A snow covered tree stands proudly on a snowy, rocky outcrop in the foreground to the righthand side. Behind it, the gray sea blends into a pink sky with light clouds. Across the top is written, “Resilience is the fee for a seat at the top table.” In the bottom left is written “Resilience and GM, lessons learned and the road ahead.” The RES Forum logo is in the bottom right.

by Carla Foden, Growth Leader and Managing Consultant at Gallagher

Pre COVID-19 GM was seen, in many cases, as a non-revenue generating blocker. The idea that GM could be a major player seemed to be blue sky thinking. Only those with significantly sized programmes had the luxury of being pro-active and strategic.


Post pandemic, there has been a clear and significant shift

Our clients tell us that they have found their voice. And they’re finding themselves involved much earlier in the conversation. In many cases, GM is now seen as an enabler for growth, helping businesses expand into new locations, while being part of a strong Employer Value Proposition that helps attract top talent.

As great as this long-awaited wish is, the shift has happened in a very short time. As a result, mobility teams needed to call on all their reserves of resilience. Indeed, now many of our clients find themselves juggling the strategic side of mobility, whilst still needing to manage the day to day (and ensuring a high level of service) without the tools to help them navigate the world of New Work.

The need for agile processes, flexible approaches and strong partnerships with other HR functions has become key to GM success. As has the aforementioned resilience, which remains critical.

With ever-changing external impacts like ESG, work from anywhere, GDPR and tougher country regulations, GM should be regularly reviewing processes and policies, not relying on old ways of working.


The ever-changing face of the industry

The provider world is also changing rapidly. With consolidation, new entrants and new solutions, as well as ongoing developments, it’s important to recognise that the new normal most likely means the old ways are no longer fit for purpose. Change is inevitable, within every aspect of programme management.

But how does Global Mobility approach this, when the ask for extra budget and investment is still generally seen as a no?

For our clients, it typically starts with extensive research, surveys and feedback of their populations, conducted through external partners. This helps them clearly understand their strategy and gives them the means to overcome obstacles and challenges. As a result, they can properly execute a business case that explains why change is needed, based on evidential numbers and real-world case studies.

This piece is from the RES Forum research paper, Resilience and GM, lessons learned and the road ahead. Download the full paper here: theresforum.com/annual-report


About Gallagher

As part of Gallagher Multinational Benefits and HR Consulting, our Global Mobility advisory teams are specialists, who can help clients translate intent into practice, by simplifying the complex, fast moving, costly and time-consuming world of Global Mobility. We work with our clients to identify opportunities for implementing the most practical approach for their company when redefining and developing agile strategies.