Corporate sustainability goals have been adopted by virtually all organizations and the imperative to change has made its way firmly onto mobility’s agenda.
There is a strong movement to promote DE&I within and throughout mobility. With a more diverse mobility program, we can more powerfully and deeply realize the promise that “Global Mobility empowers an organization’s global talent strategy.”
With many audiences consuming mobility for a variety of talent deployment opportunities, there is great need to communicate effectively, help guide good decisions, and offer advice enterprise-wide.
In my prior blog post I proposed that mobility needs to support new audiences and to enable global talent strategies. To support these new audiences, it is no longer tenable to offer a suite of discrete policies to support the global deployment of talent.
Global mobility needs a new elevator speech; a new way of describing what the function does; relocating talent doesn’t cut it anymore.
As we start the new year there is concern in our industry about the possibility of a recession and how it will impact mobility
What is the best way to address inflation and economic volatility for globally mobile talent?
One-way transfers and other host-based compensation assignments have grown in popularity over the past several years.
According to Wikipedia, there are over 1,200 international passenger airports in the world.
To truly engage employees, global mobility policies should be designed with the people’s preferences in mind.
We get a lot of inquiries about the lockdowns in China asking if companies are providing additional support to their expats. We reached out to a group of large companies and found, in general, nothing extraordinary is being offered so far.