Mobility and talent are the keys to success in the internationalization of companies

This article was written and published in Spanish and has been translated into English via Google Translate. Click here to read the original article.

Talent does not always arise where the company seeks it. In fact, in the digital age there is usually a lack of the kind of professional that many companies now demand - usually of a very high technical level. In order to source such profiles, organizations have to find them repeatedly from outside their immediate surroundings. In the current globally connected economic framework, labor relations are increasingly flexible, with employees of the highest level working for any company in the world.

"This work environment that moves away from the conventional requires a new focus on international mobility to integrate talent as a key to business success" - it's an initially clear premise that is exposed to obstacles that must be resolved, and for this there are strategies that they are broken down into a document recently published by the multinational EMS - Employee Mobility Solutions.

The CEO of EMS, Ana Gazarian, says that "global mobility increasingly contributes to the acquisition of talent that companies need", but there are obstacles that sometimes stop new assignments and hiring. Thus, he continues, "factors external to our organization such as economic instability in certain regions, conflicts, political problems or legal insecurity may make the option of using mobility for talent management unattractive in these cases."

Internally, there are other resistances: some companies refuse to promote integrated mobility and talent strategies, simply because they do not know the advantages that this vision of joint management brings to their business. In other cases, the economic resources directed to this type of approach that integrate mobility and talent are scarce because the company allocates them to other areas that it considers a priority. It can also happen that the management models in one case and another are very different and it is complicated to combine them.

To promote a new mobility model with authentic talent management, we recommend:

• Promote integrated strategies: Involve those responsible for the different areas and discuss different options to get the talent and mobility that the organization requires.
• Communicate actions to the entire organization: Inform all parties of the measures adopted in terms of employee mobility as part of talent management.
• Measure results: Establish indicators and parameters to measure and compare the scope in the objectives and the value contributed to the company by the assignments and relocations of the employees.
• Promote technology to choose the best candidates: The intelligent analytics of data and other technologies allow locating the most suitable candidates for a job within the organization not only at a given time but also anticipating the future professional needs of the company.
• Develop long-term strategies: Implement talent identification plans that are most conducive to each assignment as part of a continuous process.
• Review the actions periodically: Check that the mobility policies are adapted to the changes of strategy and are reviewed.
• Give workers an active role: Give employees a voice to make contributions with surveys and other ways that can enrich the mobility and talent management plans.

According to Ana Gazarian of EMS, the adequate management of talent in international mobility strategies is a key factor for the global development of organizations. We can no longer speak only of expatriate management, but of "a new model of international mobility, understood as a strategic area as an indispensable lever of development in the global economic environment".

This article was written and published in Spanish and has been translated into English via Google Translate. Click here to read the original article.

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