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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%|
|Pay band level equity||31%|
|More compelling EVP||27%|
|Align reward with org structure||27%|
|Gig worker reward strategy||26%|
|Decrease compensation costs||22%|
|HR’s Rewards Priorities for 2019|