WhatIsYourBiggestTalentMobilityChallenge

What is your biggest talent mobility challenge this year and how are you resolving this?

Sheila Pang asks this question of three senior talent mobility leaders. Top challenges include successful repatriation of returning secondees, team resourcing and the manner in which globalisation efforts can be accelerated.

Dr Adrian Moule, Group Director, Talent Acquisition and Global Mobility at Emirates Telecommunications Corporation (Etisalat) :

The biggest challenge this year, in terms of Talent Mobility is, without doubt, successful repatriation of retuning Secondees. This was a big challenge for us last year and will remain so during 2015.

Historically, the issue has been one of sending talented individuals on assignment, but with planning for repatriation as an afterthought. Given the way our industry has developed, over the last few years, there was a clear need to send talented and highly skilled employees to new and developing markets. Clearly, this is a classic case of assignments termed “Skills Gap”.

This cadre of skilled expatriates has established both management practices and transfer of technical know-how in the overseas Operating Companies (OpCos), where local skills were not present at the time. As these markets have developed and local capability has been increased, there is less need for these skilled expatriates to remain on assignment as the local workforce starts to take over these technical roles and as managers start to develop and work their way through the ranks.

The biggest challenge this year, in terms of Talent Mobility is, without doubt, successful repatriation of retuning Secondees. This was a big challenge for us last year and will remain so during 2015.

We all know that assignments cannot last forever and we have put firm end dates in place to manage assignment length.

Dr Adrian Moule

 

 

 

 

 

 

 

Dr Adrian Moule

While this has a tremendous (positive) effect on the balance sheet of the OpCo by reducing numbers of high cost expatriates, it means that these individuals become ‘at risk’ and they need our support to help repatriate them in a positive way.

To support these employees, we contact them well in advance of the planned repatriation date in order to ensure their CVs are completely up to date. Coming from a Talent Acquisition role, I can also give them some help with ensuring they capture their key achievements. Often, these are missing as 90 percent of people seem to focus on their responsibilities rather than their achievements. Once their CVs are complete, we circulate it proactively to all the departments in the Home OpCo to search for opportunities.

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