Mobility case study: harmonizing operations with policy 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. Download PDF Over the years, the company has steadily pursued its key strategy of transitioning into the world’s leading player in the medical device sector. In the area of human resources, the company for decades has emphasized each region’s individuality and the autonomy of the organization on the ground. As part of that approach, it has recruited local people to manage its overseas subsidiaries. In doing so, Japanese expatriates have played a significant role, both behind the scenes and publicly, in developing and recruiting local talent in overseas subsidiaries. The result? Talented individuals with excellent management skills have been identified and supported across the world, driving the growth of the business. If it was to compete with companies that have a global reach, the company recognized that it was essential to develop an internationally harmonize and comprehensive operating model for governance, operations and human resources, and to improve the management efficiency of the group as a whole. In addition, putting the right people in the right places globally would be crucial. It took several steps to achieve this: Developing policies and structures to foster international mobility, regardless of national origin. Harmonizing internal thinking on international assignment segmentation and the related policies that apply to each assignment segment. Creating a talent database. Because of promoting assignments based on ability and aptitude regardless of nationality, 40% of the business and functional heads are now foreign nationals. These employees can then be deployed to critical positions to develop their skills and enrich the group’s talent pool.