This case study is condensed from A match made in HR reality? Connecting global mobility and talent management, a collection of mobility success stories across a range of industries.
The company’s mobility strategy underwent a paradigm shift in 2015 when they decided to approach the concept from a different angle. Today, the talent mobility function reports into global talent management, and they operate in a combined set-up. Mobility has discovered a way over recent years to integrate the talent mobility program into talent planning and, as a result of this synthesis, to broaden human capital plans. People are considered important assets for the organization, which therefore has robust human capital plans. It is essential for the company to address related challenges and drive the focused actions that ensure the company achieves its goal of having the right people in place with the right capabilities.
Mobility is strongly embedded into business and talent needs, and the understanding of their importance is crucial for stakeholders in other functional HR areas. This means that they can recognize how mobility can be a lever for company critical challenges.
It has been one of the goals of mobility to find a way to move from talent mobility to talent mobilization, to enable innovative and agile cross-border working scenarios and to broaden the strategic impact on enterprise talent business priorities. In relation to this, mobility also has the opportunity to redefine and evaluate the delicate balance between traditional mobility versus non-traditional options, what the challenges are, and how a “fit for purpose” solution can be optimized. When considering the talent needs of the organization, mobility is heavily involved in the business case, the evaluations and decisions, whether it be a new hire for the company, an internal resources request, or other scenarios. They engage in conversations on all these subjects with all stakeholders involved.
Next to operational excellence and compliance, mobility has been working on talent initiatives that have been clustered under three “pillars,” each of which has long- and short-term interventions:
- Maximization of the strategic value of mobility
- Integration with talent planning
- Agility and future focus
Mobility is regarded as an integral and key part of talent management as the organization plans to keep on working on projects and initiatives in order to further its their human capital.