Mobility as a Solution to Millennial Talent Challenges

Group of millennials working discussion

In a post earlier this year, Global Mobility is Both Tactical and Strategic, we shared that the best global mobility programs effectively manage numerous “customers”. They have policies, tools, and partners that support the “tactical” requirements of moving employees (and their families) while also having the policies, tools, and capabilities to “strategically” guide and balance the company’s resources, needs, and expectations.

Strategic programs are highly engaged in the “why” of talent mobility within their company. They are effective at understanding where the organization is heading and in collaborating with stakeholders to create paths for specific talent segments that will support key company goals. This new article from The Telegraph explains how talent management can leverage relocations and assignments to create a win-win for millennials and their employers.

Here are a few of the highlights:

  • Robbed of formative opportunities to travel throughout the pandemic, and increasingly burnt out by working life in the UK, young people are increasingly latching on to relocation schemes offered by their employers.
  • Employers know all too well that offering workers the chance to relocate abroad might stop a burnt-out staffer from quitting or from seeking the opportunity else where.
  • The majority of employers use global mobility as a means of retaining talent and preventing staff churn – particularly millennial employees, the age group for which relocation is most popular.
  • Most companies will consider and approve relocation requests to retain star performers.
  • With Covid travel restrictions now a somewhat distant memory, we expect to see  a return of the international talent war where companies and countries resume the competition for human capital.

Looking for further posts on “strategic mobility”? Try these.

More than half of firms surveyed said employee retention rates had improved following the introduction of a relocation programme, “marking global mobility as an effective means of engaging employees and helping to combat burnout”.

For Ela Bayraktar, 29, who moved from Wrexham to Atlanta in the US on secondment last year, the desire to work abroad came not from burnout per se, but a desire for a “new challenge.”

“I wanted to travel and didn’t want to pause my career in the process, so when the opportunity came up with a company I trusted and that trusted me it was a no-brainer.”