Global mobility effectiveness survey

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How businesses collect, organize, analyze and use information binds nearly every aspect of global mobility planning, oversight and strategy, according to our 2015-16 Global Mobility Effectiveness Survey findings.

EY - Challenges faced in managing mobility programs

Our survey also suggests that continued global economic instability, political challenges in Europe and the implementation of the Organisation for Economic Co-operation and Development’s (OECD’s) Base Erosion and Profit Shifting (BEPS) guidelines are going to further increase pressure on mobility and mobility functions.

Mobility-related concerns range widely across industries, regions and individual businesses.

Our survey investigated the gulf between available data and needed data as well as attitudes about corporate policies. It also explored specific operational and regulatory areas of interest to survey participants. In addition, we asked participants how well they think companies are executing on their current policies and structures.

Three findings from the survey are worth highlighting:

 

01
52% of respondents said they don’t have access to the data to bring insight to their mobility programs
02
72% of respondents are not tracking the success of international assignments
03
And — with the increased regulatory pressure at local and national levels, short-term business traveler programs currently face the highest mobility risk rating.
 
EY - Policy types in force within their organization

What do these results tell us about how global organizations are handling immigration laws, tax and compensation policy, deployment costs, and reporting and corporate governance? What are the perspectives that can contribute to a clear, practical and applicable view of achieving operational excellence?

Our review also goes back to basics by providing insight into traditional challenge areas and identifying links in the communications and process chain. We’ve incorporated the views from our global People Advisory Services and International Tax Services teams to weave practical analysis into the findings. We’ve also included case studies and focus areas that illustrate the challenges and barriers and highlight policies that work in a complex global environment.

Previous EY Global Mobility Effectiveness Surveys examined the link to business strategy and talent management. Now we see that mobility data can be used more effectively in international workforce planning, policy and cost effectiveness using predictive or descriptive analytics.

EY - Business challenges in managing assignee compensation

Mobility programs are under unprecedented pressure to deliver value and they need to flex more than ever with the changing regulatory landscapes. It will require a significant change to move the

Mobility practice to the next level, including upgrading mobility controls; establishing and embedding sustainable methodologies; sourcing the right data; and up-skilling significantly.

 

Mobility is poised to move to the next level — how will your organization make the most of it?
Obtaining travel data to determine if an employee has triggered a tax obligation
EY - Obtaining travel data to determine if an employee has triggered a tax obligation
Tracking success of international assignments
EY - Tracking success of international assignments
Formal policies to manage short-term business travelers
EY - Formal policies to manage short-term business travelers