An example of selling cost reduction through a new strategy to leadership and the function.

1. Company X is looking to reduce its spend on Talent Mobility.
How does an incumbent Talent Mobility Expert deal with this without affecting
employee morale or their function?
The key is to communicate efficiently without raising flags.
(C) Naren Damodaran
www.globalmobilityexpert.net

2. Investing in Talent Mobility
Optimising talent mobility - Leadership view
INVESTMENT IN GM - 3 YEAR PLAN
SpendinUS$millionsperFY
US$0.00
US$0.93
US$1.87
US$2.80
Financial Years
2020 2021 2022
Strategy and Outlook
Pinpoint key business area
Reorganize key talent to match business area
Budget talent mobility spend aligned to
program
• Optimise talent mobility profile by 36% year on year
• Drive efficiency through talent rationalisation and service spend
• Increase value by moving support jobs to shared services (C) Naren Damodaran
www.globalmobilityexpert.net

3. Investing in Talent Mobility
Optimising talent policy and program - Functional view
COST DISTRIBUTION ACROSS GM - 3 YEAR PROGRESSION
Spend/FY 2020 2021 2022
Tax/Payroll Svcs US$ 100,000 US$ 64,000 US$ 40,960
Immigration Svcs US$ 100,000 US$ 64,000 US$ 40,960
Relocation Svcs US$ 50,000 US$ 32,000 US$ 20,480
Payroll Costs US$ 2,400,000 US$ 1,536,000 US$ 983,040
Total US$ 2,650,000 US$ 1,696,000 US$ 1,085,440
Y-o-Y Reduction -36% -36%
Headcount 10 8 6
Functional Imperatives
• Talent Mobility Policy
• Localise vs. assign
• Optimise relocation benefits
• Increase tax planning
• Talent Mobility Resourcing
• In-source core services
• Centralise service support
• Talent Program Management
• Local talent vs. assigned talent
• Re-look at talent mobility drivers
(C) Naren Damodaran
www.globalmobilityexpert.net

4. Conclusion
The same story…told differently
Selling cost reduction positively:
• Reduction in cost is a reality - both of people and assets;
• Reducing mobile talent reduces cost but could affect employee morale and growth;
• On the other hand, it creates an opportunity for non-traditional mobility to grow.
Imperatives for Talent Mobility:
• Reorganization of the talent mobility strategy:
• Local talent replacing temporary talent;
• Localising existing assignees;
• Assessing if trailing spouses are potential role fillers;
• Assessing key locations and streamlining talent to those locations or geographical areas;
• Looking at tax planning much ahead in the process
• Internal structuring of talent mobility:
• Which roles can be moved to a centralised team?
• What work can be performed in-house rather than being outsourced?
• What services can be rationalised to be performed at a global vs. local level?
• Don’t ignore associated costs:
• Changes in strategy often necessitate change in status-quo of service providers, therefore more often increasing cost
rather than reducing it
Challenges:
• Economic landscape - US immigration restrictions, European Posted Worker Directive, etc.,
• Travel - pandemic related travel bans or restrictions;
• Tax - increased presence due to unavoidable circumstances.
(C) Naren Damodaran
www.globalmobilityexpert.net