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SOLVING THE TALENT MOBILITY PUZZLE: IMPLICATIONS FOR GLOBAL MOBILITY MANAGERSMAY 16, 2012
STEVE NURNEYMIKE PIKERCARLOS MESTRE
1MERCER WEBCAST
OUTLINE
TALENT
PLACETIME
COST
How can the global mobility function play both strategic
and tactical roles?
How can the global mobility function play both strategic
and tactical roles?
What are the implications for global mobility programme
design?
What are the implications for global mobility programme
design?
GOAL: Having the right talent in the right places, at the right times, and at reasonable cost
2MERCER WEBCAST
MERCER/WORLD ECONOMIC FORUM COLLABORATION HUMAN CAPITAL RISK, EMPLOYABILITY, MOBILITY ISSUES IN DAVOS
“The world is moving from capitalism to
talentism”~ Klaus Schwab, Founder & Executive Chairman of the
World Economic Forum
3MERCER WEBCAST
Talent Mobility:The physical movement of workers
within or across organizations,
industries or countries, and globally, or the professional
movement of workers across
occupations or skill sets. Mobility may be temporary or
permanent and may also involve
moving people from unemployed to
employed, moving jobs to people, or
allowing for virtual mobility.
MERCER/WEF TALENT MOBILITY RESEARCH EXPANDING THE DEFINITION OF ‘TALENT MOBILITY’
3
Talent Mobility: tal· nt m ·bil·
The movement of workers between organizations or among locationsof an international organization
4MERCER WEBCAST
CHANGING LANDSCAPE OF CORPORATE TALENT MOBILITY USING TALENT MOBILITY TO FUEL CORPORATE GROWTH
TRADITIONAL MOBILITY
CATALYSTSGlobalization
Organizational complexity
Demographic changes
Cost pressures
NEW MOBILITY
TransactionalFocused on costsOne size fits allAn island within HR
Strategic Focused on value creation Segmented by talent typeConnected to human capital and business goals
5MERCER WEBCAST
In your organization, to what extent do the various functions within HR collaborate to support talent management and mobility?
(Please reply in the box to the right of your screen)
POLLING QUESTION
6MERCER WEBCAST
IMPROVING PROGRAM EXECUTION: GREATER INTERNAL COLLABORATION
CHRO
HEAD GLOBAL REWARD COE
HEAD GLOBAL PEOPLE & ORG
DEVELOPMENT COEHEADS OF
REGIONAL HR HR SERVICES
•Global Comp
•Global Benefits
•Global Mobility
•Global Sales Comp
•Executive Comp
•Regional Rewards Leaders
•OD
•Talent Acquisition
•Talent Management
•Learning & Development
MOBILITY(outsourced)
•Regional Business Partnering
All HR Transaction Services, including
Mobility
TAX SERVICES
MOBILITY SERVICES
(usually a Big Four accounting firm)
(usually a large HR BPO)
These two areas, Mobility & Talent Management, are working much closer together
7MERCER WEBCAST
FUTURE STATE:THREE STAGES TO FULL GLOBALIZATION OF TALENT MOBILITY
From this … to this … to this
From anywhere … to anywhere. The right talent, right place, right purpose, right cost, etc.
Energy trader in Houston needed in Alaska to manage an exploration project
Nicaraguan Engineer who knows how to manage Latin American
health & safety compliance, needed in Brazil for 6 months
French attorney needed in Côte d’Ivoire because she knows the local language (French)
8MERCER WEBCAST
Movement of people across skill sets or jobs
CAREER MOBILITYCAREER MOBILITY
Movement of people to where the jobs are located
GEOGRAPHIC MOBILITYGEOGRAPHIC MOBILITY
Movement of jobs to where the right talent is located
JOB MOBILITYJOB MOBILITY
MANAGING THE TALENT GAP: NEW FOCUS ON MOBILITY
88
9MERCER WEBCAST
BUT WE STILL THINK OF MOBILITY TOO NARROWLY
Describe your organization’s working definition of talent mobility, as reflected in your existing HR programs and policies (Americas; multiple responses allowed)
February 2012. Mercer
99
20%
20%
45%
47%
39%
81%
22%
27%
49%
52%
58%
80%
Moving jobs to people (creating/moving jobs wheretalent is in good supply)
Allowing for virtual mobility
Moving workers to different jobs or skill sets
Moving workers to different organizationalunits/functions
Moving workers to different locations domestically
Moving workers to different locations globally/acrossborders
10MERCER WEBCAST
WORKFORCE STRATEGIES MUST GO BEYOND ATTRACTION, RETENTION AND DEVELOPMENT
Talent management
strategy
Moving people within an organization
Moving people within an organization
Moving people into an organization
Moving people into an organization
Moving jobs to peopleMoving jobs to people
Virtual mobilityVirtual mobility
Talent mobility strategy
1010
… focus on new approaches to mobility
11MERCER WEBCAST
POLLING QUESTION
To what extent do other functions and line managers collaborate with HR to support talent management and mobility within your organization?
(Please reply in the box to the right of your screen)
12MERCER WEBCAST
MOBILITY PROGRAM DESIGN: SELECTION CRITERIA & PROCESSENABLING ASSESSMENT, PERFORMANCE, LEADERSHIP DEVELOPMENT
SPECIFICUNIVERSAL
BASELINE ATTRIBUTES
GLOBAL SKILLS & KNOWLEDGE GLOBAL MINDSET
Catalytic learning Catalytic learning capability capability
Sense of adventureSense of adventure
Entrepreneurial spiritEntrepreneurial spirit
Sensitivity and Sensitivity and responsiveness to responsiveness to cultural differencescultural differences
Ability to lead Ability to lead multicultural teamsmulticultural teams
Sophisticated networking Sophisticated networking competencecompetence
Cultural literacyCultural literacy
Comfort with cultural Comfort with cultural complexity and its complexity and its
contradictionscontradictions
Opportunity sensing for Opportunity sensing for uncertainty of global uncertainty of global
marketsmarkets
Systems thinking in Systems thinking in global contextsglobal contexts
Extended time Extended time perspectiveperspective
ContextContext--specific specific leadership leadership capabilitiescapabilities
New Mercer research: competencies for excellence in global leaders
• Attributes to assess among candidates for global leadership roles
13MERCER WEBCAST
TALENT MOBILITY STRATEGYSUCCESS THROUGH CLEARLY LINKED PROGRAMS
INVESTMENT
for the right length of TIME and RESULT …Assignment purpose
Type and length of assignment
Assignment lifecycle management
Transition management
at the right COST …Contract type
Remuneration, benefits, allowances and support
Funding arrangements
Management of other related costs
PLANNING
in the right PLACES and ROLES …Identification of need and locations
Critical roles
Key skill requirements
The right PEOPLE …Talent segmentation
Talent identification
Candidate profiles
Selection criteria
Selection processTOTALREWARDS
TALENT
Executed through Administration, Communication, Functional Excellence, MeasurementProcess, Policy, HR service delivery, Outsourcing
14MERCER WEBCAST
Segmentation by purpose, noting business and talent value• How a business need is met, why people move • How assignments differ in value, helps prioritize relative investment • How different groups need to be managed, rewarded and retained
MOBILITY PROGRAM DESIGN: TALENT SEGMENTATIONDIFFERENTIATION BY BUSINESS AND TALENT PURPOSE
High
Hig
h
Low
Low
Strategic Business Leaders
Fill mission-critical roles and deliver specific, strategic business results.
Emerging/ High Potential Talents
International learning and development to grow the next generation of leaders
Career-Building Volunteers (e.g., Generation Y)
International experience to fulfill personal life objectives (opportunistic,
employee-driven moves)
Seasoned Technical Experts
Providing specialist skill, resource or expertise to fill local gap; complete specific
project or task
Dev
elop
men
t Val
ue
Business Value
Business-led resource planning and deployment
3
4
1
2
Corporate-led career pathways and succession management
15MERCER WEBCAST
IMPROVING PROGRAM EXECUTION: GREATER INTERNAL COLLABORATION
The Talent Mobility Committee sets and drives the Talent Mobility Strategy:• Align global mobility planning with strategic workforce planning• Focus on value not cost; view global talent as an asset to be maximized• Manage the overall talent portfolio, not individual assignments • Have a centralized global talent P&L spend• Use evidence-based approaches to balance cost and return• Establish objective measures to track the return on investments
To get the right people at the right time at the right cost in the right places!
Talent Mobility Committee
Head of Talent Business BusinessCHRO Head Global
People and ODHead Global
Reward
Largest customers from the business
16MERCER WEBCAST
POLLING QUESTION
To what extent do you use workforce analytics or other quantitative methods to measure and model your talent pipelines and forecast potential talent gaps?
(Please reply in the box to the right of your screen)
17MERCER WEBCAST
Improved diagnostics
• Compare workforce patterns and gaps against priorities
• Evidence of internal trends to direct or refine talent mobility
Ongoing mobility monitoring
• Better program governance
• Measuring outcomes from management practices
Assignment Segmentation by Grade LevelHost locations and number of assignees
0
10
20
30
40
50
60
70
80
14 15 16 17 18 19 20 21 22 23 24 25 26 49
# of
Exp
atri
ates
Grade Level
Assignment Purpose
Key Strategic Role and Individual
Experienced Professional
Developmental moves
Volunteer Moves
Specialists Managers Directors DVP/ EVP/ SVP
Current Number of Assignees
1 - 56 - 10
11 - 15
16 - 25
26 - 150
Sample Human Capital Dashboard Sample Internal Talent Market Map
IMPROVING PROGRAM EXECUTION: GAUGING ASSIGNMENT EFFECTIVENESS
18MERCER WEBCAST
IMPROVING PROGRAM EXECUTION: INTERVENTIONS TO IMPROVE DELIVERY
MOBILITY INTRO & BRANDING
Initiate repatriation
steps
Repatriation cost projections confirmed
Returnee & family
preparation
Repatriation agreement finalized
Annual assignee
career discussion
Matching employee to
business needs
Support development in next role
Support host country succession planning
Leverage TMRoutcomes for match to next role
Leverage TMRoutcomes to plan next role
Talent (L&D)
Repatriation role profileCareer path examples
Tools
Provide guidance for planning and readiness; mentoring
Complete return agreement process
Develop repatriation cost estimate
Assess capabilities and preferences fit to potential positions
Identify potential open positions, locations
Mobility and HR
1-2 months before return2-3 months before return3-6 months before return6-9 months before return9-12 months before return Timing
Employee
Home country manager
Host country manager
Sign repatriation agreement; transition work
Approve terms of repatriation agreement
Transition planning; succession, knowledge transfer
Accept next role in home country and repatriation terms
Approve cost projections, role and repatriation
Transition work: prepare for return; reconnect with home
Report assignment experience and accomplishments
Define priorities and preference for return or next move
Initiate welcome home and on-boarding
Match to potential next roles (leverage int’l experience)
Ask assignee about experience gained, preferred next role
Mark assignment conclusion
Validate assignee role, experience and performance
Complete assignee performance management
Support development in next role
Support host country succession planning
Leverage TMRoutcomes for match to next role
Leverage TMRoutcomes to plan next role
Talent (L&D)
Repatriation role profileCareer path examples
Tools
Provide guidance for planning and readiness; mentoring
Complete return agreement process
Develop repatriation cost estimate
Assess capabilities and preferences fit to potential positions
Identify potential open positions, locations
Mobility and HR
1-2 months before return2-3 months before return3-6 months before return6-9 months before return9-12 months before return Timing
Employee
Home country manager
Host country manager
Sign repatriation agreement; transition work
Approve terms of repatriation agreement
Transition planning; succession, knowledge transfer
Accept next role in home country and repatriation terms
Approve cost projections, role and repatriation
Transition work: prepare for return; reconnect with home
Report assignment experience and accomplishments
Define priorities and preference for return or next move
Initiate welcome home and on-boarding
Match to potential next roles (leverage int’l experience)
Ask assignee about experience gained, preferred next role
Mark assignment conclusion
Validate assignee role, experience and performance
Complete assignee performance management
MOBILITY STEPS AND ROLES
(2 ) Experienced P rofessional
Purp
ose Provid in g techn ica l s ki ll /spe ciali zed expe rien ce , a pr oven expe rt to fil l a loca l gap. ( R&D benc h, plant,
e ngin eers, fin an ce , IT)Execu tin g and comp letin g a sp ecific bus iness pro ject o r taskSca rci ty of lo cal tale nt/Trans fe ri ng skil ls, kno wled ge an d cu l
Sele
ctio
n C
riter
ia
- Pro ve n skill s, capa bil it ies - Sen io r and Mid-Le ve l - R eleva nt e xp erien ce - Per for ma nce recor d
Dura
tion Betwe en 1 2-24 Mon ths (p otentia l fo r lon ge r d uration )
Succ
ess
Mea
sure
s B usiness spec ific output mea sur es : Prod uct/p roces s la unch; pla nt o peningQualitative mea sur es : Demo nstrate sk ill transferen ce; Su cce ssfu lly la unched prod uct/pro cess
“Gold” - Stand ard balanc e sh eet
Estimated 1st-yea r cost: $2 50 k - $50 0k; Poten ti all y up to $7 50k
Core
H ouseh old goo ds shippin g and storag e (s urfac e and a ir) Temp liv ing (30 da ys)Mobi li ty premiu m 10 %H ome ow ner’s assi stan ceD ocumentation (w ork permit/visa)Pre-d eparture tax assistancePre-a ss ign men t/h ouse- hunting trip
Flex
Pre-a ss ign men t cros s cul tu ral tra iningL angu age l essonsD esti nation se rvices (mode rate a ssistance )Famil y (spou sal ) a ss istanceL oss on ca r s ale
Core
C OLA (Me an-Mea n)L ocation p remiu m (hard ship a llo wance)H ost ho using (“mo derate” bud get)H ome h ousing no rmTax e qual izatio nTax p repa rati onEdu cati on al low ance (Internati onal scho oli ng)Bas e sa lary - h omeExpatria te med ica l p lanH ome o r i nte rna tio na l re ti r
Flex
H ome leaveH ome -country sto rag eAutomo bile a llo wanc e, if local poli cySpo usal al lowa nce
Rep
atria
tion
Core
Tra nspo rta ti onShipmen tTemp liv ing (30 da ys) i f nee dedMobi li ty premiu m 10 % (cap $1 0,000)
Yr1 $616,048
Yr2 $477,825
Yr3 $555,272
Yr4 $1,649,145Sa
mpl
e Co
sts*
One
-tim
e El
emen
ts
(Rel
ocat
ion)
Polic
y O
verv
iew
Pack
age
Ove
rive
w
Ong
oing
Ele
men
ts
(3 ) Developmental
Purp
ose In ternati onal d evelopme nt e xp eriences to bu ild from with in the ne xt gene ration of gl oba l le ade rs (ri sing talen t)
Potentia lly tr anfe rri ng skil ls/know led ge
Sele
ctio
n Cr
iteri
a - Hi gh po ten tial - Le vel (al l) - Geog raph ic h o me (e .g ., ta lent sou rce) - Per for ma nce recor d
Dur
atio
n Betwee n 2 4-3 6 mo nths (po ten tial for lo nge r d uratio n)
Succ
ess
Mea
sure
s Bus ine ss spec ific output me as ures: p roduc t/proc ess laun ch; met fina ncial targ ets ; acquisi tio n in teg ration ; prese rving mar ket sh are;Qualitativ e mea sures : C ultura lly ad justed ; succe ssfu lly na vigate d local business en vi ron me n t
“Silver” - Balan ce sh eet witho ut mo bil ity pre mium s a nd wi th h ousin g differe nti al
Estimated 1st-ye ar co st: $250 k - $5 0 0k; Poten tiall y u p to $ 750 k
Cor
e
Hou seh old go od s shipping (su rface ) Te mp livin g (30 da ys)
Home own er’s assi sta nceDocu mentatio n (work pe rmit/vi sa )
Flex
Pre-a ss ign me nt cro ss cu ltural trainin gLa ngua ge lessonsDestination se rvices (some assi stan ce )Fa mil y (spou sal ) a ssistancePre-a ss ign me nt trip
Core
COL A (Me an- Me an)Lo ca tion p remiu m (ha rdship al low ance)Host ho using (“l ess expe nsive ” b udg et)Home h ousing n ormTa x e qual izati onTa x p re pa rati onEduc ation al low ance (Intern ation al schoo li ng)Base sa lary - homeExpatria te me dica l pla nHome reti remen t
Flex
Home leave (ec ono my) Home -country storag e ( mo der ate )Automo bile a llo wan ce, w hene ver is mand ated lo call y
Rep
atri
atio
n
Cor
e
Tran spo rta ti onShip mentTe mp livin g (30 da ys) if n eede d
Yr1 $524,262
Yr2 $419,003
Yr3 $484,436
Yr4 $1,427,701Sa
mpl
e C
osts
*On
e-tim
e El
emen
ts
(Rel
ocat
ion)
Polic
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verv
iew
Pac
kage
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veri
vew
Ong
oing
Ele
men
ts
(4) Voluntar y
Purp
ose Employee -driven inte rna tiona l movemen t to mee t the ir own persona l l ife ob jec ti ves
Poten tially tranfe rring skil ls/knowledge
Sele
ctio
n C
riter
ia
- Ski lls, capabi liti es - Per for manc e r ecor d
Dur
atio
n Any
Suc
cess
M
easu
res Business specific output m easures : Product/process launch ; p lant open ing
Qualitative m easures : D emonstrate ski ll tr ansfe rence ; Successful ly launched product/pr oces s
“Bronze” - Loca l p lus package - One -time al lowances
Estima ted 1st-yea r cost: $150k - $200k
Cor
e
Ho usehold goods shipping (su rface) Tempora ry l iving (0- 30 days)
Do cumen tation (w ork pe rmit/visa)
Flex
Pre-assignment trip*
Core
Loca tion All owance (if necessa ry fo r tax/housing subsidy)
Tax p repa ration
Base s ala ry – hostHo st country medical planLoca l pension
Flex
Rep
atria
tion
Core
TransportationShipmen t
Yr1 $319,236
Yr2 $266,559
Yr3 $255,264
Yr4 $841,058Sam
ple
Cost
s*On
e-tim
e El
emen
ts
(Rel
ocat
ion)
Polic
y O
verv
iew
Pack
age
Ove
rive
w
Ong
oing
Ele
men
ts
(1) Key Strategic
Pur
pose D eployin g ‘mos t valu able player s’ (cu rren t/future le ade rs) to me et s tra teg ic bu sin ess n ee ds.
Fil lin g mission criti ca l roles with high p erformin g and s eason ed e xe cutive s
Sel
ectio
n C
riter
ia
- Ke y ta len t - Se nio r Leve l - Pe rfo rman ce recor d
Dura
tion Be tw een 2 4-36 Mo nths
Succ
ess
Mea
sure
s B us ines s spec ific output me a sures : met fi nanc ial ta rg ets; su sta ina ble busines s e nviron ment; app rop riate in co un tr y tale nt m ana geme ntQua lita tive mea sur es : D emon str ate skill tra nsferenc e; Su ccessful ly la unche d pro du ct/pro ce ss
“Diamond” - Ba lan ce she et w ith hig he r premiums - HQ-b ase d s tr ucture may ap ply
Estima te d 1st-yea r co st: $75 0k+
Cor
e
H ouseh o ld goo ds shipping a nd storag e (surface a nd a ir) Temp li vin g (3 0 da ys)Mob il ity pre miu m 1 5%H omeo wne r’s assista nceD ocume ntation (w ork pe rmit/vi sa)Pre- dep arture tax assista ncePre- assign men t/h ouse- hun ting trip
Flex
Pre- assign men t cros s cu ltural trainingL ang uag e le ss onsD estina tion se rvicesFami ly (spou sal ) a ss istan ceL oss on car sa le
Core
C OL A (C onve nience)L ocatio n pre mium (ha rd ship al low ance )H ost ho u sing (“mo derate to exp ens ive” bu dget)H ome ho using no rm (wa ive d)Tax equ ali zatio nTax prep ara tio nEd ucatio n al low ance (Intern atio nal sch ool ing )Ba se salary - h omeExpa triate med ica l p la nH om
Flex
H ome le aveH ome-co untry sto rag eAu to mo b ile al lo wanc eSp ousa l all owa nce
Rep
atria
tion
Cor
e
Tran sportationSh ipme ntTemp li vin g (3 0 da ys) if n eed edMob il ity pre miu m 15% (cap $15 ,0 00)
Yr1 $715,675
Yr2 $563,935
Yr3 $655,155
Yr4 $1,934,765Sa
mpl
e Co
sts*
One
-tim
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emen
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ocat
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Polic
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verv
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Pack
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Ele
men
ts
POLICY OVERVIEW AT A GLANCE
ASSIGNMENT PLANNING
ONLINE MULTI-RATER ASSESSMENT TOOL
Multi-Rater Assessment and
Feedback
ManagerManager
SelfSelf
Others(e.g., Internal Customers)
Others(e.g., Internal Customers)
PeersPeers
DirectReportsDirect
Reports
19MERCER WEBCAST
SUMMARY
• Talent Mobility is here; concept is becoming widely acknowledged by large multinational organizations as a collaborative effort between many stakeholders to achieve business results.
• Much closer alignment of Talent and Mobility functions.• Global Mobility is evolving to address many Talent objectives.• The business value vs. development value
proposition is/should be a key determinant of the structure of employee mobility programs. One approach may no longer fit all.
• Multi-layered (tiered) policies are becoming common.
• Knowledge (information) is king.
20MERCER WEBCAST
QUESTIONS
Steve Nurneysteven.nurney@mercer.com+1 203 229 6103
Mike Pikermike.piker@mercer.com
+1 212 345 2138
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21MERCER WEBCAST