INTERVIEW WITH ULRIKE FISHER, HEAD OF GLOBAL MOBILITY, CSL
The TEMI Taskforce recently interviewed Ulrike Fisher, Head of Global Mobility at CSL, on the benefits of raising the profile of the global mobility function internally. In this interview Ulrike shares insights, useful strategies and ‘real world’ examples to help guide decision making and planning.
Do we need to and why this is a good idea in the first place?
Answering this question begins with another – what’s in it for the business?
There are many benefits to raising the profile of the global mobility function internally and these flow on from a very clear and consistent understanding of what our role is and how we can contribute to the organisation achieving its goals. What is our purpose and how do we add value?
If we articulate really well who we are and what we do, then we offer clear differentiation between the value of our expertise and other subject matter experts within the HR function. This benefits the business because we end up adding meaningful value to the right projects and can all be more efficient and effective.
In doing so, we also educate managers and employees on the critical role that mobility plays, what our responsibilities are, when and how we can help.
What might be useful strategies?
Articulate these ‘key messages’ through every channel available to you:
- Intranet, where you can showcase projects and ideas, new policies and processes
- Internal forums, where you can not only have a voice, but also lift up other team members so they aren’t overlooked and can be offered ‘a seat at the table’ and greater opportunities to work on high-profile projects
- Internal events, presenting on important topics in broader forums
- Award programs (such as the TEMI Awards) – accolades can go a long way toward attracting talent as well as internal interest.
Can you share a ‘real-world’ example?
The mobility function was called upon to help people in very difficult circumstances throughout the pandemic last year – and this still continues. But if you weren’t responding to a pandemic, how would you raise your profile?
A ‘real-world’ example from our work at CSL was the International Remote Working (IRW) project. This brand new area of work became a priority for many companies last year, presenting a myriad of challenges and requiring fresh new thinking. At CSL, our global mobility team embraced the challenge presented by pandemic disruption, designing a policy and developing assessment and approval processes. We are currently working on integrating IRW approvals into our HR systems and toward educating the broader business.
By raising awareness around what was a critical challenge for the business that needed a policy, process and organisation-wide education, we were able to shine a light on the vital role the global mobility function can play.
It was about matching our expertise with a program that adds value and demonstrating how the team can become a partner to the business and help the organisation succeed – a goal we should always be striving for.
About Ulrike Fisher
Ulrike is an HR and global mobility leader with a history of working in the biotechnology, financial services, consulting and engineering industries.
She is a global Mobility process and service delivery transformation expert and remuneration adviser whose achievements include:
• Foundational global mobility policy leadership and development in multi-national organisations
• Transformation of global mobility service delivery from centralised to regional models
• Working successfully across multiple cultures and leading teams through change in Australia, Europe and USA.