Digital tools for managing a mobile workforce have become a lifeline for businesses and employees in less than a year. COVID-19 has forced organizations to have a reliable pulse on where their people are and to review programs that used to work disparately, exposing where digitization is necessary. Technology is no longer a nice-to-have for international HR teams trying to collaborate, exchange data, ensure a positive employee experience, deliver on ROI and assess compliance issues on a global scale.
作为消费者,我们现在比采用新工具ever in our daily lives to work, interact with each other, shop and get things done with more speed, ease and visibility. This has created new employee expectations for customized experiences at their fingertips.
在2020年，我们在人力资源转型中看到了强烈关注，全球卫生危机在加速这一趋势方面发挥了至关重要的作用。显而易见的是缺乏integrated tools and platformsis not only a source of inefficiency — it prevents international HR teams from working effectively in an emergency.
A new generation of technology solutions, specifically designed to meet the needs of decentralized and international HR teams, has boosted the adoption of automation. Building a solid business case is an essential first step in enlisting top management support when implementing new technology for international HR management and talent mobility. Here’s how digitization helps you better serve your mobile workforce.
1. Keep Pace With the Rapid Evolution of International Teams
多年前，移动外籍人士与当地员工之间的部门占据了人才流动管理。许多工具和方法支持这种二分法。今天，全球劳动力担忧变得更加复杂。Long-termassignments have to be considered — as doshort-termmoves,permanent relocations, locally hired foreigners,通勤者，扩展商务旅行, employee-initiated moves, andremoteorflexible工人。
这些演变正在改变国际人力资源团队，强迫他们考虑替代赔偿，职业 - 曲线和人力资源业务流程。技术需要反映这些更改并跟上同化优先级的步伐，包括提供更灵活的工作选项并启用远程或虚拟分配。
An international workforce creates challenges in aligning talent management processes with strategic business priorities. Successful organizations apply an integrated approach to the HR function, including a cohesive model that brings together global operating structure, technology, policies and processes. Importantly, this model also seamlessly integrates external vendor ecosystems.
从实际角度来看，集成平台的一个好处是将人才流动管理联系起来talent management, resulting in a greater focus on recruitment and retention strategies and identifyingskill gaps。人才管理问题弥补了一些最重要的流动障碍：22％的公司报告困难识别the right candidates, and 18% report career management problems.
与外部系统的集成允许创建一个中央技术生态系统，用于处理一个地方的所有供应商关系。结果是对来自外籍人士到领导力的所有人的流程和无缝过程 - 这有助于满足工作场所的消费者等级经验的期望，在我们最近的研究中清晰可见。
3. Put Employee Experience and Well-Being At the Forefront
员工想要觉得自己不仅仅是一个过程中的数字，而且雇主考虑其独特情境的名字的人。Mercer’s2021 Global Talent Trends研究揭示了更大的个性化和员工价值主张的发展，以解决不同移动员工群体的需求的员工价值主张。
New technologies allow employers to provide assignees with relevant information tailored to their specific needs. Companies can customize an employee message and automate the output, allowing for a balance between administrative efficiency and bespoke experience.
Although it’s essential to turn assignments into valuable experiences for mobile employees, what is talent mobility’s added value for businesses? Making sure metrics and cost-tracking basics are in place is a first step in empowering your HR team to deliver real value.
使用new technology to develop meaningful analytics while turning the results into actionable suggestions to improve people management will be a true differentiator for HR professionals. According to Mercer’s 2020surveyon international assignment policies, although 69% of companies make detailed cost projections when relocating an employee abroad, only 45% track actual versus budgeted costs. The rapid development of artificial intelligence (AI), combined with a growing appetite for detailed mobilitymetrics and analytics, offers new tracking possibilities. Better tracking will be needed to help ensure that assignments are backed by solid evidence of benefit for the company and employees.
Today, automation and AI have become key areas of focus across industries and business functions, particularly HR. On average, 90% of companies are已经使用了ai.and automation in HR today or have plans to invest in these areas.
How you balance costs and benefits has a direct effect on your mobile population. Many employers — 35% of participants inMercer’s survey— think current conditions are too costly. But it’s important to note that traditional cost-cutting approaches, which focus on reducing assignees’ allowances and premiums or drastically limiting the number of expatriates, often fail to meet employers’ objectives and can lead to lower assignee retention.
此外，组织需要重新计算成本管理to incorporate the cost of assignees’ packages, the overall cost of the mobility function, and the cost of attrition, failed assignments and missed opportunities. Understandingall这些元素需要一个集成的移动管理生态系统，能够从各种人力资源数据库，工资单和职业管理系统和外部供应商巩固数据。
Beyond the costs and benefits of the assignments themselves, the value of global mobility functions will likely come under scrutiny in the wake of the COVID-19 crisis. The capacity to identify and apply new tools to increase task efficiency and demonstrate value will determine mobility’s long-term success. Digitalization will empower international HR professionals to create sustainable futures for the mobile workforce, while it also remains vital for them to understand where the human touch adds value to processes and activities.