Unlocking the Human Element in Global Mobility: Why People Matter More Than Ever

The year 2024 is approaching an end, so I thought it’s a good opportunity to reflect upon a topic dear to my heart. Sidenote: I know, it is – at the time of this writing – only mid-October, but trust me, QIV is gonna fly by, so I stick with my year-end-in-sight thinking! Anyway, when looking at the past months and years technology, data, and automation have become indispensable tools for organizations and the Global Mobility sector is no exception. Digital platforms streamline processes, analytics offer deep insights, and automation helps to scale operations. However, in the midst of this technological transformation, it’s easy to overlook the most crucial factor for success: people.

Who is this article for?
Global Mobility professionals, HR managers, and leaders looking to improve their GM programs by focusing on the human element.

What is it about?
This article highlights the importance of addressing human needs in GM strategies, with insights on enhancing employee experience and optimizing international assignments.

What to get out of it?
Practical steps to prioritize people in GM, leading to better retention, performance, and alignment with organizational goals.
        

At its core, Global Mobility is not just about moving employees from one country to another. It’s about managing human experiences, ensuring smooth transitions, and fostering personal and professional growth across borders. The ability to understand and respond to the emotional, psychological, and professional needs of expatriates, assignees, and local teams is what separates a truly effective GM program from a purely transactional one.

This focus on the human element becomes even more important given we are almost in 2025, where competition for talent is fierce, and the need to create positive employee experiences is greater than ever. Employees on international assignments face a wide range of challenges -from cultural adjustments to professional reintegration upon return - that require more than just logistical support.

To address these complexities, organizations need a structured approach that balances operational efficiency with a deep focus on people. The MasteringGM? WAVE Framework, particularly through its focus on Workforce and Engagement, is designed to do just that. It is a structured approach to enhancing Global Mobility strategies by focusing on four key dimensions: Workforce, Adaptability, Value, and Engagement. These dimensions are mapped across two axes - internal vs. external focus and processes vs. people strategy orientation -helping organizations understand and optimize their mobility programs. The figure below illustrates how these dimensions intersect to provide a comprehensive view of Global Mobility dynamics. It shifts the focus from purely transactional mobility management to a more holistic, human-centered strategy. In this article, we’ll explore why the human element should be at the forefront of your GM strategy and how the WAVE Framework can help you optimize the people side of mobility. By the way, if you are interested in learning about how the WAVE Framework directly relates to you as a GM professional, I highly recommend reading this article ;-)

Why the Human Element is the Key to Global Mobility Success

Global Mobility has traditionally been viewed (and in too many cases still is seen) as a logistical operation: moving talent to where they’re needed, ensuring compliance, and managing costs. But in reality, the success of any GM program hinges on how well an organization manages the people involved. Here’s why:

Emotional Transitions are Complex

Moving internationally is one of the most significant changes an employee can face in their career. The challenges of adjusting to a new culture, navigating different work environments, and maintaining a work-life balance are all deeply personal. If these emotional and psychological factors are ignored, even the most well-planned assignment can lead to underperformance or early repatriation. Managing these transitions effectively requires a deep understanding of people’s needs and emotions.

Cultural Integration is Crucial

Success in a global assignment doesn’t just depend on technical skills. It depends on how well an employee can integrate into a new cultural environment. Misunderstandings, cultural clashes, and communication barriers can easily derail a promising assignment. By prioritizing cultural preparation and support, organizations can better equip their employees to navigate these challenges.

?Career Development Drives Engagement

Employees undertaking international assignments often see these experiences as pivotal moments in their careers. Organizations need to align these assignments with employees’ long-term development goals. Failure to do so can lead to dissatisfaction, low morale, and even higher attrition rates. Prioritizing people’s career growth, alongside the organization’s strategic goals, ensures that the assignment is mutually beneficial.

Effective Communication is Everything

The ability to communicate across borders - both internally and externally - is central to the success of GM. When employees feel connected to the organization, supported by leadership, and have access to clear communication channels, they are far more likely to succeed in their roles. Communication builds trust, fosters collaboration, and minimizes the risk of misunderstandings.

The MasteringGM ? WAVE Framework emphasizes the importance of the human element in Global Mobility, particularly through its Workforce and Engagement dimensions. The Workforce dimension ensures that GM programs are aligned with the development and support of global talent, focusing on preparing employees not just for the move, but for success in their new environment. Meanwhile, the Engagement dimension in this example highlights the need for strong, two-way communication between employees and their organizations.

The Role of the Workforce and Engagement Dimensions in Addressing Human Needs

Focusing on the Workforce and Engagement dimensions of the WAVE Framework provides a structured approach to address the emotional, cultural, and career-related challenges that employees face during international assignments, ensuring they are supported at every stage. This isn’t just about moving talent, it’s about helping them thrive wherever they go. So let’s dive deeper.

Workforce Dimension: This dimension emphasizes the development of global talent, aligning GM programs with broader talent management strategies. Organizations that succeed in the Workforce dimension focus on preparing employees for international roles, offering the right training, support, and career development opportunities. By doing so, they not only enhance the effectiveness of their GM programs but also ensure a steady pipeline of global leaders. The focus here is on developing the skills and competencies that employees need to succeed in international contexts, from cultural adaptability to leadership in diverse environments.

Engagement Dimension: The Engagement dimension focuses on the relationships and communication strategies that support successful mobility programs and the respective communication of this outside the GM domain. Strong engagement practices ensure that employees feel informed, supported, and connected during their assignments. This involves clear communication with stakeholders at all levels, from the assignees themselves to senior management and external partners. Effective engagement fosters a sense of belonging and ensures that mobility programs align with the broader goals of the organization.

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How can you apply this knowledge?

One way to make use of this knowledge is to tailor your GM approaches based on the unique traits of GM professionals. Understanding whether team members excel in areas such as workforce development or engagement allows companies to better support their people and maximize the impact of their mobility programs. For instance, by identifying a team member’s natural strengths in the Workforce dimension, organizations can provide targeted development opportunities that align with their talents and career aspirations. Similarly, understanding a professional’s strengths in the Engagement dimension ensures that they can help foster the connections and communication needed for successful international assignments. The MasteringGM? WAVE Trait Navigator can help you to get started – and it is totally free of charge.

Maximizing Assignee Experience via Maximizing GM Professional Experience

I think it’s safe to say we’ve established the notion that enhancing the employee experience in Global Mobility programs is essential for achieving better outcomes, including higher retention rates, improved performance, and increased job satisfaction. Simple people business logic! When organizations prioritize the well-being and professional growth of their international assignees, they are more likely to see long-term success, not just for the individual but also for the company as a whole.

A positive employee experience is the cornerstone of successful GM programs. Employees who feel supported, valued, and equipped to succeed in their roles are more likely to thrive in international assignments. This leads to increased commitment, stronger performance, and ultimately, a higher return on investment for the organization. Needless to say, this logic alos applies to GM professionals! When they feel supported, valued, and equipped to succeed in their roles, they are more likely to thrive, and – surprise, surprise – do a better job to enable a positive assignee experience.        

Hence, a key factor here is understanding the different GM professionals, as their unique types may need varying levels of support and guidance to feel fully engaged and empowered in their roles. Recognizing these differences allows organizations to create more effective and targeted strategies for success. So, let’s look at some practical steps what you, as a GM professional can do in order to achieve this.

Communicate Clear Expectations

GM professionals should actively communicate their goals, needs, and expectations to senior management. Regular check-ins with key stakeholders help ensure alignment between personal objectives and organizational priorities. Being proactive in this communication ensures that their professional needs are on the radar.

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Advocate for Continuous Development

It’s crucial for GM professionals to advocate for ongoing training and development opportunities. Whether it’s attending industry-specific conferences, completing certifications, or engaging in other sorts of training, making a case for continuous learning helps them stay current and effective in their roles. And no, while it is not all bad, a free 1h here and a Youtube video there won’t do… Just like an assignment requires investment, providing valuable training for GM professionals that gets results most likely will cost! But it will pay back manifold in the end.

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Leverage Internal Networks

Building strong relationships within the organization is key. Networking with stakeholder in e.g., HR, Finance, or Senior Leadership not only strengthens collaboration but also ensures GM professionals have access to the support and resources they need. These relationships foster a two-way street, where professionals can voice their needs and receive guidance.

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Tailor Strategies Using Personal Strengths

Understanding their unique GM type allows professionals to tailor their strategies and approach. By using tools like the WAVE Trait Navigator, they can identify strengths and areas for growth, helping them to proactively shape the way they approach challenges and opportunities. This self-awareness ensures they maximize their potential and get the most from their role.

Conclusion: Prioritizing People for GM Success

Let’s wrap it up. Indeed, it’s easy to get caught up in the complexity of processes, technologies, and logistical challenges. However, as we discussed earlier, behind every successful Global Mobility program is the critical factor of people. Whether it’s the employees embarking on life-changing international assignments or the GM professionals managing these transitions, the human element should always be front and center.

We set out by looking at how addressing the fundamental human needs -support, growth, and engagement- drives better outcomes. This isn’t just a nice thought, it’s the key to unlocking the true potential of any Global Mobility program. If we focus solely on the numbers - compliance, relocation logistics, or cost savings - we risk neglecting the heart of Global Mobility: the people who make it happen.

Think about it: every successful international assignment, every seamless relocation, and every strategic shift is driven by individuals working to make it all possible. When organizations invest in their people, offering personalized support, growth opportunities, and clear communication, they ensure not only better results but also a more resilient, motivated workforce.        

Ultimately, Global Mobility is about more than just getting people from point A to point B. It’s about creating meaningful experiences, fostering personal and professional growth, and ensuring that every person involved feels valued and supported. As we’ve seen, it’s those organizations that prioritize their people who thrive, even in the face of rapid change.

So, as you continue shaping your GM programs, remember this simple truth: the best strategies start and end with people. Is your GM program ready to put people first??

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