Mobility case study: principle-driven management 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 A well-established private enterprise, the group values tolerance and innovation highly, and strives to practice “creating value for customers, creating opportunities for employees, creating profits for shareholders, and creating wealth for society.” These key elements are not only embedded in corporate documents but also form key principles of how it manages its global workforce. The purpose of an assignment, its value to the business, and the willingness of employees to relocate are at the heart of the mobility approach. In order to prepare for business growth and expansion, the company identified two groups that would benefit from being internationally mobile: Talent to solve critical business needs High-potential talent for future leadership roles Over the years, in collaboration with the IT department, the team has configured its own system that connects talent management, performance assessment, talent acquisition, etc. This system is critical in connecting the dots between various HR divisions. The global mobility team also plays a role in mergers and acquisitions, a source of some internal confusion over different pay approaches and salaries for similar work. The team can point to the need to support its core talent mobility principles while accomodating the expectations of talent moving internationally, as well as the collaboration with other HR teams to provide a common and fair international compensation and benefits framework.