Despite improved outcomes reported by the more “evolved” Mobility functions, some leaders still consider the Mobility function on a transactional island, which belies its strategic value. Mobility’s scope now includes providing operational and strategic insights on potential tax, legal, or regulatory risks of cross-jurisdictional work, in addition to influencing overall employee experience. Nearly all mobile employees (92%) say an international experience can be life-changing, with 64% saying they are more likely to stay with their employer after a long-term mobile assignment. Further analysis shows that the quality of the experience matters most in the staying power of the mobile assignment, and on its impact on talent outcomes. Employees cite career growth as the leading reason to seek further mobility experiences.
Meanwhile, attracting and retaining talent are first and second on the list of employer-identified workforce risks, according to the EY 2023 Work Reimagined Survey, showing that the still-heated race for talent remains a focus across the C-Suite.
Harmonizing mobility with greater workforce goals
As CHROs consider a new constellation of workforce needs and requirements, the data shows a people-first approach as being effective and essential. The EY 2023 Work Reimagined Survey shows that organizations which prioritize people in their workforce decisions report markedly better outcomes: they are 2.5 times more likely to have employees who feel connected to their teams, and their employees are five times more likely to agree their organization can adapt and build future skills.
Applying a mobility lens to this people-first approach can help realize more benefits, even if the many moving parts of workforce strategy won’t allow for a one-size-fits-all solution. The moment calls for agility and resilience to build work models that enable remote, hybrid and physical mobility experiences, while serving the needs and values of individuals and the organization.
The EY 2024 Mobility Reimagined Survey shows significant splits in mobility preference (program type and support) and purpose (career progression or skills building) depending on age, gender, and seniority. For example, 50% of women would consider developmental assignments in the future compared with 33% of men. Similarly, 45% of Gen X employees would consider long-term unaccompanied assignments (without their families or significant others) against 30% of millennials. Perhaps to be expected, 36% of younger Gen Z employees consider technology tools for reporting and compliance as important, compared with 24% of Gen Xers.
New opportunities and risks connected to cross-border and hybrid working require new thinking about the purpose and potential of workforce mobility programs. The survey revealed that the most evolved mobility functions aren’t passive observers of organizational strategy, but proactive learners and advisers to HR. Forward-thinking CHROs should use this to create deeper strategic alignment of talent and business goals.
Rethinking ROI and strategic value
Part of weaving mobility into broader business and HR imperatives is the ability to measure progress against its desired outcomes. If your workforce strategy emphasizes skills development, are you collecting metrics to show mobility’s return on investment for skills? The same goes for metrics tied to talent retention, employee satisfaction, productivity, and the cost basis of the function.
With the right metrics, it’s possible to make the case for mobility’s added value to the organization, shifting perception of the function from “expensive” to “mission critical.” The key is to consider mobility’s strategic participation. How can it play a role in achieving business goals? How can efficiency be built in, potentially using a managed service?
When they are connected to the business, evolved mobility functions are more aware of the rising risks associated with cross-border travel and can mitigate them, they recognize that their scope is increasing, and they are more likely to build initiatives to control costs and improve efficiency.
Evolved functions will be using metrics to best measure ROI, as market and labor trends demand more agility and thoughtfulness around mobility investment and general business health. They can also evaluate what role mobility can play in meeting broader sustainability and DEI goals. The survey shows 44% of employers believe that their global mobility program can ensure equal opportunities for all.
The importance of strategic alignment was clearly recognized by mobility professionals in the survey, with 95% agreeing that the alignment of their function to business and talent strategy has multiple benefits, and a further 89% agreeing that mobility helps secure organizational resilience.
There is a disconnect, however, between a recognition of the critical role mobility functions can play by being strategically aligned with the wider enterprise, and the reality of how they are currently operating. The survey reveals that 60% of respondents still believe mobility is isolated or siloed from other functions, with nearly as many (58%) believing the function is hampered by lack of internal data exchange.
Here, too, is an opportunity for CHROs to create better alignment of critical functions to work toward a more efficient and effective workforce strategy.
