The Global Phoenix - Issue 4 The Global Phoenix - Issue 4 | Page 18

3. Journey and process mapping (for big smiles and a happy budget)
Design and document efficient processes that also create quality employee experiences. With
global mobility crossing multiple sectors within and outside of the company, opportunities
abound for service breakdowns and miscommunication.
Don’t let moments of brilliant service get lost or forgotten in a process that is not supporting
throughout. Journey mapping will reveal areas for improvement and create more positive
experiences within the mobility program for everyone involved—mobile employees and your
mobility team alike. Companies are tapping into the behavioural psychology concepts of
sequencing, segmenting, and providing control when redesigning the journey. Stakeholder
interviews almost always reveal those areas that can be improved.
4. Equip and inspire mobility stakeholders
Educate recruiters, hiring managers and all talent stakeholders so that they understand available
programs and the nuances to specific benefits that support the attraction, development and
retention of existing employees. Known for developing existing talent, rotational and short-
term assignments are also great options that offer flexibility to attract great new talent into the
organization.
Make sure all cast members know their parts and how they fit into the overall employee mobility
experience. Even if their part seems to have a minimal impact on the employee’s mobility
journey, their knowledge of the program can be reinforcing along the way.
For those stakeholders that have a greater impact, they need to understand the mechanics of the
process and how they can have a greater positive influence.
5. Be visible, transparent and celebrate your wins together
A recent Mercer study (Talent Trends: 2017 Global Study) revealed that 92% of employers expect
an increase in competition for talent this year. Interestingly, AIRINC shared that mobility teams
are speaking to host business units, talent management and senior leadership less often than
they did a year ago.
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