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Deloitte: Current global mobility strategies do not meet boardroom agendas
December 1, 2012
By Rob Starr, Content Manager, Big4.com
Organisations 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
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.
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%).
In order to align global mobility strategies with business’ issues and goals in the longer term, global mobility will need to support business more effectively by providing global workforce management, where they manage an organisation’s global supply and demand of skills and talent. This will require the mobility function to acquire new skills and capabilities.