Talent Mobility, But not as we know it.

12 January by Miriam Heale


Explosive growth in emerging markets is creating a huge increase in the number of employees working outside their home location and critical shortages in talent in specific markets, such as Planning, Environmental Engineering and Renewable Energy in our marketplace alone. 

A consequence of this is that talent mobility is being pushed up the boardroom agenda. 

PWC have recently published their Talent Mobility 2020 and beyond report which highlights the requirement and inclination, especially within the millennial generation, to embrace the growing culture of increased global mobility within the jobs market.

The report paints a fascinating picture of recruitment for the future, highlighting the important role played by recruitment professionals; "Talent management will become a key strategic tool, which places great responsibility on the shoulders of HR [Recruitment]."  "Talent and mobility strategies will need to progress significantly to keep pace with this change and the further increases in mobile employee numbers we expect to see. We’re not yet consigning existing models for international assignments to the history books, but the changes underway surely call for a radical rethink."

At ALLEN & YORK several of our clients already engage us to source 'rare' talent from across the international talent pool, looking at both relocating options, as well as sourcing local talent.

"Mobility opportunities are now recognised as a key element in attracting, retaining, developing and engaging talent. This is particularly true of the millennial generation; 71% say they want and expect an overseas assignment during their career." the report states.  

Local talent creation is as important as mobility; Tom Albanese, Chief Executive, Rio Tinto UK comments; “We really do need to staff up local businesses with people from those countries. It doesn’t make sense to have large numbers of expats working all round the world as it’s just very expensive, so we have to train, we have to develop and we have to attract the right local talent. For the most part these locations are in pretty wild places. And now most professionals want to be in urban locations, particularly if they have families. So it’s an increasing challenge to induce people to work in those difficult locations.” 

Amongst the questions report poses for employees are;

  • Have you mapped and tracked your mobility needs to determine what skills you will need and when and where you need them?
  • Have you aligned your talent management strategy with the wider business strategy?
  • Is your HR function equipped to deal with the challenges ahead?

If you need support with your recruitment strategies into 2016 and beyond, contact ALLEN & YORK 01202 888 986

Read more in the PWC Talent Mobility 2020 and beyond report