Global Mobility Manager’s 2018 Resolutions for Assignees  

If there is one thing that global mobility managers had come to realize in 2017, it is that change is not just permanent, but it is accelerating. Whether it’s the global economy, the movement of once loyal member nations to remove themselves from a league of them, or rising xenophobia across the world, the changes sometimes seem too fast to cope with. And then of course there are the emerging needs of assignees that have to be addressed, from millennials who yearn for the experiential and the user-friendly, to those who want more diversity and inclusion in the workplace. At the same time, risks still abound. Security for assignees and their families remain one sensitive point and a game-changer when it comes to signing them up for work. Healthcare is another. All these are challenges that the global mobility manager must address and resolve.

But it all starts with an inner resolution to face these issues and come up with constructive answers that hopefully will make the workplace a better place for everyone, from assignee, to executive, to the global mobility manager themselves.

With 12 months down to go to the calendar of 2018, it is vital that the global mobility manager consider these resolutions now, if they want to ride and seize the tides of change this year, instead of being overwhelmed by them.

Resolution 1:  Make my assignee a partner

I will make my assignee a partner in my global mobility management efforts, instead of maintaining the standard recruiter-talent relationship. As this study shows, assignees, especially the younger ones, are becoming more flexible when it comes to their packages. Some of them are motivated by a desire to experience the world, as opposed to climbing up the global career ladder. Instead of adhering to the standard cookie-cutter recruitment format or stubbornly clinging to the processes of the past, I will work closely with my assignees to discover how we in the organization can better utilize their talents as well as harness their motivations.

Resolution 2:  Be more courageous

At the same time, I will be more courageous in my choices when it comes to fielding these assignees while never losing sight of the bigger picture. Safety is never guaranteed at a time when terrorism has rocked the major capitals of Europe. I am also cognizant of the fact that not all international offices are open to all beliefs or so-called alternative lifestyles. Without risking the welfare or safety of my assignees, I will encourage those who do want to make a difference to try the so-called tougher field assignments while preparing them and giving them the 24/7 support they need.

Resolution 3:  Encourage diversity, inclusion, and equality

I will encourage diversity, inclusion, and equality in all the workplaces I inhabit and visit. These are the principles of a meritocratic workplace and should be seen and lived as a lifestyle and not mere intangibles to pay lip service to. In all the policies and programs I create, I will ensure that all my team members will be respected and their values honored, regardless of their race, ethnicity, gender, gender orientation, and cultural traditions.

Resolution 4:  I myself will be a team player in the greater scheme of things.

Success cannot be performed by one individual and I am fortunate to have partners who help ensure that my assignees succeed as well. These are diplomats, business leaders, educators, and housing providers like California Corporate Housing. Their support is invaluable to me and my assignees’ success.