The ways in which the attraction and retention of talent will change
Emanuela Boccagni, Commercial Director EMEA
Over the last couple of years, the need for remote work as a consequence of the pandemic drove the adoption of more flexible solutions and working arrangements. This determined a shift in mindset, from 'where' the work is done, to 'how' it is done. This mindset, with the challenges and opportunities it brings about, is here to stay and will shape the way we build talent strategies.
People-related issues are and will continue to be top of mind - we have already seen an increased focus on employee wellbeing, with GM professionals calling for a more empathetic and holistic approach to the management of the mobile workforce. This alone won't suffice though; organisations worldwide are already experiencing unprecedented levels of staff turnover, so in order to attract and retain talent it will be essential to keep pace with the speed and scope of the shift in employee expectations, and where necessary re-build company culture around it. Work-life balance and lifestyle are already playing a bigger part in driving employment decisions, and this trend is likely to intensify in the future, with employees choosing employers based on company values, the ESG standards they uphold, and a demonstrable Diversity, Equity and Inclusion (DE&I) record.
To accommodate the needs of a highly-skilled talent pool, which may well include sought-after, highly-mobile 'gig' workers, we can certainly expect a higher degree of complexity in reward policies. The conversation is already moving well beyond the merits of home vs. host-based approaches, into the tailoring of packages around the individual, making the whole experience more personal and thus enhancing engagement levels. A fluid transition between extended business trips, short-term assignments, commuter arrangements and virtual assignments may well become the norm, to truly move jobs to people. And with GM-specific technology and tracking solutions supporting the introduction of flexible models, implementing more flexibility will no longer be driven by concerns around additional administrative burdens, but rather by how much it fits in with the company culture.