Global Talent Mobility Trends 2020

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The global economy is very volatile with its ups and downs; Businesses are driving themselves to be agile and leverage ecosystems to be successful; Talent in organisations is going through its generational shift with multi-generation workforce coming together to work as teams. With all these factors playing around in this digital era, global talent mobility is a critical element for enterprises across the globe.

Marrying Organizational business demands and people’s aspirations to realize their potential while addressing the skill gap is the problem in hand for Organisations. In 2020, we could get to experience more of the following:

1- Talent Mobility – Operations To Strategy

With more and more agile practices coming into organisation and agile way of working becoming a culture of global organisations, right people for right roles and the scope for finding them must expand. Global Talent Mobility will find its place in the top strategic priorities of the Organisations. More investments on the people development are expected from most of the Organisations to get their workforce ready for newer opportunities.

2- Champetency Defining Employee Potential

On the one side, gaining a new competency by learning and practice would continue and on the other hand identifying and declaring Champetencies that are naturally possessed by an employee as a differentiator to perform any role better is likely to emerge. Champetency of an employee can enable the person to become a High Potential to build the future of the organisation. High Potentials would replace Hi Performers. More coaching initiatives to connect resourceful Leaders to aspiring Hi Potentials will be introduced to build purposeful connections for High Potentials to bloom in the Organisation.

3- Talent Infusion & Entrepreneurship Culture

Organizations in mature markets have been establishing themselves in emerging markets. More and more companies from Emerging markets also aim to capture global markets. Talent Infusion would be across all levels in the Organisation to manage global market challenges with a global workforce. Organisation restructuring by larger giants, “To build Entrepreneurship & Start-up culture”, within the organisation, to create scope for newer business lines, will be on the rise.

4- Conscious & Mindful Integration

Organisations across the globe have started to increasingly focus on Acquisitions & Mergers and sourcing in local markets, as their major strategy for expansion and growth. Induction programs would be designed very creatively for a longer period than before to integrate employees into existing teams in a conscious and mindful way. Not just the people function but engagement of teams where the employee is being integrated will also be a feature in induction programs. Organisations would focus on implanting the feeling of belongingness in a new comer right from day-1 of joining new teams.

5- Diversity and Inclusion

With multi-country, multi-gender, multi-generational, multi-expertise talent in the workforce, managing their growth expectations is the biggest challenge that organizations face today. While all of them have one thing in common which is the aspiration to grow, the way they would like to grow is different. Organisations cannot go with “One Size Fits All” mode to meet aspirations of the Talent they have within the Organisation. Matching Business Demand with the Supply of Diverse Talent addressing people’s differences is key to foster innovation and collaboration in the workforce. Diversity & Inclusion will become a high priority item across the globe and not just in developed nations.

6- The Emergence of Global Managers

With legal regulatory processes differing from Country to Country, Diverse Workforce needs cross-cultural understanding and communication skills that can help in establishing trust between each other. There is an immense need for people managers to be trained as “Global Managers” to address this requirement of managing a diverse workforce. Situations where managers manage people from different countries would be on the rise making it a mandatory requirement to build “Inclusive managers”. More than 50% of the workforce in a Geography would be managed by people working from outside the Geography, with virtually located teams.

7- Engagement Experience (Hunger Index)

To keep the hunger index of employees high consistently, digital systems will emerge to transparently map talent to roles and vice-versa. Organisation would try and ensure that system is fed with list future assignments, roles relating to it, work location, compensation and benefits for role, period & duration of the assignment. For employees there is a transparent view with a variety of options to choose, it could also throw learning/coaching opportunities available to prepare themselves for the opportunities. People function in the of employees’ hunger index staying high with this transparent system that matches aspirations and business role demands.

Conclusion

With the entire globe emerging as marketplace for talent, to attract & retain the best talent Individuals, Organisations & Governments are focusing on  3Cs – Clarity, Collaboration, Continuous Learning. The Clarity in policy, Process, Procedures, Collaboration between Business, Government & Society, and Continuous Learning linked to employee’s career movements.

Organisations planning their global strategy for Talent Mobility could assess employees the following 3 Criteria for fitment into newer and emerging roles:

  • Culture
  • Skill
  • Business Domain/Industry

For any role movement, organizations must ensure, that employees must be good in two of these three criteria. Employees themselves could ideally opt for a change in one out of the three criteria to feel safer when they make a role movement.

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