The importance of managing health and wellbeing in the current crisis and brought into sharp focus by recent events is a focus very much shared with the wider government and public sector world. The pandemic and now the war in Ukraine have cemented global mobility’s reputation as a core strategic business partner alongside HR with the emerging purpose-led, people-first approach. First called to action in the Arab Spring in 2010 and honing their skills over the years since in good times and in bad, global mobility teams have proven they can instigate crisis management procedures, ranging from immigration and visa support to emergency evacuation and risk protocols, health policy and family support. Global mobility teams and supply chains have quietly and effectively spearheaded rapid responses to crises, as well as the deployment and evacuation of key personnel, in recent decades.
Sharing insights from the international arenaWhat we need to explore now is how the global management expertise, experience of international leadership built up over many years and the agility of such organisations can be adapted to the new challenges emerging as the Ukraine crisis unfolds and threatens to draw local, regional and global organisations into more global turmoil with a human impact unprecedented since 1945.
The implications of age diversity in multicultural team working. Managing an ageing workforce in a millennial working world. I would strongly argue it is organisations that understand the value of supporting global mobility that will lead the way in the recovery. Regeneration and a rebound in productivity are essential to keeping not only businesses, but also countries and regions economically viable. But now we are in a new place as the world wakes up after two years of the coronavirus crisis and vaccinations make operations and work – remote, hybrid, cross-border and assignments of all lengths – feasible again in most regions. Many multinationals with size and scale to justify a global mobility team were also advanced in their appreciation of the value of supporting their global talent cope with the added complexities of working across borders and managing cross-cultural teams. “Deeply embedded within the company are two expectations: high impact and a growth mindset… Within this cultural framework there are also high expectations of resilience.” Microsoft were certainly already well ahead supporting their employees with wellbeing resources including learning, physical and emotional support, onsite fitness centres and clinicians, and gym membership. As Karen Sancto of Microsoft UK points out in her chapter, “As part of a global corporation, with many UK employees reporting to managers outside in another geography, we already had a remotely supported and agile workforce both from the business and from individuals themselves. Navigating the VUCA worldWell before the outbreak of the pandemic, multinational organisations – and particularly those with a HR global mobility department – were familiar with the VUCA world of continuous Volatility, Uncertainty, Complexity and Ambiguity. I have picked out these six companies in particular, which were contributed to the book by their in-house wellbeing experts or principals, because the organisations will perhaps resonate most with our global mobility audience. #Future bigger picture download professional#
This new book of case studies describes the response to the Covid-19 crisis and the lessons learned by leading organisations ranging from Fujitsu (information technology), Microsoft (technology) and Mace (construction), to Rolls-Royce (engineering and aerospace), John Lewis Partnership (retail), Jones Lang LaSalle (JLL, real estate) and Aon, the multinational professional services firm.
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