Global Mobility Programs are great at first—productivity without the overhead of additional office space. But as good as these programs look on paper, executives are skeptical about their effectiveness, according to a recent survey from the Human Capital service area of Deloitte Consulting LLP.
Forty-three percent of respondents say they view global mobility as a key business competency, but only 10 percent believe their companies are treating it as such. "Clearly, there is a lack of confidence in global mobility programs, and we believe that's attributable to a disconnect among management about global mobility," says Robin Lissak, principal in Deloitte Consulting LLP's Human Capital service area and director of the survey.
"This puts companies at serious risk because global expansion and operational efficiency have become increasingly pivotal factors in corporate competitiveness and growth." Global mobility done right, according to respondents, means aligning with the business to proactively anticipate and fulfill talent needs, effectively select assignment candidates, and maintain legal and regulatory compliance. But more than 60 percent of survey respondents report their global mobility programs are poorly aligned with these priorities. Fewer than half (43 percent) rate their companies' ability to anticipate global mobility needs so appropriate policies, programs and processes could be put in place to meet those needs as "very" or "moderately strong."
Mobility "is a strategic talent and business issue," says Gardiner Hempel, a partner in Deloitte Tax LLP’s Global Employer Services service line, "that should be approached with the same level of attention, focus, and commitment in today’s management meetings and boardrooms as other key business competencies."
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