Collaboration key to successful talent mobility

All stakeholders should have common understanding, align incentives: Report
By Amanda Silliker
|Canadian HR Reporter|Last Updated: 02/13/2012

About three years ago, COM DEV sent several Canadian employees to India to work on a project. Upon arrival, the employees were all treated differently — from accommodations and support to mobility premiums and recognition — although they were in the same location doing the same work, said Paul Dyck, vice-president of HR at the 1,300-employee space equipment manufacturer based in Cambridge, Ont.

“We were sending mixed messages to people across the company,” he said. “We needed to recognize it’s an inconvenience for employees and send a clear message: ‘We will take care of you when you are on those assignments, it will be a consistent approach and, when appropriate, the company will recognize there is compensatory recognition that needs to go with that.’”

To achieve this, HR, leadership and various employees collaborated to come up with a global mobility policy for the entire organization that outlined the corporate expectation around everything that needs to be taken into account for international assignments.