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12 - Roles and Challenges for Global Mobility Departments

from Part II - Different Types of Expatriates and Stakeholders

Published online by Cambridge University Press:  12 November 2020

By
Michael Dickmann
Edited by
Jaime Bonache ,
Chris Brewster  and
Fabian Jintae Froese
Jaime Bonache
Affiliation:
Carlos III University of Madrid
Chris Brewster
Affiliation:
University of Reading
Fabian Jintae Froese
Affiliation:
University of Goettingen
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Summary

This chapter addresses the following questions: Why and how do we need to rethink GM to enable it to master its future? What roles do GM professionals enact to refine their work and to make working abroad more attractive? Overall, this chapter explores the pressures that GM professionals are facing, provides insights into the roles of GM departments and develops a refined GM model. Notwithstanding some of the limitations that diverse contexts, diverging managerial objectives, lacking GM capabilities, and implementation difficulties present, it can be argued that smart, agile, flawless, and efficient GM work (SAFE GM) is at the core of a successful GM department. Smart organisational development and talent management; agile approaches to embrace a multitude of GM challenges successfully; flawless design of programme management and compliance approaches; and efficient ways to structure GM rewards, are leading to a professionalisation of global mobility work. Enacting this SAFE GM framework is likely to strengthen the position of GM departments in their organisation, making their work more strategic, operationally focussed and important.

Keywords

Global Mobilityroles of global mobility departmentsexpatriationSAFE modelfuture of global workingglobal talent managementinternational rewards
Type
Chapter
Information
Global Mobility and the Management of Expatriates , pp. 289 - 314
Publisher: Cambridge University Press
Print publication year: 2020

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