Part one – The talent management side of Mobility
“A small company like ours cannot afford the bells and whistles of global mobility. So much must be in place just for a few people…And then there is the cost! And it’s all so complicated…”
This is what many small and mid-size companies with international – sometimes, global – operations often have to say about global mobility. Yet, lightweight global mobility programs in smaller structures can have significant impact on business, culture and talent.
Start with the big picture
Imagine that you are a Lead People Officer in your company, a relatively small but key player in a niche market. You have just concluded a meeting with your CEO, who has asked you to “get started with a mobility program that will raise our profile in the marketplace, especially as we expand into new markets.“
This is not the first time the topic of international mobility has come up. In previous meetings, a clear vision for international expansion has emerged. To date, most of the strategy has been achieved via alliances with local players and distributors, as well as minor acquisitions. But now, it is time to solidify progress, and expand organically. It is time to move into higher gear.
As you reflect on this challenge, you realize it is also now time to begin unifying elements in different corporate locations that reflect the personalities of local leaders, and local cultural traits. You know that effective leaders shape culture and vision to reflect their true beliefs. In other words, it is time to focus on forging a corporate culture. International mobility can be one of the enablers.
Your next step is to understand more about global business strategy and its people implications from line and infrastructure management.
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By Dominique J. Herrmann, Founder,