Next Frontier for Global Workforce Mobility: From Moving Talent to Creating Belonging
As organisations expand across borders, global workforce mobility has become a strategic imperative. Yet, moving talent from one market to another is no longer the hardest part. The real challenge lies in helping people succeed, feel supported and truly belong wherever they are deployed.
How then to facilitate the paradigm shift to human connections, to unlock the potential of such talent? During a fireside chat at the Asia 100 CHRO Summit Malaysia 2026, Group Chief Human Resources Officer Olivia Chua of Jebsen & Jessen shared reflections on how organisations could better support international talent to ensure longer-term performance, wellbeing and retention. Talent mobility is a partnership rather than a logistical arrangement today.
Hidden determinants of success
One key insight was the importance of addressing the realities international talent might face beyond the workplace. Family considerations, cultural adaptation and language learning play a critical role in shaping how individuals ease themselves in. These are no longer peripheral concerns. When employees and their families feel supported and connected to their new environment, assignments are more likely to be sustainable and successful.
At the same time, organisations are increasingly embracing borderless teams, expanding their talent sourcing beyond traditional geographic boundaries. This approach allows companies to access the best talent available, regardless of location. However, it also raises questions around maintaining culture, leadership consistency and accountability across markets.
Strong foundations a pre-requisite
The answer, as Olivia revealed, lies in deliberate strong organisational foundations. “At Jebsen & Jessen, we place great emphasis on shared values that guide how we operate globally,” she said. Mandatory learning around key topics such as organisational core values, corporate governance, and cybersecurity ensures that all employees, regardless of where they are based, are aligned.
As global workforce mobility continues to evolve as part of business sustainability, organisations must move beyond viewing it purely as a deployment mechanism or a short-gap solution, said Olivia. Instead, mobility should be seen as a long-term career development between employer and employee, one that balances business needs with care, inclusion and accountability.
Alignment is key
By combining strong governance with empathy and cultural understanding, Olivia believes that organisations can build global teams that are resilient and equipped to thrive wherever they are in the world.
After all, the ultimate goal of talent mobility is to create environments where employees perform and grow because they feel that they truly belong.
About Olivia Chua
Olivia Chua is the Group Chief Human Resource Officer of Jebsen & Jessen Group, where she leads the Group’s human capital initiatives across the organisation. Based in Malaysia, she brings close to 20 years of experience across global consulting and corporate environments, including Accenture, Hay Group and Towers Watson. Prior to joining Jebsen & Jessen Group, Olivia served as Senior Vice President and Head of Human Resources at Valiram Group. Her experience in shaping organisation-wide people strategies informs her perspectives on global workforce mobility, leadership consistency and sustainable talent development. Beyond Malaysia, Olivia has lived and worked across five countries including England, France, Scotland, Jordan and the UAE, bringing first-hand international experience to her views on global talent mobility.