I n the competition for talent, the value of a strong mobility program cannot be overstated. Employers are increasingly placing relocation functions near the core of their business strategies, leveraging career opportunities and assignment support to attract and retain a “future-proof” workforce. “Mobility programs are a means to entice talent and promote an organization as an employer,” explains Mirela Marin, director of global mobility rewards with Manulife. “There is a growing number of professionals who will solicit employment with a particular organization simply because they want the opportunity to travel and build their career. I know of a manager here who joined Manulife for the opportunity to work in our Asian oper- ations, and sure enough after he was given that opportunity, he became a loyal asset.” Certainly, the allure of paid assignments and career-building oppor- tunities is strong among today’s demographics. That includes the globally-minded Millennials, Gen X’ers and their younger Gen Y cohorts who are fast becoming the workplace majority. Companies CAREER BUILDING COMPETITIVE EDGE that can provide those opportunities and support their success on assignment stand to gain favour among talent with “future-proof” skills. “Deloitte has been researching what capabilities are going to be most valuable in the future – things like collaboration, judg- ment, agility, and social flexibility. So when I think about mobility, it’s about using it strategically to move people with strength in those areas around an organization, to mentor others and share their experience,” explains Carolyn Hamer, senior manager, human capital consulting, at Deloitte Canada. Indeed, a growing number of organizations are using their mobility programs to strengthen their talent development strat- egies. This November, for example, Manulife launched an inte- grated, data-driven talent and mobility program designed to be more aligned with the company’s overarching strategy. “For the first time in many years, we’re leveraging data analytics to articu- late what’s happening during assignments, whether the outcomes align with Manulife’s objectives, and the real factors behind successful relocations and repatriations,” says Marin. “With that data, we’ve been able to formulate a framework that puts a little more rigour and thought in the whole mobility process.” PCL Constructors Inc. has also taken steps to embed mobility into its workforce development strategy. The approach has served to bolster loyalty and position the firm as an ideal place for employees to sharpen their skills. “It’s been a huge oppor- tunity for the business in terms of transferring and sharing skills which go together nicely with supporting growth in employees,” says Mike Olsson, PCL’s vice president of human resources and professional development. PCL is also keen on ensuring mobility How a pro-active mobility strategy is helping companies recruit and retain talent By  Matthew Bradford 28 PERSPECTIVES Winter 2018