In the Spotlight: Digitalization of Talent Mobility – The Strategic Lens

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As a partner to leading organizations worldwide, BGRS is exposed to the trends impacting our client portfolio and the broader marketplace, and continuously adapts to respond to those trends and support our clients’ needs. John Arcario, Senior Vice President of Global Strategy and Marketing for BGRS, shares his thoughts on the impact of digitalization on talent mobility In the Spotlight.

What key trends are you seeing now in the workforce and talent mobility arena?

John Arcario: As individuals, we are experiencing technological changes which are occurring at an extremely rapid pace and, just as rapidly, being utilized in our daily lives as consumers. In our clients’ organizations we are seeing this manifested as a rise in the consumerization of HR-related services across the entire employee lifecycle, with more transparency, self-serve delivery options and more personal choice. There is an emphasis on immediacy, with a need for instant response and feedback. And with an expanding range of demographic groups in active employment – from newly entering Gen Z’s to millennials to baby-boomers – there is pressure on established models and policies and a growing need for more flexibility in identifying new ways of gaining global work experience. Multi-generational preferences, combined with newly available technological advances, enable companies to respond with more flexible and personalized HR services, benefits offerings and support for new types of mobility.

As a talent mobility partner to many of the largest global organizations, we are well positioned to translate these trends into our investment in digital tools to better support our clients’ evolving talent mobility program needs.

How does BGRS work with clients to understand the impact of these trends?

John: Both for BGRS and our clients, quickly adapting to the rapid changes in the future of work is vital. In looking at the fact that 50 percent of the Fortune 500 has changed since 2001, we can understand why companies are highly focused on digital strategy, workforce skill-building, and thwarting disruption. Meeting company goals through effective talent development approaches, while optimizing their mobile employees’ experience, is increasingly complex for clients who are dealing with employee populations consuming benefits in new ways.

In addition to the meta trends that we are carefully examining, the success of our client partnerships depends on our profound insight into their strategic objectives. This year, we launched our Talent Mobility Council to further that insight through mobility leaders’ roundtables and our client forum, focus groups and innovation labs where we can test concepts, pilot new initiatives and gain critical input into our strategic initiatives. We also are actively exploring technology partnerships that bring new tools, functionality and capability into our ecosystem. These opportunities are coming from our suppliers and clients as well as from our proactive market research where we have built the capability to quickly assess feasibility and the related benefits to our clients and their mobile workforces.

What is the impact of these changes on BGRS’s digital strategy?

John: Our investment in developing new solutions and incorporating new technologies reflects our commitment to supporting our clients’ needs. Moreover, it underscores our understanding that continually calibrating our strategy in anticipation of future demands is key to sustainable growth for BGRS. As macro demographic and technological forces continue to shape and re-shape the world of work, creating new service delivery models and developing new skills and approaches are critical. As such, we are also enhancing our technology platforms to drive ever-increasing levels of data integration to improve client and employee experience enabling optimal use of analytics and cognitive technologies.

Complementing our investments is our active nurturing of a culture of innovation among our people and our commitment to building their digital expertise. The life of a skill has been cut in half, and we know that ongoing learning and agility are critical in order to future-proof our workforce and position BGRS to successfully implement our strategic investments.

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