Articles and news

A conversation between Crown’s Giovanni De Carlo and Mercer’s Olivier Meier about the evolution of global mobility.

As companies review their mobility approaches to deal with the HR implications of the coronavirus pandemic, talent mobility teams need to embrace a broader role in the talent management cycle, going from relocation managers to global talent brokers.

A Japan-based electronics company saw that overhauling its mobility function and infrastructure was key to its international growth and competitiveness in a new industry sector.

A China-based consumer electronics company developed technology to connect mobility to other HR functions in support of its fundamental talent management principles.

An India-based IT company realized the value of a combined global mobility and talent management organization after its acquisition of another company.

A US-based healthcare company adopted a philosophy of continuous mobility transformation to accelerate the organization’s talent and business goals while making the most of new opportunities.

A Switzerland-based pharmaceutical company leveraged its integration of mobility and talent management to enable a profound shift in its talent mobility strategy.

A US-based food-processing company sought to link its mobility programs to its business needs and talent profiles better.

Developing a brokering program requires choosing an opportunistic or strategic approach, and prioritizing cost or talent.

An environmental, social, and governance analyses of mobility can help further the sustainability goals of your organization.

Only time will tell if the buzz around equity, sustainability, and working from anywhere will translate into effective talent mobility practices, but the transformation is underway.

There are many aspects of talent mobility management that you won't learn from a management book. Here are eight real-world lessons to bear in mind.

Mobility professionals have a pivotal role in the transformation of the talent function. Here are four areas of focus for organizational change, and two for HR pros themselves.

The pandemic crisis challenged HR and mobility teams like never before, but new models for global workforce management are emerging.

In the third article of this series, we detail how global talent brokering underpins globally distributed workforce management and the new roles that HR and mobility teams will have to play.

International virtual working is best defined as a part of the wider remote working picture in line with a company’s general practices regarding home offices and remote working.

Here we look at three companies where processes and technology are transforming the mobility function.

The evolution of mobility practices, the role of HR as talent broker, moving jobs to people, and the growing acceptance of virtual mobility offer a framework for understanding the state of global mobility.

This point of view takes an in-depth look at the processes and technology transforming mobility across companies today.

The nature of talent mobility has been steadily evolving for years, with the pandemic quickening the adoption of some changes. It's time for a fresh look at what talent mobility means.

Cost-reduction efforts, changes in business models, and shifting globalization patterns will require new approaches from HR teams. Performing a detailed gap analysis can help.

The global pandemic shades this year's list of talent mobility buzzwords, but these trends were emerging well before the crisis.

As companies look ahead to restarting their mobility programs, one thing is clear: it won't be mobility as usual.

The pandemic crisis is a chance to reflect on the talent mobility model, its effectiveness, and its contribution to the resilience and success of business over the long term.

Companies of all sizes face similar challenges in international HR, but the best way to meet them can vary. Here are tips to help smaller organizations find balanced solutions for their global staffing needs.

Drawing on management trends in the fields of project management, product development, IT, and marketing, HR teams are learning to be more agile, reactive, and responsive to employees. Here are five areas of development to focus on in 2020.

As 2019 draws to an end, here is a summary of the major trends that are reshaping mobile workforce management and will force HR teams to revisit their practices.

The success of talent mobility policies requires a coherent narrative that links mobility with business objectives, communication channels, and company positioning.

Learn how small- and mid-sized enterprise global mobility professionals can address the persistent and ever-changing challenges surrounding costs.

For most companies, there are many unresolved issues related to the objectives of talent mobility management and what has actually happened. Here we examine seven areas for improvement.