Organizations are sending more employees abroad, but they are not fully reaping the benefits of global assignments due to the high turnover of repatriating employees.
Organizations are not aligning their programs with their strategy and workforce plan, sometimes causing poor matches between employee and assignment, and a lack of long-term vision.
Global assignments are expensive, and even more so when an employee returns early or does not perform well. Organizations need to ensure that every global assignment is a success, or they risk wasted resources.
Global talent mobility is no longer about transplanting home office leaders to foreign countries – it’s about stationing the best talent in the right place, at the right time, for the right reasons.
Organizations must support the employee before, during, and after their assignment in order to optimize the talent development opportunities associated with a global assignment. Only then will organizations see the cost-benefits of global assignments.
Impact and Result
Since repatriation is the biggest challenge for employers, focusing the program with the end in mind is especially important for career planning and retention of global assignees.
By creating proactive global talent mobility programs that support the business strategy and the workforce planning needs, and address compliance issues, organizations will foster assignment success and retain repatriating employees who have gained global knowledge.
Optimize the Global Talent Mobility Program Research & Tools
1. Make the case for optimizing the global talent mobility program
Document use cases, related metrics, and key components of the global talent mobility program; identify the skills, knowledge, and abilities required for each type of global assignment; and tailor initiatives to support the global assignee and their family before, during, and after the assignment to optimize program success.
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