What steps have you taken to design a global mobility strategy that links directly with your people strategy? How have you guided leadership to ensure they are selecting the right people for the right role?
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Director of HR7 months ago
While we do not have a global mobility strategy per se, our approach has been to focus on identifying mobile talent through our succession planning process, as a starting point. Therefore, our Hi-potential future leaders are able to be considered for roles across the globe, our hope is that the same approach can be taken as we cascade our SP program through the different levels of the organization.CFO/COO in Education7 months ago
As a CFO, my approach to crafting a global mobility strategy that dovetails seamlessly with our overarching people strategy has been comprehensive and detail-oriented. Understanding the critical importance of aligning this strategy with our broader business objectives, I have prioritised strategic alignment, ensuring that our efforts in talent mobility directly support our goals for market expansion, innovation, and efficiency enhancements. Collaboration has been key; by partnering closely with HR and other departments, we've developed a mobility program that not only fosters talent development but also aligns with our diversity, inclusion, and workforce planning goals. A cornerstone of our approach has been the implementation of data-driven decision-making processes, enabling us to match the right people with the right roles based on skill sets, performance metrics, and growth potential.Moreover, we have equipped our leadership with the necessary tools and insights to understand the strategic value of global mobility, recognise employee potential accurately, and make decisions that benefit both the individual and the organisation. This is complemented by our commitment to continuous improvement, facilitated by feedback loops from mobility program participants and other stakeholders, which helps us refine our strategy over time. Additionally, we've been vigilant about managing the risks associated with global mobility, including legal compliance and employee well-being, while also setting clear metrics to evaluate the success of our mobility initiatives. Through these measures, we aim to leverage our global mobility strategy as a strategic asset that not only enhances our organisational capabilities but also supports our employees' career trajectories and drives our business forward.
Interim Human Resources Director UK USA & Asia in Finance (non-banking)7 months ago
Designing a global mobility strategy that aligns with the people strategy involves several key steps. First, it's important to focus on improving the global mobility employee experience, as this can enhance employee functioning in the host countryAdditionally, creating flexible global mobility policies and processes is significant to ensure harmonising all the involved processes.
Furthermore, it's essential to consider how to overcome cultural differences and integrate global mobility into diversity initiatives to make employees feel a stronger sense of belonging
To guide leadership in selecting the right people for the right role, it's crucial to clarify and define the relocation process, combine structure and flexibility into a remote work culture, and consider how to overcome cultural differences
Moreover, it's important to gather feedback and insights from hiring managers, HR, and employees when defining the global mobility policy
By following these steps, you can develop a comprehensive global mobility strategy that links directly with their people strategy and ensures the selection of the right people for the right role.