Mobility

Mo_Mar2012 issue

Issue link: http://mobility.worldwideerc.org/i/55531

Contents of this Issue

Navigation

Page 66 of 111

D espite the current state of the economy, global companies still need to lay the groundwork for growth. In doing so, planning for an increase in the mobile workforce is a crucial step toward supporting strategic business objectives. This is where it is critical to connect HR's efforts with talent mobility. After all, without a cohesive, talented team, a company cannot thrive. CAPTURING TOP TALENT The competition for top talent is a motivating factor for many companies to focus on shoring up internal talent. Momentum for talent mobility appears to be building with companies recognizing its mounting relevance in the workplace. What are the risks if an organization lacks a comprehensive engagement strategy? Top talent may disconnect, or worse, resign if they do not see a clear career path. According to a 2011 Taleo Research white paper, "Australia Talent Mobility," the growth of the business is jeopardized if the talent pool is clogged with employees lacking the appropriate mix of skills and experience to step up into key roles. "One of the cornerstones of our philosophy is that we promote from within, so we have a robust annual career development process in place," says Gina Haesloop, GMS, global mobility manager at UPS in Atlanta, GA. "Our career development process helps individuals continuously grow, learn, and improve throughout their careers. It is more than just promotions or lateral rotations; it is accomplished by combining the individual's needs with UPS' current and future business needs. People grow, learn, and improve best when they are given work that provides challenges within their potential, opportunities to use their strongest skills, opportunities to do what interests them, and opportunities to be involved in activities that they value and to which they feel a strong sense of commitment." UPS is not the only company with this attitude. It is becoming the mantra of growing companies as well as global giants, as talent has become a valued asset and critical to continued growth. Turner Broadcasting has several programs in place to excite and engage talent once they have accepted an assignment. "One way we make a difference in workforce integration is with our community involvement group," says Jacqueline Welch, senior vice president of international HR at Turner Broadcasting in Atlanta. "The group sits down with each employee to see how quickly they can be involved in the greater community outside of Turner." This is part of Turner Broadcasting's Total Rewards program. In addition, Turner Broadcasting offers a unique program in which the relocating employee is paired with another employee who has had a similar role and/or mobile assignment to provide support and a sense of community. "We do a pretty good, precise job of matching up Turner colleagues," says Welch, explaining the success of the program. TALENT DEVELOPMENT According to Nettie Nitzberg, principal at WOW! Transformations, a talent development consulting firm based in Boston, MA, "in-boarding" is just as www.WorldwideERC.org | Mobility 65

Articles in this issue

Links on this page

Archives of this issue

view archives of Mobility - Mo_Mar2012 issue