Workforce Mobility: Big Challenges?!?!?!?

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How can organizations balance the cost/compliance challenges of global work force mobility with the need to create employee experiences that ensure retention?

Global HR
HR Analytics
Workforce Mobility
Employee Relocation
International Assignments and Relocations
Rebecca Spencer, SCRP
77 months ago

3 answers

1

Rebecca - Great question - We are moving into an age of individualised HR which will be defined by an understanding of human emergence and the learning and development needs of each person and our civilisation. This is a whole new field of what may be called HHRF - Holistic Human Resource Framework. Such a framework advances HR management to an holistically aware practice. A primary capability of those who engage their organisation guided by HHRF will be to both meet the emergent future needs without creating too much tension against present and fading needs - this will be a time where the primary metrics of success will be the ability to release human creativity within the ecological operating conditions of spaceship earth.
To assure retention will require an understanding of the innate emergent dynamics, attributes, and biases of each Being - this means that the stance of the employer will need to shift to new levels of awareness.
The good news for employers is that beyond a certain stage of development the discernment of the individual will guide them in a lazer like manner to access the knowledge they need in support of their creative need to know! Their creativity releases solutions that outperform against the present paradigm whilst recovering and regenerating the biospshere. The whole field of Quality Assurance becomes uplifted. Expect a very different world!
Employers beware! If their business activties do not regenerate society when assessed against social, ecological and economic factors they will loose these individuals and miss the rewards of a more generative wealth creation process.
So perhaps a wicked problem is: "Given the dominant mindset that informs HR management, retention and attraction are both issues that are lacking the awareness of how to truly release the motivational flow of an individual."
It will be fun to navigate these transitions.

Christopher Cooke
77 months ago
1

Holistic Hr is a good place to start from, but that basically means you need to break the silos in HR. On top of that break the silo of Finance and Control since they are the ones who know the costs. Involve IT and the Bi/reporting team. However it is not so much reporting but predictive analysis done by data scientist who understand HR. And last but not least it all begins with making sure your core hr stuff is up to date. I see organizations talking about succession plans, carreer paths, mobility but the actual 'as is' state of job-competencies /people-competencies /training-competencies /people-interest in job, mobility is far from up to date. There is a lot of tooling out there to supporr you in all these matters, but please start at the beginning: current state is clear, mission, vision and strategie is clear, to be state is clear, check for tooling and implementation partenr(s), work lean and agile, dare to question decission. And to use the words of the most famous fruit named company 'One more thing' : The sentence that is above your paygrade must be banned! You hire smart people that you want to climb the paygrades so be decent and at least listen! Bad decissions often come from high paygraders that are Peter principled in to the position and without connection to reality.

Joël Van Ormelingen
77 months ago
1

Adding to the solid aswers above, balance emerges from recognized value -- less as an HR pgm, and more as a workforce enaber fueling competitive advantage; something leaders are pursung because it represents significant benefit for their teams' bottom line. Beyond 'right skills, right place, right time', how does the pgm deliver business results? How does it expand skill sets, extend team capabilities, increase innovation and growth, etc? The assumption is that mobility pgms deliver value to individuals and organizations, but (except in the military) I've not seen it at a scale where these programs have the chance to yield real, measurable impact given little more investment than virtual one-offs. Demonstrate mobility program value as more than benefiting retention and engagement, alone; not a nice thing to do to retain the workfoce, but an imperative to grow the capabilitites and innovation to win the market and fuel competitive advantage!

Steve Jones
77 months ago

Have some input?