By Rob Starr, Content Manager, Big4.com
According to PwC’s 2012 Survey of Global Mobility Policies, companies are adopting new non-traditional workforce mobility programs, such as frequent business travel; they are also relying on commuter and short-term assignments in place of longer-term assignments.
According to the survey, the demographics of mobility program participants have broadened to become less focused on employees who come from headquarters locations or who are at the executive level; for example, less than 50 percent of participants came from headquarters in 2012, compared to 80 percent in 2002. There has also been a marked decline in executive-level assignments (more than 60 percent since 1992) in favor of developmental assignments and technical and subject matter expert roles.
The survey, which provides a perspective on the ways corporate mobility programs have evolved over the decade 2002-2012, reflects how businesses are responding to major changes in workplace demographics, technology and a globalizing economy. For example, companies are increasingly committed to reviewing and updating their employee mobility programs; half (50 percent) of participants reported that they are focused on refining their policies, while 48 percent want to simplify administration. Ten years ago the top two areas of focus were cost reduction and regional policy development.
Eileen Mullaney, principal and U.S. Global Mobility Consulting leader the International Assignment Services (IAS) practice of PwC US comments:
“In today’s highly competitive global marketplace, the structure and appropriateness of global mobility policies can significantly impact your organization’s workforce,”she says “These days it is all about choice. Mobility packages should offer multiple options so business leaders as well as the employees can choose what works best for their specific situations or interests.”