Mobility Transformation in Numbers

Talent mobility's alignment
to other business functions

Top three changes to mobility's
alignment to other business functions

Improving career management and repatriation

Scaling compensation/benefits to assignment value

Increasing integration with the HRIS technology

Top three reasons for
changes in this area

Improve leadership visibility and involvement with mobility

Create competitive mobility compensation packages

Develop the next generation of global leadership

Top three changes to enhance
mobile employees' experience

Develop mobility intranet pages/portals

Work with leadership to promote mobility

Launch employee satisfaction surveys/focus groups

Top three reasons for
changes in this area

Improve mobile employee satisfaction levels

Improve communication with mobile employees

Attract candidates to open positions

Employee attrition &
promotion rates

Plans to invest in mobility related
technology in the next 12-18 months

Accessing talent mobility data and analytics

Top three biggest gaps in current
mobility technology

Lack of systems integration

Lack of workflow functionality to automate processes

Data inaccuracy

Top three changes to the mobility
function and/or program

Revisions to individual policy components

Full policy suite review/change

Service delivery process review/change

Top three reasons for
changes in this area

Improve employee experience

Increase policy suite and program flexibility

Improve mobility management processes

Top three mobility team's skillsets
needed to successfully drive change

Ability to obtain business alignment

Understanding strategic program design

Operational excellence

Mobility Transformation in Practice | Case Studies

Top Down Commitment Propels Transformation

  • Industry: Consumer Goods Retail
  • Headquarters: United States
  • Mobile Population Size: 5,200

Long respected for their support and development, the company recognized an opportunity to better leverage the investment in their mobile population by strengthening the full cycle of the mobility value proposition. Central to their remit would be answering for: How can we tap into the experience and expertise of these individuals to support our larger recruitment, retention and employee development goals, and ultimately, extend our investment well beyond the assignment? Get the full case study

Transforming Mobile Employee Experience

  • Industry: Consumer Goods
  • Headquarters: United States
  • Mobile Population Size: 1,800

Strategy and innovation that support sustainability is essential to this organization. Global Mobility, against a backdrop of internal and external change, sought to rethink their offering, services, model and structure - beginning with an important question: How can we best align the needs of the business, expectations of our workforce, and the future of mobility, to ensure sustainability and success for all? As a result, the Global Mobility customer engagement model was successfully redesigned. Get the full case study

Technology as a Catalyst for Transformation Planning

  • Industry: Media and Information Services
  • Headquarters: Canada
  • Mobile Population Size: 600

With the aim to align with business strategy, adopt effective business partnering behaviours in addition to delivering operational excellence and effective risk management, the Mobility team recognized that implementation of a new policy suite was only the starting point for a comprehensive transformation. Upgrade to the mobility technology been identified as a key enabler of change for the team leading to immediate improvements in operational delivery and improved metrics. Get the full case study

Transforming Mobility Function for Strategic Program Evolution

  • Industry: Aerospace, Defense and Security
  • Headquarters: United States
  • Mobile Population Size: 1,600

The organization's mobility team wanted to capitalize on a larger transformation underway within HR. Their focus was on centralizing and streamlining processes to enhance the mobile employees experience and drive efficiencies and greater value-add to the enterprise. The team developed a mobility vision that aligned with the corporate strategy and managed the successful change to benefit from operational efficiencies, increased communication and better ability to focus on strategic future program evolution. Get the full case study


Webinar Recording

Transforming Mobility for the Future

Joy Lee, Director, Talent Mobility Consulting, BGRS highlights the 2017 survey key findings and how mobility can be effectively positioned as a change driver. Vania Broderick-Dursun, Global Mobility Manager, Lockheed Martin shares practical insights about managing change to the mobility function at Lockheed Martin.

About the Survey

Respondents’ Industry

Respondents’ Company Headquarters

Respondents’ Program Size

Download the Key Findings Report

Fill in the form to get your copy.

About BGRS

BGRS develops and implements comprehensive talent mobility solutions for corporate and government clients worldwide. By combining deep industry experience and unparalleled insights on the future of talent mobility, we enable our clients to design mobility programs that empower them to attract, retain and develop top performers. With more than 1,500 people across six continents, we blend global perspective with local market strength.

To find out more, visit Connect with us