DELOITTE CONSULTANTA SRL

  |  2013-03-31

Deloitte study reveals current global mobility strategies do not meet boardroom agendas

• A mere 2% of organizations see their global mobility function as world class; • 70% of business and HR stakeholders say global mobility in their organization is underperforming or needs improvement; • A third of the organizations say they are planning on reviewing their global mobility strategies in the next 12 months; • Just 12% perform clear assessments of their mobility practices which lead to improvement.

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Organizations are aware of both the requirements and the current limitations of their global mobility programs; however they are not translating that awareness into improvement and change, according to a new report by Deloitte Touche Tohmatsu Limited(DTTL).  This is based on the latest annual survey of almost 200 HR, talent and global mobility professionals from companies around the world, entitled Strategic Moves.

 

A mere 2% of organizations see their global mobility functions as world class, and  only 12% perform assessments of their mobility practices and make clear links back to improvement efforts they need to make.

 

Brett Walsh, Global Human Capital leader, DTTL, says: “The survey results show that organizations recognise the need for a global, mobile workforce to support their business strategies. However, despite a keen awareness of worldwide mobility issues, there is slow progress to make the relevant improvements. Where organizations are taking steps, they appear to be aligning their international mobility strategies with functional needs, rather than also focusing on developing the next generation of global leaders with international experience required to run the global organizations of the future.”

 

Different requirements of global mobility

Organizationsrecognise 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 globalization (99%), and increasing competition (98%). However, on average, less than 30% are using mobility to completely address those issues.

 

Nicky Holt, Global Employer Services leader, DTTL, says: “Business and global mobility leaders have opportunities to deepen ties with each other, and a third of the organizations surveyed say they are planning on reviewing their global mobility strategies in the next 12 months, including reviewing the alignment with business issues and goals. Global mobility leaders must be involved in strategy discussions in order to explain the value that assignments can bring to developing talent, as well as aligning with changing business drivers that may affect the way they structure their programs and deliver services.”

 

Perception of the global mobility function

Survey respondents were asked whether they felt global mobility was a purely administrative function, a strategic value-add, or both. Those in business HR roles were most likely to see it as strategic (42%). However, in stark contrast, those tasked with high-level talent and reward responsibilities and the ability to elevate global mobility to the realm of strategy – were most likely to see it as just administrative (42%).

 

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