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 EMPLOYER BRANDING ..define company footprint, the “culture”

The value of messaging … communications and engagement … critical. As competition for really good talent continues to increase, employers should clearly define and communicate their employment value proposition … especially to assignees and families because they are THE BRAND to the new community.

Employer Brand = culture/perceptions of what the company stands for, what it represents to its internal customers … and to external customers.


Physical Health

Mental Health






HR and Mobility managers are not always directly responsible for all compliance and risk management issues, but they are in a unique position to act as expert advisers and educate the business about potential problems in an internal context, coordinate activities, and anticipate issues.

Furthermore, they are on the front line when it comes to assessing the risks of losing mobile talent. The increasing involvement of mobility managers in major business issues lead to questions about the responsibilities and purview of the talent mobility function.

It opens up more opportunities for talent mobility team to play a more strategic role in the organization and get recognized for that.

Memo from GLOBALHRnews: Info provided by MERCER.

Learn much more, read the full story, click here



not all expatriates are equal when facing risks

or, more precisely, risks might be different for various assignee groups

Assignees can be the target of discrimination because of their nationality, ethnicity, religion, social class, gender, sexual orientation, disability, or age. This is further complicated by the fact that some minorities are invisible.

Family members of the expatriates themselves can also be the target of discriminations. These issues could be easily overlooked by the company unless they are flagged by the assignees themselves.

An accurate assessment of the degree of discrimination for all assignee groups in each location is needed.

A difference should be made between objective barriers (legal or widespread problems) and subjective perception or prejudices that can addressed through training and communication. Whenever possible prejudices should be fought, but it is important to recognize objective difficulties.

The assessment of objective hardship levels is important to differentiate real barriers to mobility from simple preference or convenience matters.

Compliance and legal teams should be involved in the process for the most problematic locations.

Memo from GLOBALHRnews: Info provided by MERCER. Learn much more, read the full story, click here

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Simply, We serve the business of building global business and a global talent pipeline.  Managing to have the right talent in the right position, in the right location, at the right time, and at the right price.

For the world we will be living in … Global HR’s strategic role in global business

Global Workforce Strategy/Development/Management of Talent Life-cycles;

Coaching globally-mobile-talent .. goal is Accelerating Performance;

Teaching Global Mindset by understanding then communicating to globally-mobile-talent the role and their responsibility of EMPLOYER BRAND;

Getting to a measurable RoI via applying new skill-sets in next assignment/project



“Local/Regional live event” audience involvement / engagement at briefings, luncheons, conferences; “Global Broadcasting“; online and print. 

Based on company files, Linked-in and Twitter connections/followers, + Google Analytics info, the audience since 2002 has been and continues to be US-wide and global: CHRO, VPHR, Global HR, functional heads and managers of workforce strategy, learning, business travel, benefits, talent mobility +SME executives representing “solutions” from the national and global spectrum of services / products.  

INFO?   Please contact me +1.619.787.3100   or email   publisher@globalbusiness.media

Business is Changing.

HR Leaders Need to Change With It.

CHROs need 4 key skills . 

Digital transformation is a top priority for CEOs. Yet, according to Gartner’s 2018 Future of HR Survey, more than 60% of CHROs worry they’re unprepared to manage coming technological disruptions.

So, while the core attributes of a good CHRO—critical thinking, creativity, leadership, and communication—have stood the test of time, they need additional skills to build talent organizations that can move at the pace of today’s business.

CHROs need four key skills to thrive in the future. And the skills may surprise you.

Move fast, communicate faster

According to the Deloitte Global Human Capital Trends report, 91% of companies still rely on the traditional HR practice of annual reviews. But in a world where entrenched business models are being systematically disrupted, employees need feedback on a continuous basis, not just once a year.

To build organizations that can change course quickly, CHROs should embrace an agile approach, favoring faster feedback and ongoing reassessment over multi-year planning. They can use AI-powered performance review tools like ADP Compass or Humu, which crunch data on workers’ productivity and give them “nudges” on how to improve it in real time.

CHROs can also hire data scientists to customize their company’s analytics to measure key objectives (say, faster time to market for new products, or improved customer satisfaction in call-center interactions)—an approach that may pay dividends over the long haul as their analytics needs evolve.

Think (even more) strategically

CHROs need a strategic vision to be indispensable in the boardroom. According to Peter Cappelli, professor of management at the Wharton School, “helping the CEO make judgments about top jobs is the path to influence.” This calls for a combination of business savvy and data science.

Consider the hypothetical example of BankX, a financial services provider that seeks to integrate blockchain technology into its operations.

The BankX CHRO will need predictive modelling tools to answer core strategy questions like: How many blockchain experts do we need to transform our processes? How and where can we recruit the best candidates? Is it more cost effective to retrain in-house talent or hire experienced (and pricey) pros?

Know your workforce

More than half of workers say their job responsibilities are too opaque, that they strain under too many demands, and that they’re entangled in to too many professional relationships, according to a recent Gartner study. Yet only 18% of CHROs rank rethinking and reconfiguring organizational structures as a priority within the next three years.

CHROs need sensitivity to the needs and desires of their workers. “There’s data to prove that when employees feel the organization appreciates them, their engagement and productivity levels go up,” Margaret-Ann Cole, human resources expert and president of Crenshaw Associates, shares, “you can use that data to define and refine better programs to attract and retain talent.”

Luckily, a host of new tools exist to measure employee engagement. Vibe’s algorithm analyzes emojis and word choice on Slack to gauge a team’s mood. AI software Keen scans employees’ anonymized emails to discover and contextualize emotional trends.

Build—and sell—your vision

CHROs who want to transform entrenched HR processes need to effectively communicate their vision to win buy-ins from key stakeholders across the company. This includes articulating a hiring and growth strategy that accounts for changing workforce dynamics.

In the United States alone, more than 40% of workers are engaged in contingent and gig work, according to a 2018 Deloitte study.

Forward-leaning CHROs need to think about building teams with the right mix of full-time staff and project-based freelancers. They also need to future-proof their talent pool by reskilling and upskilling employees for evolving business objectives.

For CHROs to succeed on these shifting sands, they will need to lead the way from old HR processes into digitally advanced ones.

Read the CHRO POV study to discover how ServiceNow is driving digital transformation and explore more insights for leaders here.


Global Talent Mobility and Reward Priorities

By Olivier Meier, Mercer

We tend to view expatriate compensation through the prism of the opposition between home and host-based pay. In other words, should we rely on the traditional balance sheet approach or localize the employees? Over time, companies have been exploring the continuum between these two opposites and looking for compromises such as “expat light” packages or local plus approaches.

The second traditional area of focus of expatriate remuneration is about finding the right mix and payment level for the allowances and benefits – sometimes in isolation from the wider reward context. While these two aspects of expatriate compensation remain important, mobility managers cannot ignore the wider trends affecting rewards.

Mercer’s Global Talent Trends 2019 study highlights the main concerns of management related to reward. These concerns stems from the major changes affecting the global workforce: fast technological changes leading companies to find talent with digital skills, new generations entering the workforce, and more generally the growing diversity of the international workforce as well as the emergence of international gig workers. Mobility management won’t be spared by these changes.

More diverse rewards 36%
Drive pay for performance 35%
Reward for high demand skills 32%
Career moves as rewards 32%
Skill-based pay 32%
Pay band level equity 31%
Compensation transparency 30%
More compelling EVP 27%
Align reward with org structure 27%
Gig worker reward strategy 26%
Redesign jobs 25%
Decrease compensation costs 22%
HR’s Rewards Priorities for 2019

Source: Mercer’s Global Talent Trends 2019 study