Married Nurses Mindy Brock and Ben Cayer, at Tampa General Hospital ‘take some time’ while working in the Operating Room, Tampa FL Photo via AXIOS  Photo shot by Chief Nurse Anesthetist Nicole Hubbard. original story/photo via AP

Publisher’s  Memo

It’s NOT work, I love it

00:00 | 02:09

Publisher’s Guest Editorial



EGM- People, Culture & Change


Companies begin planning to re-open; Jump-start economy when? where? who? how many? sporting events televised but nobody in seats? parks, beaches, schools? Economic conditions warrant start-ups...


Professor @Columbia Business School

Rita McGrath is a best-selling author, a sought-after speaker, and a longtime professor at Columbia Business School. Rita is one of the world’s top experts on innovation and growth and is one of the most regularly published authors in the Harvard Business Review. She is consistently ranked among the top 10 management thinkers in the world and was ranked #1 for strategy by Thinkers50.
Rita is the author of the best-selling The End of Competitive Advantage (Harvard Business Review Press, 2013). Her new book is Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen (Houghton Mifflin Harcourt, 2019).

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Follow Rita on Twitter rgmcgrath. For more info, visit

Publisher’s Guest Editorial


Mobility teams rise-to-the-challenge leveraging their international expertise to help the business in a crisis.

By Olivier Meier

Mercer / Munich, Germany

What’s coming next? 

Managing expatriation Managing an international distributed workforce
Expatriate versus locals A mix of assignees, locally hired foreigners, third country/virtual assignees and locals with international responsibilities, working together
Managing individual moves Managing an international talent network
Clearly defined purview for mobility and HR teams. Fixed teams manage pre-defined groups/categories of employees. Mobility and HR as advisors for the company. Internal gigs/ad-hoc temporary teams (“flash teams”) to manage specific groups of mobile employees and projects.
Mobility teams collaborating with career management, benefits teams, risk, compliance and other HR teams Multidisciplinary teams
Tracking moves On-going monitoring of the situation of employees
Integrating assignees in the host location. Managing culture shock and expatriation/repatriation transitions Fostering collaboration, team building and addressing cultural issues in dispersed teams

Talent mobility has always been a work in progress. The COVID-19 crisis is exposing weaknesses and inconsistencies in current in mobility management practices. It shows the limit of rigid organization models and policies. It also forces HR teams to be more reactive, innovative, and agile to address the business’s needs and support assignees. If talent mobility professionals can retain some of this reactivity and agility born out of the crisis, they will be in a good position to help organizations recover and become more resilient in the future.

HR teams face daunting challenges to mitigate the impact on the business of the Covid-19 crisis and manage the repatriation of a large part of their mobile workforces.

HR will face fundamental questions about the future of talent mobility as organizations finally overcome the crisis.

Will the number of international assignees decrease?

Will some governments be tempted to restrict movements and further complicate compliance?

How to manage mobility costs in the context of a potential recession?

These considerations are important and will have an impact on HR activities.

But the crisis also offers an opportunity to reflect deeper on the talent mobility model itself and question how we manage and perceive talent mobility, its actual effectiveness, and its contribution to the resilience and success of the business over the long term.

Revealed: Mobility teams rise-to-the-challenge, leverage expertise to help the business.



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