Articles and news

This article talks about how organizations face unprecedented talent scarcity and must redesign work around human–machine collaboration to drive performance and agility. Combining skills intelligence and strategic mobility into workforce planning is now vital for retention, growth, and investor confidence.

In the first article in our series exploring current issues that mobility managers face, we look at AI adoption and ways to transform challenges into opportunities.

Findings from our recent survey highlight next year's priorities and challenges for mobility managers.

Mental welfare in the context of globally mobile populations is a growing concern for employers.

Legislative changes on business travel in Europe pose a host of logistical challenges for companies, but a solutions exist.

The time has never been better for the mobility function to solidify its strategic role in talent management.

In 2024, four megatrends are significantly influencing the priorities of top management, with implications for talent mobility.

Two industry experts share insights from the recent transformations of their companies' mobility functions.

Furniture allowances have emerged as an increasingly popular alternative to household goods shipment for assignments and transfers, but they have a potential to flexibly enhance mobility programs in multiple ways.

In this article, we explore integrating care flex approaches into mobility policy, including real-world case studies.

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

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.

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.

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.

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

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