Global Mobility strategy as a response to the talent shortage in Norway

Deloitte Advokatfirma

A recent report by the European Labour Authority (ELA) shows that every European country will face labour shortages moving forward. However, the report highlights Norway as the country with the largest imbalance between demand in the labour market and workers with the relevant skills available.

This understandably is putting talent attraction and retention high on the agenda of Norwegian (and other European) organizations. This is an opportunity for Global Mobility to align with the organization’s business strategy and talent strategy.

Rather than transactionally moving people, Mobility’s new target value proposition is offering the business and Talent Acquisition a compliance strategy with the flexibility needed to attract and retain top talent (Airinc, Mobility Outlook Survey Report 2022). According to the Airinc Mobility Outlook Survey 2021, 72% of executives think that the ability of their people to adapt, reskill and assume new roles is the most important or second most important factor to navigate future disruptions, and 41% of executives said that building workforce capability through upskilling, reskilling and mobility is one of the most important actions they are taking to transform work.

Global mobility can deliver on the global talent strategy by:
  • Sourcing future-fit skills, whether this entails physical relocations, virtual or hybrid assignments.
  • Using easy to understand policies
  • Supported by streamlined yet agile processes
  • Enabled by digitized, on-demand self-service.

Furthermore, Global Mobility can become an important part of the employer branding, making global mobility an opportunity for growth and development for the organization’s people.

Three key opportunities to align Talent, Global Mobility and the Future of Work

  1. Ensure the Global Mobility policy framework and approach is designed to algin to the internal mobility program and support the overall talent objectives for different workforce segments and the future of work strategy
  2. Create deliberate strategic mobility business plans at the outset of each assignment linked to business and individual talent goals
  3. Develop a brand where Global Mobility is synonymous with talent growth, with movement supported through a wide range of assignment types.

Deloitte has extensive experience guiding and assisting organizations to create a global mobility framework that supports the talent and business strategy. Please reach out to us if you are interested in learning more about how we can help.

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