Global mobility functions face neglect, suggests Deloitte
28 November 2012
Organisations are aware of the requirements and the limitations of their global mobility programmes, but are not translating that awareness into improvement and change, according to a new report by business advisory firm Deloitte.
Thu, 29 Nov 2012
Organisations are aware of the requirements and the limitations of their global mobility programmes, but are not translating that awareness into improvement and change, according to a new report by business advisory firm Deloitte.
The annual ‘Strategic Moves’ report, based on a survey of almost 200 HR, talent and global mobility professionals worldwide, finds that only 2% of organisations see their global mobility functions as world class, and that 70% of those surveyed say global mobility in their organisation is underperforming or needs improvement.But it also showed that only 12% perform assessments of their mobility practices and make clear links back to improvement efforts they need to make. This could link to a disconnect around perceptions of what such operations should be. Those in business HR roles were most likely to see it as purely strategic (42%), but those tasked with high-level talent and reward responsibilities – the people with the power to elevate global mobility to the realm of strategy – were most likely to see it as just administrative (42%).
Organisations recognise global mobility as an important tool to support the top strategic business issues and support the business in addressing the top three strategy issues: emerging geographical markets (100%), increasing globalisation (99%) and increasing competition (98%). However, on average less than 30% are using mobility to completely address those issues.
Rob Hodkinson, global mobility transformation practice leader at Deloitte, says: “Would other HR areas, such as reward, learning and development or talent management, experience similar neglect if they were found not to be up to a sufficient standard?
“By failing to assess and measure global mobility practices in a planned and regular manner, organisations are missing the chance to fully understand their difficulties and learn how to overcome them.”
Organisations are aware of the requirements and the limitations of their global mobility programmes, but are not translating that awareness into improvement and change, according to a new report by business advisory firm Deloitte.
The annual ‘Strategic Moves’ report, based on a survey of almost 200 HR, talent and global mobility professionals worldwide, finds that only 2% of organisations see their global mobility functions as world class, and that 70% of those surveyed say global mobility in their organisation is underperforming or needs improvement.But it also showed that only 12% perform assessments of their mobility practices and make clear links back to improvement efforts they need to make. This could link to a disconnect around perceptions of what such operations should be. Those in business HR roles were most likely to see it as purely strategic (42%), but those tasked with high-level talent and reward responsibilities – the people with the power to elevate global mobility to the realm of strategy – were most likely to see it as just administrative (42%).
Organisations recognise global mobility as an important tool to support the top strategic business issues and support the business in addressing the top three strategy issues: emerging geographical markets (100%), increasing globalisation (99%) and increasing competition (98%). However, on average less than 30% are using mobility to completely address those issues.
Rob Hodkinson, global mobility transformation practice leader at Deloitte, says: “Would other HR areas, such as reward, learning and development or talent management, experience similar neglect if they were found not to be up to a sufficient standard?
“By failing to assess and measure global mobility practices in a planned and regular manner, organisations are missing the chance to fully understand their difficulties and learn how to overcome them.”
