Articles and news

Reconciling compliance constraints, business requirements, and the aspirations of employees and management is leading to more meaningful forms of flexibility — new “care flex” approaches.

Crown World Mobility’s report covers four global mobility trends driving the industry.

Mercer's survey of international assignments revealed changes in how the companies are managing their policies and practices.

Effectively implementing policies requires understanding where they might fail. Here are five guideposts to keep you focused.

How to successfully align global mobility to your overall talent management strategy? What does the shift from relocation management to global talent brokering mean for the mobility function?

Global talent mobility is evolving and international HR needs to keep pace with the change, especially in times of high inflation and market volatility.

The winners in the new world of work will be companies that can identify and remove barriers preventing the flow of talent to and within the organization.

How can you turn challenges related to remote working into opportunities, and create an advantage in the global war for talent?

International HR and mobility teams need to go soul searching and embark on a transformation journey to win the war for talent.

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.

Repatriation is a critical component of realizing the organizational talent development benefits of international assignments, but most companies don't manage it effectively. Here are six tips to help repatriations succeed.

Talent mobility requires an integrated people strategy to deliver on its promises. Here we explore the major challenges to successful global talent management and the best tactics to overcome them.

Meeting the ever-changing needs of international business means expanding and curating your global talent pool. These strategies can help.

Collaboration network analytics aims to understand the informal networks that employees rely on to carry out their day-to-day jobs and how it differs from the official org chart and processes. For talent mobility, the insights to be discovered are especially beneficial.

What do companies say are HR priorities, and are their mobility policies supporting them? Here we discuss some key opportunities for strategic alignment.

A recent Mercer study identified the top human capital risks, as noted by HR leaders. All of them influence or are affected by talent mobility practices.

To broaden the pool of mobile talent, companies need professionals with hybrid skills to bring perspective and bridge gaps. Lateral moves can help foster such hybrid talents.

Solving a problem like diversity is not just about reaffirming principles. From a practical perspective it is about building a strong and diverse international talent pipeline.

The WEF identifies 7 areas for workforce changes in its mapping of global transformation, and most of them have profound consequences for talent mobility and international HR management.

While companies need to adapt for new generations and leverage their skill sets, they cannot ignore the requirements or experience of older workers.

Organizations will soon not only have to train or hire talent, but also borrow it, as the gig economy comes to mobility.

Lisa Emami is the CTO of Averda, an environmental services provider with some unique employee assignment models.

From targeting specific talent groups to managing their mobility brand, here are tips from companies that excel at managing their global talent pool.

The World Economic Forum in Davos focuses on major global trends. Talent mobility is both subject to these trends and a way to meet their challenges.

The gig economy has created opportunities for workers and employers alike, but the arrangement poses challenges for mobility program managers.

Companies relocate operations to benefit from lower costs. Now they can move jobs to people or allow mobile employees a choice of where they work.

Millennials are a growing part of the mobile workforce, with lifestyles and career ambitions different from earlier generations. Mobility programs have adapted.

Employers headquartered in North America face significant challenges in staffing their operations in emerging markets, according to Mercer’s research.