by the company unless they are flagged by the assignees themselves.

An accurate assessment of the degree of discrimination for all assignee groups in each location is needed.

A difference should be made between objective barriers (legal or widespread problems) and subjective perception or prejudices that can addressed through training and communication. Whenever possible prejudices should be fought, but it is important to recognize objective difficulties. The assessment of objective hardship levels is important to differentiate real barriers to mobility from simple preference or convenience matters.

Compliance and legal teams should be involved in the process for the most problematic locations.

Memo from GLOBALHRnews: Info provided by MERCER. Learn much more, read the full story, click here

…Collaborative, continuous learning / nonstop connecting

RE-SKILL to better understand, use tech

UP-SKILL global business skills

RE-INVENT yourself

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… it’s about who-knows-you, not who-you-know!

  • Ditch the old/current models of global career & talent development, and global mobility.

  • WHY?   Old models preventing harnessing the true value for the company of global careers. IT’S TIME to capture ROI from global assignments/talent strategy.

  • WHY?   Old “U shape integration model” and policies flowing from this perspective =  barrier to better understanding / capturing global talent RoI.

  • “S” learning-curve liberates relo thinking/practice, better enabling RoI for the employee (and family on assignment) and also the global company.

  • RoI = system of ‘design-thinking’.
  • Ask… WHAT will make the move valuable to the individual, their family, the local team, the company?
  • Ask… HOW can value be reinvested at both the local and the global level?

  • “S”  design-thinking creates new perspective … value-creation at the heart of the assignment … provides a more robust measurement … track and generate RoI.





Accelerating development of NEW GEN talent to better prepare for the digital era..the world we will be living in. This is a challenge that many companies are facing.

Accelerating performance of assignees.  This must include coaching and mentoring…online 24/7 and “live”.

Accelerating performance and communications of mobility teams (internal stakeholders & external services).


GET READY FOR CHANGE. Tech is impacting talent mobility; further development of A.I. and robotics/analytics in HR and mobility management.

UNDERSTAND  ‘geography, geopolitics and international trade agreements’ …impact on shipping, transport, and mobile talent compliance and retention.

EMPLOYER BRANDING ..define company footprint, the “culture”

The value of messaging … communications and engagement … critical. As competition for really good talent continues to increase, employers should clearly define and communicate their employment value proposition … especially to assignees and families because they are THE BRAND to the new community.

Employer Brand = culture/perceptions of what the company stands for, what it represents to its internal customers … and to external customers.