Mobility via Podcast  Episode 2
Mobility via Podcast  Episode 2
PODCAST

Episode 2: Leading global mobility policy and practices trends

Achim Mossman, principal-in-charge of the U.S. GMS Mobility Consulting Services team at KPMG, discusses some of the key findings of the 2019 GAPP survey results.

Podcast Overview

On this second episode of Mobility via Podcast, Glen Collins from our GMS Mobility Consulting Services team based in Washington D.C., sits down with Achim Mossman, principal-in-charge of our U.S. GMS Mobility Consulting group for an insightful interview on the 2019 GAPP survey findings and trends.

Now available on Apple podcasts.

Podcast transcript

Glen:

Hello, and welcome to – Mobility via Podcas– our new podcast series focused on global mobility. I’m Glen Collins, a Senior Manager in our GMS Mobility Consulting Services group based in Washington, DC. Recently, KPMG issued the 2019 Results Report for our annual Global Mobility Policies and Practices (GAPP) Survey. The report provides key trends and practices of over 250 global, cross-industry participating organizations regarding their mobility programs.

In today’s episode, we’re speaking with Achim Mossmann, the principal-in-charge of our U.S. GMS Mobility Consulting Services group at KPMG to discuss some of the key findings of this year’s survey results.

Achim … thanks for joining us today.

Achim:

Thank you, it’s good to be here.

Glen:

From the GAPP Survey 2019 results, what would you say are the noticeable changes and leading trends associated with global mobility policies?

Achim:

Flexibility in approach.  Many organizations are now offering greater flexibility in their assignment policy approaches. For example, setting frameworks with core and optional provisions and expanding the range of choices for either the business or the assignee. Another trend we’re seeing is to offer menu-driven, points-based and lump sum payments vs. in-kind services, which allows choice for assignees in developing packages best suited to their personal needs with a key focus on enhancing the employee experience.

In addition, 60% of 2019 GAPP Survey participants cite the use of international assignments as being a top program goal for supporting overall global business and talent development objectives. Improving alignment between business objectives, mobility policy types and assignee assessment and selection continues to be vital in supporting the global talent agenda. 

Glen:

One trend you mentioned was enhancing the employee experience. In what ways do you see global mobility programs addressing satisfaction for mobile employees?

Achim:

Technology definitely leads the way. Global mobility is too complex and important to employees and the organization’s talent agenda to leave up to chance.  More and more organizations are looking to have a fully integrated, single-source-of-truth technology solution that spans the whole spectrum of mobility. This includes providing self-service to employees via on-line portals and mobile technology solutions integrated with mobility processes. 

However, 60% of GAPP Survey participating organizations do not currently rely on mobility management technology to manage various aspects of their program. 

KPMG predicts that mobile technology will be key to engage, support, and enhance a mobile employee’s experience. In addition, with changing workforce demographics, next generation workers are expecting a consumer-related digital experience with technology similar to that which supports their day-to-day living.

Glen:

So what does all this mean for the future … what does the future of the global mobility function look like?

Achim:

Twenty years ago, the Global Mobility function principally focused on managing the relocation aspects of their international assignee population; the focus often being exclusively on traditional long-term assignment moves, which frequently started and ended in the country location of their corporate headquarters. 

The scope of services delivered by Global Mobility has now changed significantly, and is very much in motion. The logistical relocation of global talent remains one core aspect of responsibility, but the functional accountabilities of Global Mobility teams have developed exponentially in responding to today’s diverse and ever-evolving mobility types and global business needs.

Global mobility functions need to carefully consider what their priorities should be, how risks are mitigated, and how best to become leaner, more focused and strategic, more inclusive, digitized and automated, and more predictive in their approach. These are the key components of an optimized global mobility function of the future.

Glen:

Thank you Achim, you’ve given us a lot to think about and we really appreciate you taking the time to go through it with us.

Achim:

Thank you very much for having me.

Glen:

In future episodes we’ll spend more time on top-of-mind issues, geopolitics, digitization and changing business models. In the meantime, we’d love to hear from you. If you have thoughts on today’s episode or ideas for future episodes, send us an e-mail at the address below. And remember, you can find the 2019 results of our Global Assignment Policies and Practices Survey at home.kpmg/gappsurvey. Thanks for listening!

Your hosts:

Achim Mossmann

Achim Mossmann

Principal, Tax, KPMG US

Glen Collins

Glen Collins

Senior Manager, Global Mobility Services, KPMG US