Global mobility digitalization: 3 guiding principles
Learn how the principles of simplification, standardization, and structure can help you create a more effective global mobility digitalization strategy.
Virtual international assignments: making sense of a confusing debate
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.
Managing international employees working from anywhere, part 3: global talent brokering
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.
Managing international employees working from anywhere, part 2: The different dimensions of international virtual working
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.
Four essential concepts to understand current mobility practices
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.
Managing international employees working from anywhere, part 1: Redefining 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.
Post-crisis talent redeployment: gap analysis
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.
2020 buzzwords and what they tell us about mobility
The global pandemic shades this year's list of talent mobility buzzwords, but these trends were emerging well before the crisis.
Virtual assignments: cultural and inclusion issues
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.
Assessing the feasibility of virtual assignments: a checklist
How can you effectively use virtual assignments to meet global business development needs? Here are eight areas of focus to get you started.
Talent mobility: looking ahead
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.
2 minutes to improve assignee wellbeing
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.
Global mobility policy flexibility in practice
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.
Two minutes to manage assignee repatriation successfully
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.
Mastering the talent mobility narrative
The success of talent mobility policies requires a coherent narrative that links mobility with business objectives, communication channels, and company positioning.
Global mobility: mitigating talent management challenges
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.
Two minutes to develop an age-ready mobile workforce
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.
Two minutes to reassess your international talent pool
Meeting the ever-changing needs of international business means expanding and curating your global talent pool. These strategies can help.
Managing a diverse and inclusive mobile workforce
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.
Nine resolutions to succeed with talent mobility
Action points to help mobility program managers stay on top of the dynamic and strategic field of global talent management.
How does global mobility fit in the global talent agenda?
What do companies say are HR priorities, and are their mobility policies supporting them? Here we discuss some key opportunities for strategic alignment.
BRINK: As living costs shift, expat programs turn to tech platforms
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.
Performance management: insights for talent mobility professionals
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.
Ensuring the success of your talent mobility metrics and analytics journey
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.
Applying design thinking to talent mobility management: how to get started
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.
Mitigating Human Capital Risks and Talent Mobility
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.
Talent mobility: redefining top talent and upskilling strategies
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.
Local Approaches for Internationally Mobile Employees
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?
Assignees and International Gig Workers: Managing a Dual Workforce
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.