With the pace and complexity of business ever increasing, it is
important for organisations to find new areas of growth, efficiency
and competitiveness. For organisations with a global workforce,
this means having access to the right data to make intelligent,
proactive deployment decisions in a timely and cost‑effective
manner, whilst ensuring the business is compliant in the
jurisdictions in which it operates.
In our previous publications we discussed the future of global
mobility and the key challenges businesses are facing in light of
an increasingly global workforce. Talent mobilisation –
having the right talent available at the right time – was
identified as one of the hot topics from business leaders and also
the key in driving business performance.
As more organisations begin to expand across borders and into
new industries, the international landscape can trigger a range of
complex issues which means that talent sourcing needs to be both
sophisticated and agile – what we term "global
agility". Organisations that are therefore able to
"see" their global talent, match to critical roles and
deploy swiftly in a cost-effective and compliant manner, may gain a
significant competitive advantage.
For many organisations, mobility might be used as a reactive
function or as a blunt global resourcing tool with little alignment
to business strategy. Additionally, identifying and sourcing the
best talent can be both time consuming and labour intensive and
often comes with many challenges including complex compliance
requirements and meeting demands on speed of deployment and
So where could organisations start in reassessing their global
One of the first things is to start looking at their mobility
function itself in terms of both scope and capabilities across a
longer-term horizon and ensuring that their strategy is fit for the
future by identifying areas for disruption. This means building
proactive, responsive tools and processes supported by data and
efficient technology to either automate and streamline
'transactional' activities, or build and enhance a new
scope of strategic activities and capabilities.
In the coming years, new and increasingly accessible disruptive
technologies, such as cognitive and block chain, will become more
commonplace as organisations adapt their core businesses and
processes, enabling better, quicker, less risky and more cost
effective decisions (see Figure 1). Taken together with the
development of global and rich internal talent and skills data,
this presents the opportunity for mobility functions to be a more
strategic partner with the business.
Figure 1. Segmentation of global mobility
Identifying opportunities for disruption
Strategic planning is crucial to profitable business growth, but companies typically realise only about 63% of their business strategy's potential financial value because of defects and breakdowns in strategic planning and implementation.
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