Global mobility and talent management go ‘hand-in-hand’
22 May 2014
Around half (47%) of companies are already making efforts to align their global mobility programmes with their talent management strategies, according to a recent report.
Thu, 22 May 2014 | Matt BodimeadeAround half (47%) of companies are already making efforts to align their global mobility programmes with their talent management strategies, according to a recent report.
The Global Mobility Survey 2014, commissioned by The Santa Fe Group, suggests that organisations doing this are most likely to deal with increased demands in assignment activity and deliver results back to the business than companies that do not.
The survey found that over one third (36%) of companies who link global mobility with talent management have a good talent pipeline of potential assignees to fill various roles. This is compared to just 15% without such links.
Global mobility programmes without links to talent management instead have to rely on passive tactics such as internal advertisement opportunities (50%) and nominations by management (33%).
According to the report, it makes sense for global mobility to go ‘hand-in-hand’ with talent management. An idea which Barrie Gilmour, UK sales director at Interdean Relocation Services, speaking at the Global Moblity Expo 2014 last Friday (16 May) agreed with, having said that global mobility and talent management need to be “married to one another”, to make an effective strategy.
As Recruiter reported earlier this week the report says the most difficult assignments to fill are presidents/vice presidents/directors (nearly 40% of respondents said), specialists/technical experts (31.1%), and managers (25.5%).
Commenting on the survey, Yvonne McNulty of the Singapore Institute of Management University, said that for 2014 companies will remain cautious as mobility is still a “very expensive undertaking, and there are far too many unknowns”.
“I expect the biggest growth to be across all industries in emerging markets, especially in Asia,” she adds.
The Global Mobility Survey 2014, commissioned by The Santa Fe Group, suggests that organisations doing this are most likely to deal with increased demands in assignment activity and deliver results back to the business than companies that do not.
The survey found that over one third (36%) of companies who link global mobility with talent management have a good talent pipeline of potential assignees to fill various roles. This is compared to just 15% without such links.
Global mobility programmes without links to talent management instead have to rely on passive tactics such as internal advertisement opportunities (50%) and nominations by management (33%).
According to the report, it makes sense for global mobility to go ‘hand-in-hand’ with talent management. An idea which Barrie Gilmour, UK sales director at Interdean Relocation Services, speaking at the Global Moblity Expo 2014 last Friday (16 May) agreed with, having said that global mobility and talent management need to be “married to one another”, to make an effective strategy.
As Recruiter reported earlier this week the report says the most difficult assignments to fill are presidents/vice presidents/directors (nearly 40% of respondents said), specialists/technical experts (31.1%), and managers (25.5%).
Commenting on the survey, Yvonne McNulty of the Singapore Institute of Management University, said that for 2014 companies will remain cautious as mobility is still a “very expensive undertaking, and there are far too many unknowns”.
“I expect the biggest growth to be across all industries in emerging markets, especially in Asia,” she adds.
