Articles and news

Learn how the principles of simplification, standardization, and structure can help you create a more effective global mobility digitalization strategy.

When dealing with international remote working, the list of potential issues is considerable. These five points can help you get going on the most critical ones.

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.

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.

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.

Cultural differences and biases can be barriers to success for any type of assignment. Let's look at the main issues and methods for overcoming them.

How can you effectively use virtual assignments to meet global business development needs? Here are eight areas of focus to get you started.

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.

Highly mobile employees can face many forms of stress. How can you design a support program, get support from managment, and engage the assignees themselves?

Here we explore implementing policy flexibility effectively, including the common types, pay packages, risk of excessive flexibility, and how to mitigate them.

Changes in assignment patterns and employee expectations are driving mobility programs to develop more flexible policies, but how exactly are companies handling this? The results of Mercer's recent survey offer some insights.

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.

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

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.

Ageism is the last diversity frontier. Don't let it put a break on growth and thriving workforces. By adapting mobility polices and changing mindsets, organizations can truly benefit from the silver revolution.

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

Moving talent between jobs and geographies plays a key role in fostering diversity and inclusion, and mobility management teams should be at the forefront in the fight to tackle this issues – as long as the mobility and diversity teams collaborate.

Action points to help mobility program managers stay on top of the dynamic and strategic field of global talent management.

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

Ilya Bonic, president of Mercer's Career business, and mobility consultant Olivier Meier discuss the interplay among urban dynamism, cost of living, and mobility management tools in an article for BRINK.

Mercer's 2019 Global Performance Study offers insights for talent mobility managers. Assessing performance needs to link the purpose of the assignment to business goals and career progression.

Your journey with mobility metrics and analytics can be the way to the next strategic destination or a dead end. Here's how to get where you need to go.

How can mobility benefit from best practices in engineering and product development? By adapting the design thought process to find fresh approaches to talent management.

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.

Companies are pursuing local compensation approaches for more international moves in the interest of reducing cost or administrative burdens, but in which situations can this goal be reached?

The increasing use of short-term, non-permanent "gig" workers for international staffing will require reassessing policies and practices. Here are some guidelines to help keep the complexity in check.