Issue link: https://www.e-digitaleditions.com/i/234597
Relocation during or after assignment. Furthermore, the report finds minimal resources dedicated to facilitating repatriation at the end of assignments, which puts the retention of talent at risk. Encouragingly, we have seen that a number of organizations are actively working to integrate mobility more closely within their overall talent management plans. According to Adele Yeargan, director of global mobility for AIG, "Our leadership has pushed to expand and leverage mobility. That's important for us because we are a global company and an interesting place to have a global career. As mobility leaders, we are on a journey so that we can be more strategic about how we align talent strategy with business strategy." Mobility Challenge: Assignee and Family Issues Family and spouse issues continue to be the biggest challenges that threaten the success of international assignments. Sixty-five percent of the respondents cite personal issues such as a lack of adequate schools, insufficient housing, or inadequate work opportunities for a spouse as reasons for failed assignments and early repatriation. Taking those factors into consideration can make a huge difference when creating successful assignments. Ellen Shipley, head of global mobility and immigration at BT, says, "You do have to look at everything. You can have all the advance planning in place and it could be a great employee—all the homework done on accommodations and schools—and it could still be the wrong person for the job if the family isn't happy. The employee sent on international assignment has some stability; he's still going to work every day, and his day is not all that different from before. It's a tremendous change for the spouse. They may not have a job, they don't speak the language, and they can't find their favorite brand of peanut butter in the grocery store. We have to continually remind our business leaders not to forget the family." Solutions: Alternative assignments. Some organizations are moving to alternative types of assignments, such as rotational moves or short-term assignments in which the assignee's family does not move with them. By offering more choice, some organizations may be attempting to make the In 2013, 58 percent of survey respondents reported that they now have global talent management agendas, up from 51 percent last year. assignee feel more empowered. However, the fact remains that assignments need to work for the company and the employee — and many alternative assignment options are in practice cost-driven. Generational play. The report also finds a trend of organizations sending more junior employees on assignments. This early exposure to the global environment can lead to strong developmental opportunities. Equally, in the right location this offers companies the potential of lower cost and risk. Lower–level assignees may also have less complex personal situations that otherwise can be a barrier or an additional cost to an assignment. Mobility challenge: Diversity and Inclusiveness With the globalization of markets comes the need to have talent that understands, relates to, and can compete in these diverse markets. Equally, the challenge for top talent in many markets is becoming more difficult be it due to demographics, labor law, improving labor markets, or an emerging economy with talent gaps. As such, companies are increasingly seeking to find broader pools of talent that will help them win in the marketplace. When asked whether there was an active effort to encourage members of minority groups to go on assignment, only 6 percent of respondents said yes with another 33 percent unsure. This sparks an interesting and controversial debate. Do programs designed to "level the playing field" create a richer pool of talent from which to find good assignees, or do they have the opposite effect — potentially singling out those who were selected to fulfill a company goal, rather than on their own merit? Either way, it seems that in 2013, the majority of organizations have not actively promoted the assignment of minorities within their mobility programs. DECEMBER 2013 | www.hrotoday.com [61]