Global Mobility Pyramid
Global Mobility
Introduction
Globalization is an essential part of business. Global markets, customers, and talent pools are fundamental to the growth plans of many, perhaps most, companies. Regardless of whether they operate in mature or rapidly developing markets, companies today have a critical need for speed and efficiency to move dozens, hundreds, or often thousands of professionals, technical specialists, managers, and executives around the world, far from their home offices. To prepare for and respond to opportunities in global production, research and development, and innovation, as well as to optimize customer sales, service, and growth, companies need the ability to get the right people to the right places at the right cost – quickly and efficiently. Companies also face an ever-increasing need to attract, develop, deploy, and retain employees and leaders who know how to think and operate globally. Global workforce and global mobility has become more important than ever to companies.
Global mobility and workforce strategy
An effective global mobility management requires a formal strategy that focuses on a company’s long-term global talent needs instead of simply reacting to individual opportunities as they arise. A company’s global mobility and workforce strategy should be integrated with its business strategy, talent strategy, and workforce planning efforts. It should include both short- and long-term assignments while balancing the business’ need for specific technical skills with its talent development needs for a more globally prepared workforce. The global mobility function should use its specialized knowledge and capabilities to help shape the mobility strategy and govern related investments and execution.
An effective Global mobility program should address the following issues:
1. Global employee rewards
Expatriate rewards should address the barriers to global mobility, and align with the actual value of each assignment. They should
Introduction
Globalization is an essential part of business. Global markets, customers, and talent pools are fundamental to the growth plans of many, perhaps most, companies. Regardless of whether they operate in mature or rapidly developing markets, companies today have a critical need for speed and efficiency to move dozens, hundreds, or often thousands of professionals, technical specialists, managers, and executives around the world, far from their home offices. To prepare for and respond to opportunities in global production, research and development, and innovation, as well as to optimize customer sales, service, and growth, companies need the ability to get the right people to the right places at the right cost – quickly and efficiently. Companies also face an ever-increasing need to attract, develop, deploy, and retain employees and leaders who know how to think and operate globally. Global workforce and global mobility has become more important than ever to companies.
Global mobility and workforce strategy
An effective global mobility management requires a formal strategy that focuses on a company’s long-term global talent needs instead of simply reacting to individual opportunities as they arise. A company’s global mobility and workforce strategy should be integrated with its business strategy, talent strategy, and workforce planning efforts. It should include both short- and long-term assignments while balancing the business’ need for specific technical skills with its talent development needs for a more globally prepared workforce. The global mobility function should use its specialized knowledge and capabilities to help shape the mobility strategy and govern related investments and execution.
An effective Global mobility program should address the following issues:
1. Global employee rewards
Expatriate rewards should address the barriers to global mobility, and align with the actual value of each assignment. They should