With organisations anticipating growth in assignment activity over the next 12 months, attention is likely to turn to how to supply the demand for candidates. It therefore makes sense that Global Mobility should go hand-in-hand with talent management.

In fact the Global Mobility Survey 2014 – the world’s largest study of Global Mobility professionals with 1,269 respondents from around the world – reports that half of companies (47 percent) are already starting to make this a reality by linking their Global Mobility programmes to talent management. Companies that are linking their Global Mobility with Talent Management are most likely to be able to deal with increased demands in assignment activity and deliver results back to the business than companies that do not.

Of those companies that link Talent and Mobility, over one third (36 percent) of these companies are able to draw assignees from a talent pipeline vs. only 15 percent of those without links to talent management. This makes a dramatic difference to the effectiveness of each assignment and the way that business is able to perform. Having a well-managed talent programme and linking it with your global mobility programme means that your business can be highly effective in identifying skills requirements build its talent pool and have assignment ready employees ready to meet the demands of your business.

The 2014 Global Mobility Report investigates the linking Talent and Global Mobility along with a commentary from an expert panel of highly respected Global Mobility commentators on best practices for setting up a talent management programme that is correctly aligned with Global Mobility. A must-read for all HR and Global Mobility professionals. Emma Gibbs of the Expat Academy, Peter Reilly of Institute for Employment Studies, Dr. Yvonne McNulty of Singapore Institute of Management University, Stuart Woollard of King’s College London, John Rason of Santa Fe Consulting Services and Peggy Smith.