Faces of HR: STMicroelectronics' Jean Lin on how talent mobility could evolve to bring more business impact

While expatriation can’t be saved, more sophisticated talent strategies concerning expatriate management can be put in place — such as planning, preparing, testing, deploying, and measurement, she says.

Talent mobility as we know it today is different from what it was just five years ago. Today, mobility strategies pose a deeper business impact, playing a role in whether a business can scale and adapt. 

However, what it has brought along — especially in a post-COVID world — are more complexities for both international mobility (IM) practitioners, and employees, as Jean Lin (pictured above), Sr. Director for Global Compensation Strategies & International Exposure Strategies, STMicroelectronics, highlights. 

Lin joined ST as APAC Rewards & International Mobility Sr. Dir in Hong Kong in 2020. She started her HR professional career with Hewitt, a 10-year tenure which saw her progress to a total rewards leadership role; before moving on to General Electric in Shanghai, China.

She is a certified faculty lecturer for World at Work, the globally renowned NGO for developing compensation & benefits professionals.

In this conversation with Sabarish Prasad, ahead of her session at Talent Mobility 2025, the leader talks about navigating polarised global dynamics post-pandemic, what this means for mobility practitioners, and more.

Q Could you share your biggest inspiration for pursuing a career in employee mobility?

I have long practised in the compensation & benefits management arena. International mobility became part of my responsibilities since 2020 when I joined ST. It’s an interesting talent management topic that requires multi-cultural effectiveness, global viewpoint, and social & economical balancing.

Q What is the #1 challenge you face in managing talent mobility currently, be it across borders or internally between functions?

ROI measurement and localisation.

Q Planning ahead, is there an aspect of improvement or evolution you hope to see in talent mobility, for it to deliver more business impact?

Generally, employees are quite passionate about international exposure opportunities. However, after COVID, the world has polarised in a way which brings in more complexities to both assignees and IM practitioners. So, I envisage increasing local direct hiring of foreign workers, and ‘virtual mobility’.

With that, while expatriation can’t be saved, more sophisticated talent strategies concerning expatriate management can be put in place: planning, preparing, testing, deploying, measurement, and so on. 

Q On the lighter side, can you share a memorable experience from one of your own relocations?

Nothing dramatic, when I look back. While clearly, we can feel people quite differently from one country to another, specifically, it’s fascinating to see how kids behave differently.

Q Finally, what are you most looking forward to during your own session at #TalentMobility in February 2025?

I have always loved what Forrest Gump said: 'life is like a box of chocolates', so I look forward to the chocolate of surprise, if any.

I want to attend the conference: If you're keen to attend this closed-door conference, kindly register your interest here. For speaking opportunities, please write in to Sabarish Prasad. We look forward to welcoming you!

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