CATALYST Issue 3 | Page 12

S Soundbites | Catalyst Smart organisation development is essential for global mobility MICHAEL DICKMANN Professor of International Human Resource Management at Cranfield University School of Management What happens when, despite a collective desire to be internationally flexible, individual employees are unwilling to commit to global work? Michael Dickmann, author of last year’s annual report for The RES Forum, offers suggestions for businesses to encourage international careers. Where should businesses start on their journey to global mobility? Global phobia is a challenge for corporate branding, in the sense of working abroad becoming attractive for job applicants and existing staff. Businesses should consider operating two marketing ‘campaigns’: one to convince individuals who have little international work experience that global careers are worth pursuing, another to advertise their cross-national work value proposition to existing globalists. The former requires celebrating successful cases and pointing out the benefits of working internationally. The latter may take the form of PR or social media initiatives, but the key is to broaden, or rethink your target audience and recruitment strategies. Selecting candidates based on emotional intelligence, cultural agility and other qualities atypical of the usual head-hunting process is advantageous. The organisation has to live its global value proposition. Minding the future skills gap The digital skills gap is a worldwide problem. In Building a Better Working Europe, for example, EY reports that digital skills shortages are damaging the continent's economy. Such shortages could cost the UK close to $150bn over the next 10 years. We spoke to Jason Fowler, director of HR for the UK and Ireland at IT services and solutions provider Fujitsu, about future digital skills needs. How has the digital economy changed skills requirements? I think this falls into two categories. First, the digital economy demands How do you suggest they do that? An overseas placement has to be worth it. Instilling internationality into the fabric of a successful career means rewarding people for their global mobility. Think beyond the successful recruitment of an internal or external global careerist and develop a long-term retention strategy. Are you giving them the best chance of career progression by assigning a location, duration and job role that complements their own plans; for example, allowing them to acquire global business acumen? Are your global- mobility programmes specific, measurable, achievable, results-focused and time-bound? How will you manage and monitor them? An ideal programme would consistently assess progress against key objectives to ensure that global mobility benefits the individual as well as the business. AI in HR When it comes to using (Source: Littler Annual Employer Survey) 31 % HR strategy and employee management 4 in 9 g a % nd hiring Recruit 12