The crisis has accelerated the evolution of talent mobility:
mobility is more than just international relocation
It’s about managing globally distributed workforces and integrating moving jobs to people and virtual assignments in the mobility equation.
HR teams have a role to play in the wider global talent brokering question.
Virtual assignment has moved from being an exception to enter the list of top HR priorities for 2021. But what do we mean by “virtual assignment” and can we really provide a clear cut answer to the question of its feasibility?
Going forward, potential cost-reduction efforts, changes in business models, and globalization patterns will prompt top management to require new approaches from HR teams.
Performing a detailed gap analysis can help uncover current shortcomings, provide a sense of direction, and establish supporting evidence to guide mobile workforce management forward.
The crisis will bring the question of cost containment to the fore and challenge current compensation approaches.
Should we discard home-based approaches and rely on local packages?
The answer is not so simple as the short-comings of both types of approaches have not been full addressed.
As companies reinvent themselves to thrive in the new normal, management and HR need to reflect on the impact of new ways of working on all employee groups.
Mobility professionals need to contribute to this debate and work closely with D&I teams.
Employee well-being is a priority in the new normal.
Organisations support their mobile employees with comprehensive reward and relocation packages but sometimes fail to take a holistic approach to employee well-being.