Why Millennials Should Be Core To Your International Assignments Strategy

The world of international assignments is set to change dramatically over the next few years; a recent PwC white paper: Talent Mobility 2020; the next generation of international assignments,revealed that over the coming years businesses will have an increasing need to deploy their talent across the world. Not only will the number of internal assignments increase (PwC are expecting to see 50% growth in international assignments by 2020), but the general spread of assignments throughout the globe will also show a significant increase, with there being a greater emphasis on new and emerging markets like China and Brazil.

Change is exciting, but problematic for HR and recruiters

While the change within the international sphere is exciting it does place greater demands on the processes of attracting, selecting and managing internal assignees. Mobility strategies need to become more sophisticated to meet the varied needs of the multiple generations of workers, that is Baby Boomers, Generation X, and Millennials.As well as this, research from the Corporate Executive Board indicates that it is getting harder to attract older workers with 65% of global leaders ‘having no interest in relocation abroad.

Average age of assignees is rising, are millennials being overlooked?

Even though the older worker may be less keen to travel internationally, research by the Brookfield’s GRS Global Relocation Survey 2012 revealed that the average age of international assignees is rising, with 9% of transferees being between 50 and 59 years old (which is the second highest age bracket). This suggests that recruiters and mobility professionals have been working extra hard to attract, hire and engage older international assignees even though many may be reluctant to travel.

There is of course nothing wrong with this approach as you tend to go where the skills are. However, mobility professionals and international recruiters should be aware of the fact that there is a ready and willing generational grouping of potential international assignees, that is Millennials. Yes, the PWC research also found that massive80% of millennials want to work overseas, and also, 70% of them want to use non-native language during there careers.

Millennials are the answer to international resourcing challenges

So, is it time for recruiters and global resourcing strategists to start building a global assignments and international resourcing strategy that makes full use of millennials? Well, if the findings of the Deloitte Survey: Managing the Talent Crisis in Global Manufacturing is anything to go by, it is time, because by 2026 millennials and younger generations will account for 40-60% of the work. So employers do need to begin more effectively incorporating millennials into their international assignments strategies or face serious global resourcing and expansion issues.

So, what can firms do to more effectively engage with millennials and incorporate this burgeoning generational grouping into their global mobility plans?

PwC and Deloitte outlined several factors which should be considered when trying to attract, engage and retain millennials into internal roles and I have summarized them below

• More than any other generational grouping, that has come before them, millennials regard international assignment as a crucial part of their personal development, a rite of passage even. Therefore, if your business does engage in international assignments ensure it is openly accessible to all and is reflected in your employer brand messages.

• Millennials cited training and development as one of their most valued employer benefits, so ensure that ‘a commitment to LD’ is emphasized in your job adverts and that this is followed through when in post or on location. Think about introducing a mentoring scheme and making this available company wide.

• Flexibility and job mobility is especially attractive to millennials, so try and develop teams and departments where it easy to rotate staff between them. Of course, consider developing a formal job rotation scheme.

• Millennials were especially attracted to companies with a good record of social and corporate responsibility, so CSR is especially important, especially if you trade or operate in developing countries.

• Millennials like techno-social work environments that allow honest and open communication through social media and networks, and through which they can engage in problem-solving, QA, discussion and learning.

As we can see international assignments are set to surge over the next 10 years, but over the same period millennials will change from being the minority generational grouping in the workforce to becoming the main generational grouping. This means it is crucial that global businesses who want to maintain their global operations and ambitions must begin to develop global mobility strategies that incorporate and make full use of the millennial generation.