Global mobility requires rethinking on several fronts

Attract, retain and develop talented employees

The rise of hypermobility and the clash of post-pandemic international mobility with more complex laws and regulations illustrate the rapidly changing environment in which the global mobility function finds itself. At the same time, much may have changed in the internal organisation. Cost-cutting, strategic changes, new environmental goals and changed employee expectations can all affect your organisation's global mobility function. 

But the overriding purpose of the global mobility function remains unchanged - to attract, retain and develop a talented workforce so that the organisation has the right people in the right jobs, now and in the future.

Challenges for global mobility

Successful implementation of cross-border hybrid working gives organisations a competitive edge. As the world opens up again, there are many major and challenging topics on the agenda of global mobility teams:

The (re)start of new and postponed assignments

The (re)start of assignments can put a temporary strain on global mobility capacity. For example, because many assignments start at the same time, global mobility teams need to weigh up safety and restrictions and the planning of assignments often changes. 

Global mobility teams are also busy identifying the consequences of changed assignments and situations in order to remain compliant with regulations and avoid high costs. Good processes, governance and communication upfront are essential.

New forms of global mobility with a hybrid approach

Permanent virtual workers, virtual assignments and people who work 'at home' from abroad - for example, from a holiday address, while visiting family or permanently because they have moved across the border - create new challenges. 

To attract and retain talent, it is important to facilitate new, hybrid forms of global mobility. At the same time, this requires a well-considered strategy, monitoring where employees work and new or revised policies. How do you keep control of the obligations, risks and costs involved?

The form of business travel is changing

The frequency of business travel has decreased with the travel restrictions. The question is whether this change is permanent. It is likely that business travel will take on a more fluid and strategic form.

It is wise to check how business travel has changed in your organisation and whether the policy for business travel is still appropriate for the new situation. And do you have a system for monitoring business travel in order to avoid surprises?

Tightened legislation and enforcement

Increased border controls, quarantine, vaccination and testing requirements, Brexit, the enhanced Posted Workers Directive and compliance with labour laws are examples of tightened legislation and enforcement that places additional demands on global mobility.

New employee expectations of the care employers provide

The desire among employees to work from home is growing. What has your organisation arranged for employees who end up in lockdown abroad, or become seriously ill? Does your policy distinguish those who bear additional costs for working abroad, depending on whether it is the company's or the employee's own choice? And how do you monitor social security obligations in hybrid situations?

Increased workload

The emergence of all these major developments is resulting in another major challenge for the global mobility function: increased workload. Many global mobility teams are struggling with the increased workload. 

In addition, the budgets for global mobility teams are decreasing and the recruitment of new employees is not feasible in the tight labour market. As a result, the challenging themes have to be taken on by current - or even reduced - staffing levels.

Three pillars for the reform of global mobility

The global mobility function must adapt to the changing environment. To tackle all the challenging themes, it is important to set priorities and formulate goals. These will differ per company; there is no 'one size fits all' solution. However, it is important for every company to take the following three pillars into consideration:

• The operating model of your global mobility function
  

The increased number of challenges in the global mobility arena is increasing the workload of global mobility teams. To achieve the desired goals in spite of all that, it is essential to review and revise the operating model. Technology, process improvements and outsourcing ("managed services") can help make the operating model fit the changed situation.

• Insight, risk appetite and control

Legislation is constantly changing. To remain compliant with all legislation, costs (such as labour costs) can increase; also the workload in global mobility teams can rise. It is important to gain insight into your global mobility population and the influence of changing legislation on your organisation. 

With this insight, you can make choices and determine your risk appetite. This will help to control the risks and the operating feasibility of your goals and costs.

• Strategy and culture

New forms of mobility and changing legislation affect your global mobility function and policy. It remains essential to align with your wider organisation. For example, by including your organisational culture, HR strategy, employee expectations and talent development in your considerations. 

This will position you as a good strategic partner within your organisation. An increasingly international and flexible workforce will continue to be a boardroom issue.

In our next blog, we will elaborate on the operating model of the global mobility function and show how process improvements and outsourcing supported by technology solutions can ease the burden on your global mobility function.

Also read:

• More complex laws and regulations clash with international mobility after pandemic
• The rise of hypermobility
• Working from home (too much) can cost organisations 1.5 billion in the long term
  
• The transition from the office to a virtual workforce