Mobility case study: managing proactively 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 Historically, talent management and global mobility were two independent functions at this organization. Global mobility was used in a traditional and reactive manner — whenever there was a need, the business would assign a candidate to the job. A limited pool of talent meant that the compensation packages were driven by individual negotiation skills; needless to say, this type of mobility was driven only by business and did not consider future career development, retention, or succession plans. About four years ago, the company acquired a new business that was managing its global workforce in a very agile and mobile way. It became evident to management that it was possible to take a more structured and proactive approach to mobility in order to solve their talent management challenges rather than reactively place people abroad. Since then, the company has realized the benefits of combining both HR functions. The company identified two strategic areas of talent focus: Project-delivery and client-serving teams Senior managerial team For both groups the company has developed various assessments based on an internal competency framework for the selection of candidates; specific investments are then made to creating required international experiences. Skills and capabilities are the common currency here and it has helped to link two functions together, as mobility is viewed in the context of what business skills and behavioral competencies are needed, rather than as a way of guaranteeing successful business outcomes alone. Employee growth, career management. and long-term success with the firm are just as important.