An effective global mobility strategy is critical for business success, says one industry expert
Without the special circumstances surrounding a worldwide pandemic, global mobility often acts behind the scenes. The functions of global mobility – deploying and enabling talent effectively – can drastically impact growth, yet are often overlooked.
Global mobility teams, in-house and outsourced, can enable world-recognised business success.
While many aspects have undeniably changed due to COVID-19, it is important to recall the key – and frequently unsung – deliverables of global mobility:
In the last six months, the impact of the pandemic has restricted movement and swiftly closed off international borders.
Organisations have turned to expert advice on mobility, immigration, international taxation, and international HR in order to understand national responses and how they impact their business's most important asset — its people.
The function of global mobility, thrust into the spotlight, has a fundamental role in designing what is frequently deemed the "new normal".
Macro reality
While there is ongoing discussion about what will happen "after the coronavirus is gone", evidence-based dialogues are generally accepting of a future which includes SARS-CoV-2, the virus responsible for COVID-19.
This is evidenced by dramatic shifts in core business activities, most notably the closing of offices and working permanently from home. Agile adaptation, rather than watchful waiting, appears to be a smart course of action.
Global mobility as a function is becoming a beacon of hope for organisations in adaptation mode.
At a recent series of online events by Cartus Corporate Connections, senior global mobility leaders in Asia outlined key emerging trends and observations from within their sectors and organisations that are being driven by current circumstances. The four headline areas included:
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Global workforce
Government rules, safe social distancing, and the necessity to avoid group gatherings inform corporate decision-making. Organisations must reassess processes based on regulations in an ever-changing global landscape.
In order to determine long-term support, surveys have been conducted on short-term telecommuting and flexible working arrangements to determine mobile employee needs and opportunity areas.
The findings suggested that remote team management, employee wellness and health, new-hire onboarding, and leadership forums are the top considerations.
Also critical, but less so within the scope of global mobility, is ensuring that IT infrastructure is both practical and accessible and that the new hire experience remains comparable to programmes prior to COVID-19.
Mobile employees stranded in third-country locations, or even their home country, require support from several intertwined and co-dependent standpoints — logistical, compliance, and emotional.
Mobility teams monitor and assess the best way to get support and provide updates to leaders. Often, mobile employees are senior leaders with broad responsibilities, so understanding the latest immigration rules, quarantine requirements, and overall risks associated with movement is key to their business function.
The importance of collecting all relevant data from varied sources and advising the business accordingly is more prominent than ever before.
For example, an Indian national based in Singapore is stranded at another location due to border closings. It is essential to consider the following questions:
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Travel
Fast and frequent modification of jurisdiction timing and rules will continue to occur. As employee safety and welfare remain paramount concerns, the need for a travel risk assessment tool is increasingly clear.
Pre-approvals and heavy controls on travel remain broadly in place and are likely to continue after the initial virus waves subside or a vaccine becomes available.
Higher-level organisational sign-offs are being seen as necessary.
Travel process changes are expected to include more contactless check-ins, reduced luggage benefits, and of course, testing and quarantine in varying degrees.
Given the changing landscape, the current recommendation is to handle emerging needs on a case-by-case basis and with careful assessment as opposed to taking an all-encompassing approach through a 'band-aid'-policy.
Talent development
Mobility professionals form a key link in the global talent chain at all levels. The concern now is to define the chain and how it needs to adapt in order to continue to meet business goals.
Organisations must close the gap between local and assignee populations to ensure globalisation and growth. To safeguard the journey within the organisation as COVID-19 repercussions are managed, it is critical to consider local HR principles and to understand individual employees.
Onboarding new hires or transferees must succeed both logistically and in making the new employee feel at home within their role and the company culture. Onboarding activities are now conducted virtually on various platforms.
L&D opportunities for all employees are more vital than ever. Some fundamentals may need to be revisited — managing remote teams, health and wellness orientations. In fact, several sizeable surveys cite training for managers as the most important aspect of flexible working arrangements.
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Most critically, the pandemic has not dimmed the importance of mobile assignments, domestic and international, as these provide global growth and genuine development.
While there is an increased hesitancy to relocate at this time, there are many who view relocation as an essential part of their career plan.
In support of these talent imperatives, mobility professionals are focused on the following emerging areas:
Digitalisation
As organisations and their employees adapt to an increasingly digitalised way of life, mobility experts are frequently addressing the requirements of a mobile workforce.
Tracking employees is one critical area; ensuring a viable way of doing so is a necessity. Also, consider pre-requisites for virtual assignments, as well as the robustness and availability of technology support for ongoing cross-border situations.
Healthy, two-way communication is essential between the global mobility and IT support teams.
In summary, amid the uncertainties of 2020, high-performance organisations look to global mobility to continue to provide agile support, deliver fast recommendations, and execute fundamental talent strategies.
Better equipped to respond to the quickly evolving global situation, organisations are empowered by global mobility – beyond basic relocation functions – to grow internationally and to develop today and into the future.
Click here to get best practice tips on global mobility during the current climate
Robert Line is the Vice President, Global Talent Mobility at Cartus APAC.