Deloitte recently released their 2016 Global Mobility Insights - a summary of their Annual Strategic Moves Survey - and the results as always are essential reading for professionals in our sector.
One of the most interesting areas was around the challenges experienced by global mobility teams, when partnering/integrating with other areas of the business. Of the 100+ organisations who took part in the Strategic Moves Survey, the top 4 challenges reported were as follows:
57% reported the perception of global mobility as a purely operational function as a challenge; 42% recorded an unwillingness/lack of capacity in other functions to engage with global mobility;
34% said that a lack of capacity within the team to focus on other activities was a barrier, and;
27% stated that a skillset gap within the mobility team was a challenge.
Areas of partnering and integration within the business were most commonly cited as Tax (64%) and Reward (57%) - both of which results seem lower than would be expected.
Organisations reported that the top 3 areas where partnering needed to be improved were Talent Acquisition (25% of respondents), Diversity and Inclusion (14%), and Learning and Development (14%).
In terms of the role of global mobility (GM) within the wider business, surprisingly involvement in certain core strategic activities is still not seen as within the required remit of GM, with 78% of those surveyed reporting that GM had no involvement in any business change of product or strategy, and 63% stating GM had no involvement in business reviews of operational locations.