WHO SHOULD MOVE ?
In a perfect and fully transparent internal marketplace, candidates for mobility would be selected based on their skills and, more generally, their capacity to address a business issue at an affordable cost for the relevant business units.
In practice, internal marketplace tend not to function in this way.
Stakeholders will rarely have all the information about jobs or skills available internally, and both processes and individual decisions can have problems that need to be addressed.
Positive reasons for selection
Open/rigorous assessment process / Search wider talent pool
Being part of talent development program
Proactive support for gender parity and minority integration
Fact-checking success factors
Questionable reasons for selection
Having right contacts internally (at worst: office politics)
Limited talent search pool
Past performance not relevant to assignment
Expediency: candidate needed a job; nothing available
Absent; long-term goals
Background: attended right school
Biases: assumptions about profiles likely to succeed
From relocation manager
to talent broker
HR and mobility teams have an important structural role to play in the global talent brokering process.
Instead of managing a relocation exercise in isolation from the wider business considerations, they can be actively involved in the decision process designed to connect talent owners with business units that have talent gaps or urgent needs.
Mobility professionals will increasingly have to choose between positioning themselves as enablers of a wider talent management cycle or… remaining stuck in a well-defined relocation niche role with an uncertain future.
Operational transformation of talent mobility will be one of the key topics on the agenda of Mercer’s 2022 Expatriate Management and Talent Mobility Conference. Don’t miss this opportunity to learn more about the new realities of talent mobility!
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