As the perfect storm of COVID, Brexit and global travel/shipping restrictions continues to challenge talent mobility in the UK, the need for ongoing communication, agile service delivery and alternative approaches increases.
Recent events from this past summer have sparked self-reflection across companies, resulting in a call for increased caring and compassion for our fellow colleagues and a desire to better understand and appreciate each other.
To assess the ways workforce mobility has changed since the pandemic, we interviewed experts from around the industry about the things they've learned about work, family and themselves during this odd and uncertain time.
Companies that don't include the mobility function in candidate selection do so at their own risk, and most hiring managers still need to be educated and made aware of the power of diverse and inclusive teams.
Each month, in our Mobility Rising series, we are showcasing future leaders across our colleagues base around the world, as they share their passion for mobility, how they thrive in their careers, and how they drive our industry forward!
Building a great corporate relocation program begins with understanding the wants and needs of the various stakeholders in your company. In this post, we examine mobility through Talent Development's eyes.
Most workforce mobility policies are designed to manage the relocation of a nuclear family to destinations where they may easily adapt. But today’s assignee population includes a wider range of genders, ethnicities, needs and abilities, all requiring non-traditional support to thrive on an international transfer or assignment.
It’s been several months since the pandemic surrounding COVID-19 did what would have seemed almost impossible before 2020: It ceased mobility and travel on a global basis for an extended period of time.