A man sits on a bridge spanning a wide canyon. Far below him, the river meanders into the distance, narrowing until it vanishes at the top of the image. Steep, forested hills rise either side. On the right-hand side is written, Aligning corporate mobility and talent management into a successful cross-border employment strategy. In the bottom left it says, Talent Management through GM. The RES Forum logo is on the bottom right.

by a global head of cross-border employment in the FMCG sector

 

As the Global Head of Cross-Border Employment for a leading global FMCG firm, I have overseen our strategic initiative to align the activities of our corporate mobility team with those of our internal recruitment and talent management teams. This alignment has yielded numerous benefits, significantly enhancing our capability to attract, develop, and retain top talent. Here are five clear observations from this experience, demonstrating the impact of this project.

 

1. Enhanced Collaboration and Efficiency

By aligning our corporate mobility and talent management teams, we have created a more streamlined and efficient process workflow, integrated into our overall ~hire to retire~ framework. Previously, even my regional mobility teams operated in silos, often unaware of their internal talent team counterpart’s goals and recruiting needs. Now, regular cross-functional meetings and integrated project management tools ensure both teams share critical insights about employee needs, skill gaps, and upcoming talent requirements. This collaborative approach has reduced redundancies, improved communication, and ensured that mobility programs align perfectly with our talent development goals.

 

2. Improved Talent Retention

A well-aligned mobility and talent management strategy directly impacts employee retention. Research from the Fraunhofer Institute for Industrial Engineering (IAO) in Germany highlights that employees are more likely to stay with an employer who offers clear career progression and international opportunities. By integrating mobility into our talent management framework as its own pillar – ‘international careers’, we provide employees with personalized career paths that include international assignments, which has been shown to increase engagement and loyalty. Since the implementation of this strategy, our voluntary turnover rate has decreased by 15%, indicating higher satisfaction and commitment among our workforce.

 

3. Strengthened External Employer Brand

The collaboration between our mobility and talent management teams has significantly bolstered our external employer brand. According to a study by the Chartered Institute of Personnel and Development (CIPD) in the UK, companies with robust international mobility programs are perceived as more attractive to potential candidates. By showcasing our integrated approach to career development and global mobility, we have positioned our firm as a premier destination for top talent and subsequently won several prestigious recruitment and international talent management awards. This has led to a 20% increase in applications from high-calibre candidates, particularly those seeking global exposure and professional growth.

 

4. Careers Without Borders

Aligning these teams has enabled a more holistic approach to talent development. Instead of viewing mobility as merely logistical support for international assignments, we now integrate it into our broader talent strategy. This includes identifying high-potential employees early and providing them with international experiences that develop crucial leadership and cross-cultural skills. Research by the German Institute for Economic Research (DIW Berlin) supports this approach, indicating that international assignments are critical for developing future leaders. Consequently, our leadership pipeline is stronger and more diverse, with 30% of our senior leaders now having substantial international experience.

 

5. Data-Driven Decision Making

A significant benefit of this alignment has been the improved use of data in decision-making processes. By combining data from both teams, we have gained richer insights into the effectiveness of our mobility programs and their impact on talent development and retention. For instance, we now track the post-assignment career progression of employees, correlating their experiences with performance metrics. This data-driven approach has allowed us to fine-tune our programs, ensuring they deliver maximum value. Recent research from the European Foundation for Management Development (EFMD) indicates that companies leveraging integrated data analytics in talent management achieve 25% higher employee performance rates.

 

Conclusion

Aligning our corporate mobility and talent management teams has proven to be a strategic advantage, delivering substantial benefits across multiple dimensions. Enhanced collaboration and efficiency, improved talent retention, strengthened external employer brand, holistic talent development, and data-driven decision-making are just some of the key outcomes. As we continue to refine and expand this alignment, we anticipate even greater success in attracting, developing, and retaining the best talent in our sector. This integrated approach is not just a competitive advantage but a necessity in today’s global business environment.

 

RES Forum research

This piece is taken from the RES Forum research paper Talent Development through GM: key to winning the war for talent? Written by Professors Michael Dickmann and Benjamin Bader, the paper opens with a quote from Benjamin Franklin: “Hide not your talents, they for use were made. What’s a sundial in the shades?” From there, the paper outlines the risks of not recognising, using or developing talent and seeks to link talent management with the opportunities found through Global Mobility.

 

Get your copy of Talent Development through GM: key to winning the war for talent? here: theresforum.com/annual-report