Articles and news

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.

Here we discuss 8 common misconceptions and issues that can cause problems for mobility programs and make the job of mobility managers more difficult.

Important things for mobility program managers to bear in mind when dealing with emergencies and hardship locations in general.

2017 saw a number of trends emerge in talent mobility, posing not only challenges for global mobility managers but also opportunities.

Are current mobility policies and practices helping to place more women and minorities in the international workforce, or are they part of the problem?

Christopher Minett, a co-founder of The Positive Ageing Company, discusses the implications of an ageing workforce and how it affects employers globally.

Buzzwords tell us about mobility developments and how companies perceive and address new challenges. Here we foray into the jargon jungle to understand trends.

Women compose far less than 50% of the expatriate workforce. Gender parity is both a moral imperative and a strategic opportunity. We can achieve it.

Assignment segmentation and policy flexibility are driving a need for more metrics and analytics. This presents a strategic opportunity for mobility managers.

Companies are making progress on the road to diversity, but assignments to some locations pose challenges. Learn the issues and how to overcome them.

Older professionals are a talent pool multinationals would be wise to leverage to meet their critical skills needs. Flexible mobility policies are the key.

Companies are introducing more policy flexibility for millennial assignees, but they must balance these with their duty of care to protect employees.

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

Global mobility program managers need many skills to succeed: analysis, presentation, sales, storytelling, technical literacy, rewards, and compliance are key.

Increasing reliance on shorter assignments and business trips requires changes in HR processes and responsibility. Mobility teams can lead this change.

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 in the global workforce are bringing a new set of challenges for HR. Here we examine mismatches with traditional expat programs and how to adapt.

Exceptions to mobility program policy remain a necessary option, but they can be managed. Keeping these tips in mind may save headaches and money.

The complexity of changes taking place and emerging dilemmas will challenge mobility management practices in coming years. Here are seven areas to focus on.

As companies look to permanent transfers as alternatives to long-term assignments, complications arise. Local plus pay packages can mitigate the problems.

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

Mercer held a webcast on international benefits and invited guests to tell us about their international benefit programs and what challenges they face.

Overview of the latest trends in international healthcare, life cover, and disability benefits, plus potential solutions both cost-effective and compliant.

A look at the global mobility landscape, myths of expatriation, and how employers should restructure policies and compensation to reflect new realities.

Discussion of current HR and remuneration challenges in China, including the relationship among local and expatriate workers and categories between.

Overview of expatriate management in the region and in particular the increasingly blurred boundaries between local and expat remuneration approaches.

One way to balance expatriation costs and global development is segmenting assignments and redistributing budgets according to which provide the greatest value.

Trends in costs associated with international assignments, ways spending can be reduced, employee expectation managed, but effectiveness maintained.

Allowing employees on international assignments to decide the percentage of the salary to be paid in the host currency can solve a lot of headaches.

International Pay Structures (IPS) are becoming increasingly popular for mobile talent and may be extended to certain cadres of executive jobs too.