2024 Global Talent Survey

The role of global talent mobility teams is evolving quickly and they must adopt a boundaryless HR mindset to keep up. This vision, outlined in Deloitte Insights' 2024 Global Human Capital Trends report, transforms HR from a specialised function to a co-created and integrated discipline. Leveraging this data can help organisations understand the priorities and aspirations of these teams, leading to an enhanced employee experience and greater well-being in a constantly changing global workforce landscape.

Key takeaways:

1. The revival of business travel, coupled with heightened expectations for hybrid and remote work assignments, is driving many employers to proactively manage potential risks.
2. As Global Talent Mobility teams gain more access to data, the demand for digitisation becomes more apparent. Investing in progressive technology like Generative AI can reduce manual efforts, streamline operations and improve business outcomes.
3. Effective data integration is pivotal to the success of a vendor ecosystem. The ultimate objective is to streamline vendor management, enabling Global Talent Mobility teams to focus more on business advisory and strategic tasks.
4. The expanded scope of the Global Talent Mobility function typically requires adaptability and potentially strategic restructuring to effectively manage a skills-based organisation across borders.

Demographics, strategic placement and operational frameworks

Deloitte’s Global Employer Services conducted a global survey to understand the landscape of Global Talent Mobility across various industry sectors and regions. The survey received responses from 114 participants, mainly Directors and VPs from Asia Pacific, Europe, Middle East and Africa and the Americas regions. The Technology, Media, & Telecom sector was the most represented industry, comprising 18% of the responses, with the Consumer sector following closely at 16%. 

Almost 40% of respondents were from medium-sized organisations with a total employee headcount ranging from 10,000 to 50,000. Most respondents reported having between 101-500 mobile employees in a typical calendar year, indicative of a medium-sized programme.

Team composition, alignment and service delivery models

In relation to where Global Talent Mobility teams report to within their organisation, the survey found that 43% of respondents primarily sit in Total Rewards and for those whose team spans more than one function, HR Ops/Shared Services takes the lead, followed by the Tax function.

Travel patterns 

The survey explored travel patterns related to the distributed workforce, which revealed that two-way temporary assignments, defined as international moves for a set period, remain as the primary travel pattern (86%). Most respondents (68%) indicated a focus on "Business Travellers" for future travel patterns, with "International New Hires" following closely. This aligns with the increase in face-to-face interactions since the COVID-19 pandemic.

Vendor support 

When examining the role of vendor support in Global Talent Mobility, 44% of respondents said they were satisfied with their current model, while 18% anticipate an increase in outsourced support in the next two years. Among Global Talent Mobility teams that outsource vendors, 63% prioritise technical expertise in the areas of tax and immigration. Find out more in our full report.

Programme priorities 

"Business Partnering" was viewed as the most important priority for shaping Global Talent Mobility programmes, reflecting the strategic role of Global Talent Mobility teams in achieving their organisation’s objectives. Effective collaboration and alignment between different parts of the organisation is also crucial in an increasingly global environment. 

More than half of respondents chose "Operational Excellence and Efficiencies" as the strategic initiative they most want to advance, as organisations are continuously seeking ways to improve performance, reduce costs and streamline processes. Read more in our full report.

Technology enablement 

In taking a closer look at the technology that powers Global Talent Mobility, the survey highlights the prevalent use of vendor and HRIS systems. Organisations aim to optimise their existing technologies in the next two years to address the complexities of a dispersed workforce. Respondents plan to supplement, connect and optimise their tech to create flexible environments that serve diverse fact patterns. 33% of organisations plan to invest in Generative AI for future Global Talent Mobility enablement, which can be pivotal in enhancing the employee experience and creating efficiencies. 

Summary 

Deloitte's survey shows that Global Talent Mobility teams remain increasingly integral in shaping the future of work and business. As talent marketplaces become more global and HR becomes boundaryless, these teams are transitioning to a cross-functional discipline and adopting a more collaborative approach. This shift emphasises the pivotal role of Global Talent Mobility teams in driving progress towards a more interconnected, global work environment.