If the Internet has been the engine room of the globalization message,
then it is "workforce mobility" that has been delivering it. Record
numbers of employees are now working outside of their "home country",
and the trend looks only set to continue.
The "globalization" phenomenon
has changed the dynamics of doing
business forever. Powered by the
internet and its associated
communication tools, companies
are now using economics to
determine where to do business
rather than focusing just on the
traditional geographical boundaries.
Employee movement has been
following the flow of the
globalization tide - with much of the
mobility coming into or happening
within Asia. Engineers and
technicians have moved into the
Chinese industrial hubs while
Singapore and Hong Kong have
seen an influx of finance and other
service industry specialists.
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The economic value of this
employee movement is rarely
disputed with many multinationals
actively encouraging cross-border
assignments for their employees.
The only real barrier to employee
movement is inertia - individuals
settle into their "home", and moving
involves disruption and usually
significant support from their
employer.
Big headache
As a result, employee movement
can be a big headache for Human
Resources. In recent years, many
HR executives have found
themselves scratching around for
HR policies to apply to "mobile
employees" or running into
unforeseen issues with individual
postings or locations.
Employees will usually require
extensive support when posted
overseas, including everything from
visa support through to
membership at the local expatriate
club.
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