Which Is a Better Skill For a Global Mobility Career?

There was a time when human resources managed all the hiring processes, but the complexities of global mobility lately has made even procurement make their own adjustments. Now it’s not unusual to find both divisions working together to hire the best global talents out there. One screens, the other seals the deal. They have their work cut out for them.

These two departments don’t have a history of working together. It probably lies in how HR has long established relationships its role in training and staffing. Now there’s global mobility where beyond HR and procurement, one is expected to do all. Something bigger than their departments emerged.

Now some HR and procurement staff have extended their roles, blurring the lines about their job descriptions, as they take on something that is in high demand these days. It may work for all, as the work of global mobility specialists can be overwhelming even for the most seasoned HR and procurement specialists. It gets even more complicated when presenting to internal stakeholders what needs to be done to hire someone from abroad.

But here’s how each can work wonders. Hiring is a purchasing decision that affects all of these professionals and companies. That can be handled by procurement.

If it’s a company transfer, a host country may find itself constantly weighing in if the hiring of its staff is an opportunity or loss for them–or if they are taking pride in someone who has made it thus far?  HR is there to cushion the blow.

Global mobility specialists certainly have a  more expansive scope of work that includes taxation and immigration, with more responsibilities as more hiring is taking place globally than ever before, for a host of reasons we know are meant to keep them competitive everywhere as a business or as a multinational.

But if you’re the hiring company how does one balance cost requirements with service expectations?

Global ,mobility specialists only hope that the hiring company is open to ideas and suggestions– and not just demanding the lowest priced mobility services or fees which can be costly, as one considers accommodation, relocation costs and a whole array of expenses just to move someone from one place to another.  

One needs someone who can navigate both HR and procurement, as they can understand the complexities of hiring process. Keeping them in your corner is the key. With many companies facing an overwhelming need to keep things centrally located where there is none, jumping from one service to another can spell trouble. For their part, mobility services should offer significant cost-saving decisions on a sustained basis.

Still, the question remains: Who would really make good mobility specialists–procurement or HR? HR has been criticized for being too much of a generalist, while procurement has little experience in relocation matters. You certainly need to leverage both skills together –and more, because there is always so much to learn.