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Elevating Mobility in Your Organization

Elevating Mobility in Your Organization

Published: Aug 15, 2017

Kari Iverson, NEI Client Relations Manager, moderated an open discussion with two clients on how global mobility and talent acquisition fits within their organizations, including what they are doing to elevate the exposure of mobility within each of their companies. 

Mercer’s most recent survey indicates that 92 percent of employers expect an increase in competition for talent this year. As the need for talent increases, so does the need for global mobility to become more involved.  Three main topics were targeted for the discussion:  organizational structure, cultivating the relationship with talent acquisition and today’s challenges.  While the following summaries do not capture all that was discussed, they do provide a snapshot of the session.

Organizational Structure

Jan, Director of Relocation Services at a large retail client, stated that Global Mobility reports into HR VP of Compensation & Benefits but Talent Acquisition reports to the EVP of HR, which is the next level.  She said that their company has talent acquisition positions for several departmental functions within their organization. She indicated that the “war for talent” caused her company to change the talent acquisition structure from the early days when it was referred to as “staffing”.  At that time, global mobility and staffing were cube mates, so to speak, allowing them to develop strong working and personal relationships.

Our second client representative, Aaron, is the Director of Corporate HR and Talent at an industrial chemical company. His company has been experiencing a lot of change over the past few years, having been spun off from a larger chemical company. He indicated that the remote locations for which they need to recruit requires talent acquisition and global mobility to work extremely close.  He also shared how the company leans heavily on NEI to partner with their organization.

Cultivating Relationships

Aaron indicated how important it was for the two departments to work together to fully understand the relocating family’s needs so they can be addressed.  It is essential to create a positive experience for critical talent and their families to ensure a successful relocation. 

One of the things that Jan initiated at her company was to attend talent acquisition staff meetings at least twice a year to provide a high-level overview of what they do.  This helps to engage new employees and helps them understand what happens once a person is hired and passed over to global mobility.  She requests that talent acquisition copy her on all offer letters that involve relocation benefits to better support the recruiting process.

Today’s Challenges

Some of the challenges discussed included:

  • the demographic changes of the relocating employees,
  • seemingly little challenges that become bigger issues than one might think,
  • getting people to accept a relocation as benefits become leaner,
  • increased benefits for critical positions in areas that pose unique challenges,
  • sourcing foreign talent and the additional challenges that come with that practice,
  • how visas may be affected by trade agreement renegotiations, and
  • getting your arms around what can or cannot be promised in offer letters to remain compliant. Kari closed the session reviewing ways that global mobility can elevate its presence in an organization, including a strategy to share valuable data, educating your talent acquisition partners about global mobility, designing agile programs that aid recruiters, providing solutions, and becoming more visible in your organization.
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