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By Clare Allen, Consultant, Deloitte
A global mobility business partner by our definition is ‘a global mobility professional who supports the business to meet their overall organisational goals through collaboration on global workforce and skillset requirements’. A successful business/global mobility relationship is one where ‘the business and the global mobility teams’ have a relationship built on trust’.
So how does this all look in practice and how can you develop business partnering skills?
By Laura Burton, Associate Director, Deloitte
One of the hottest topics out there currently, both for our clients and also internally at Deloitte is digital transformation. But what does it actually mean?
- Is it using robots to replace humans? No.
- Is it using computers to do manual tasks? Kind of.
- Is it about changing the way we do business through digitising our processes? Yes.
- Would it be helpful to be talked through a real-life example of what this means in practice? Absolutely.
By James Hobley, Consultant, Deloitte
In August last year, one of our clients approached us to ask if we knew anything about robotics – or more specifically, robotic process automation (RPA) – and how it might apply to mobility. For those new to this area, RPA is the use of software to replace the need for humans to perform repetitive rules-based tasks; tasks that we in mobility will know all too well - think annual COLA reviews, compensation manipulation, package updates, etc. It is a self-evident ‘slam dunk’ for mobility practices. Other than having time-intensive tasks completed in a fast and accurate automated fashion, you can also free up advisor time to focus on more consultative work.
By Danny Taggart, Director, Deloitte
Last year I was given the challenge of designing and delivering our flagship Global Employer Services client conference in the beautiful city of Prague.
A huge personal challenge, but it was amazing to see eight months of preparation, planning and design, working with a fantastic team of people, finally come to fruition. Moreover, the reaction from our clients to the conference itself was a wonderful affirmation of our approach.
By Harriet Speller, Consultant, Deloitte
I’m always sceptical of New Years’ Eve. A night out is usually overpriced, generally overpopulated and of course there are a lot of inflated promises of big changes being made (#NewYearNewMe) which we know will be out the window come February!
A giant overhaul with big audacious goals is so tempting, like dramatically binning a whole report just because of a few mistakes, but in practice it’s so much harder to start again from scratch, especially when the original, although flawed, was completely functional. Sometimes it’s better to focus on the journey; where you want to get to, and giving yourself time and space to take the fundamental steps to get there.
By Matt Lowcock, Manager, Deloitte
Meet the challenge!
I never thought that joining Deloitte would lead me to the top of a mountain!
Whilst working at Deloitte I have had the opportunity to help solve numerous client problems. And we all enjoy solving problems, right? However, in contrast to the typical challenges we help our clients navigate, my most recent one took the form of a mountain... Stok Kangri. The expedition was part of Deloitte’s One Million Futures volunteering initiative. The challenge: how can I get myself to the top?!
At least mum’s impressed…
I recently achieved a significant milestone in the career of a consultant – I am now a fully-fledged Silver member of British Airway’s executive club. Now that I can retire smug with the satisfaction that I can book my seat a little bit earlier than everyone else, it seems a natural time to reflect on what I have become: a business traveller.
While my mother is impressed (“you’re a real jetsetter aren’t you”, I smile wistfully, knowing that purgatory is something like 3 hours in Rotterdam airport), the early novelty of business travel has given way and I now regard travel as a somewhat hum-drum element of my job.
By Clare Allen, Consultant, Deloitte
When organisations review their global workforce program, we are often asked questions such as ‘what do others do in our industry?’ ‘What policy benchmarking data do you have?’. But, are these the right questions to ask? Should the onus be placed on following ‘the norm’ when workforce talent and business strategies of organisations can be so varied.
To answer, let’s look at the good, the bad and the downright ugly of market benchmarking...
By Beth Warner, Associate Director, Deloitte
If you are like me and have worked in mobility for over 11 years, you will be fairly comfortable with explaining what “mobility” means, especially in the small professional circles that we operate in. Even if a family member or, dare I say, a friend of a friend who has the ultimate dream-job of ice cream tasting, asks “So… what do you do for a living?” I will casually explain that we support organisations with their expat population. Everyone, or at least most, will have heard the term “expat”. And we move the conversation on to their thoughts on the latest Love Island episode, knowing at least they have a small idea of what we spend our working time doing.
With the changing nature of work and the rise of disruptive technologies, it is becoming increasingly clear that organisations need to be smarter about how they use their talent. No longer is it the norm for employees to be doing the same role day-in day-out for the lifetime of their career (25% of current roles are predicted to be replaced by automation in the next 20 years1 and the half-life of any particular skill is between 2.5 and 5 years). Instead, employees are finding that they need to continually reinvent themselves and, with the ease at which they can find new roles, job-hopping is fast becoming the new norm in a quest to find new challenges and develop new skills.