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Rising regulations, the rise of virtual trustees and more – here are some trends and key takeaways from 10 trends, with reporting from Sarah Gideon and input from Arina Sofiahth Annual Meeting.
On Wednesday 20 March 2024, approximately 100 global workforce mobility and talent management practitioners gathered at the Westin Hotel in Singapore to attend the Talent Mobility Conference 2024, A one-day, high-level social event with rich content, dedicated to empowering employees to take action.
No. 10th At the annual conference, leaders in the field from across the region come together to focus on high-level dialogue, exchange of content, and exchange on the critical mobility issues that are of most concern in today’s changing talent landscape.
Mobility experts took to the stage to showcase their experience and insights, discussing topics such as tightening border measures, increased legal regulations, the rise of virtual transferees, and flexibility and personalization of mobility schemes.
It is reported Sarah Gideonthe input comes from Alina Sofiahere are some highlights from the meeting.
*Note: While some parts of the content are shared in the context of Singapore, HRO believes the overall points will remain relevant and noteworthy to readers across the region.
“Yes, and”? How about, “Yes, but”
Our speaker kicked off this year’s Talent Mobility 2024 event by sharing her valuable insights on turning the desire to move into a pragmatic, comprehensive future that aligns with talent management goals.
During the meeting, the leader shared her thoughts on how to manage mobile talent, ensure a richer succession pipeline, and meet business needs amid talent shortages.
She highlighted three key points that shape the landscape:
- Talent pool remains limited. However, as mobility is combined with talent management, it can open up a larger talent pool. Additionally, this limitation will allow the entity to focus on a larger talent market globally. Certain skills require sourcing as they may not be available in a particular market. Through the close cooperation of talent management and mobility, talents with the required skills can be found in the shortest possible time and at the lowest possible cost.
- Organizations are increasingly forced to address the underrepresentation of various demographic groups, including women and minorities. Additionally, there is an urgent need to address the high concentration of nationalities in certain roles or locations. This imperative should prompt organizations to expand their search for talent beyond traditional boundaries. By doing so, they not only draw on different skills but also enable individuals to relocate into an environment where their roles and needs are more effectively aligned.
- Retaining talent will help eliminate boundariesgiving employees greater flexibility and even enabling these employees to take advantage of all the resources of the organization, regardless of their location.
Speakers also shared some insightful knowledge on how to go beyond just saying “no” when saying “yes, but” and instead have a more open conversation. Rather than pretending to be gatekeepers, mobility professionals allow assignees to have a more valuable mobility package experience by specializing in different areas, thereby enabling a more engaging process despite a host of red tape.
Building Asian talent capabilities
Another key theme discussed in separate sessions was the need for a thoughtful and comprehensive approach to talent mobility.
Here are some key takeaways from the meeting:
- The importance of “localizing” and investing in local successors, rather than relying solely on imported talent – especially as a new breed of employee emerges: born in one place, educated in another and currently working in another.
- There is an increasing need for mobility inclusivity, addressing perceptions of mobility transformation schemes and more.
- It’s crucial to understand the company’s reason for being in a particular location. If this isn’t primarily about talent that can be hired, developed and promoted, it will prompt a rethinking of the original decision to set up a business there.
- There is a need to hire more experienced and seasoned employees than fresh graduates to grow and develop talent.
- Singapore’s COMPASS framework provides companies with a clear idea on which talents they should focus on for employment certificates.
- Across the globe, immigration protectionism is on the rise. In Singapore, however, there are more upfront discussions, fewer rejections, but more considerations.
- It is important to move from a “customer at risk mindset” to a business mindset to ensure talent management understands the needs of the organization and how talent and the company can benefit from sending talent overseas.
achieve communication
In a panel discussion on Talent Mobility, our panelists and moderators came together to discuss Career development and succession planning framework to ensure visibility of expatriate performance in home and host countries.
Additionally, the panel discussed the importance of taking a joined-up approach through which the desire to manage mobile talent not only ensures a richer succession pipeline but also meets business requirements following talent shortages.
One panellist pointed to the need to build relationships between ‘home’ and ‘hospitality’ line managers and mobile staff, stressing that investing time in enabling line managers to better communicate and stay connected with staff was crucial. Facilitating skills development and providing feedback between ‘host’ and ‘home’ line managers are key drivers that lead to robust, fulfilling and successful assignments.
Discussions also revealed the need to track stakeholder feedback, as engaging and open dialogue with assignees and stakeholders can facilitate the vulnerability of sharing mission stories of successes and failures.
Finally, both panelists shared a similar sentiment that mobility and HR functions need to work in tandem, noting that feedback gathered from stakeholders and assignees should be collected by the HR team and shared collectively so that feedback can be A consumable form of presentation and may be challenged for improvement.
ASEAN’s evolving migration framework
In a fast-paced lightning talk, the two leaders took the stage to analyze one of the most interesting topics facing today’s mobility leaders—border operations—and how companies can de-risk workforce planning.
With the introduction of the COMPASS framework in Singapore in 2023, there will also be a number of updates to the work permit legislation, such as qualifying wages and the definition of “digital nomads”.
When pushing for such impactful legislative change, the two speakers shared three key strategies that worked for them and that other leaders can consider:
internal changes
- Work with immigration partners to organize information sessions to provide employees and stakeholders with a better understanding of the COMPASS framework.
- Educational Qualifications – Learn who is qualified to be hired based on required criteria.
Stakeholder management – whether the business operates within or outside Singapore
- Have a meeting with headquarters to let them know this is coming so they can review what is needed.
- Reach out to business function leaders for their input and feedback.
Speakers also emphasized the need for effective communication strategies to allay any concerns.
Communication strategies to alleviate concerns.
How to support future-oriented mobile travel plans
The End of Talent Mobility in 2024 is a panel discussion in which Speakers discussed the following topics:
- How to determine the most effective and impactful mobility strategies.
- Determine the criteria used to determine salary for mobile employees, such as external benchmarks, cost of living, skill sets, etc.
- There is an opportunity to move beyond one size fits all and provide employees with greater flexibility to choose what works best for them, and the impact this personalization has on the employee experience.
- Action requires a change of mindset Adopt a more flexible mobility strategy.
The panel acknowledged that mobility is an evolving concept. Still, they agree that it’s important to develop high performers and young talent – this mobility can inspire them and even come back with updated skills.
Panellists also emphasized the need to leverage artificial intelligence to develop leaner, more effective and more reliable action strategies. Relying on artificial intelligence can speed up the mobility process by matching skills to ongoing projects in the organization, allowing employees to decide for themselves whether this is a project they want to take on.
One panelist shared the key concept of “test before you buy”, which allows expats to try out mobility packages without having to move abroad. Additionally, it provides a mobile experience of doing something outside of your own team and within the constraints of any location.
Another panellist said that as mobility develops, more single people are moving overseas, rather than those with families or spouses. This is due to cost efficiencies, as well as ensuring a higher likelihood of successful distribution.
Human Resources Online Thank you all Speakers, Moderators, Panelists, and the valuable contributions that attendees made to this event.
We would also like to thank our sponsors and partners for making this conference possible:
Gold Sponsor
ink cartridge
Silver Sponsor
Serve
Viato Partner
Exhibitors
AIA Corporate Solutions
Big World Service Apartment
pound dictionary
Also read: HRadiO: Shazy Tan on the importance of cost-friendly and high-impact talent mobility solutions
Lead Pictures/HRO
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