There are four main reasons identified in the study driving employers to expand their mobility programmes . Firstly , to manage complex talent gaps . The “ Moving people to Work ” study identified 34 % of employers having trouble filling key positions and these gaps are heightened by the rising competition for scarce talent . Secondly to expand their global reach . Corporations continue to state that market expansion is a key driver for sending employees overseas . One key change identified in the research is the multi-lateral direction of employee engagement . While economies in the west continue to send employees to emerging markets , mobile employees from emerging markets are growing by a large percentage . This group is not only being moved to developed markets , but more often to other developing economies , as evidence by the growth in trade between Africa and Asia . The third reason for an expansion in mobility programmes was identified as the need to develop top talent . The development of high potential employees is absolutely key in the future planning of successful organisations and international experience is a fundamental component in nurturing key talent .
The head of international assignments for a European-based building products manufacturer explains their process in the report , Strategic Global Mobility : “ In our company , we have a profound succession planning process , which is discussed regularly among C-level executives . Global mobility falls directly under this .” The final reason for expansion in mobility programmes came down .
Employees themselves are asking for and expecting international experience as part of their career development and in order to ensure loyalty , HR teams recognise the importance of providing this key element in the development of their high potentials . Where previous generations had mixed feelings about the personal value of overseas assignments , Millennials in both developed and developing markets are increasing requesting international experience . So in the war for key young talent , international assignments are key .
According to the “ Moving People with Purpose ” study from PWC , 89 % of organisations indicated they plan to increase their mobile populations in the next two years . But the drivers behind mobility are changing .
Steve Cryne , President and CEO of CERC : “ Global talent mobility used to be driven by
‘…. NOT ONLY CAN CONSCIOUS CAPITALISM BE PROFITABLE , IT WILL BE ONE OF THE DEFINING MECHANISMS OF PROFIT IN THE FUTURE ’ " JEFF KING CEO ‘ BARKLEY "
early globalisation of markets and technology , a newfound access to developing markets and decreased mobility costs . Today market integration has reached heightened levels of complexity . Technological advancements facilitate instantaneous communications and rapid speed to market of new product lines and services . The balance between emerging and developed markets is shifting due to market maturation , changing demographics and the rise of government labour regulation .”