INTEGRATING TALENT MANAGEMENT INTO GLOBAL MOBILITY

Transcription

1 INTEGRATING TALENT MANAGEMENT INTO GLOBAL MOBILITY November 13, 2013 Susan Carter Chicago Patrick Shannon San Francisco

2 Today s Presenters Susan Carter Principal Mobility Patrick Shannon Partner Talent MERCER 1

3 What We ll Cover Today A Global View of Mobility as a Talent Lever Our Framework Linking Global Mobility and Talent Management Key Takeaways MERCER 2

4 Challenges from the Business How can we develop our leaders to meet our growth projections? How can we incent our leaders to move? How can we demonstrate to them it will benefit their careers? Our onboarding programs are not working. Which experiences really accelerate development? It is our money we will spend it the way we want! To meet our growth plans, we must find ways to move junior talent more cheaply. Europe is no different from the United States. I know that there are cheaper ways to move people. MERCER 3

5 Addressing Business and Talent Challenges Getting Talent Leaders Involved in Mobility Decisions Getting Mobility Leaders Involved in Talent Decisions MERCER 4

6 A GLOBAL VIEW OF MOBILITY AS A TALENT LEVER

7 How Companies Define Talent Mobility Today 2012 survey results from 700 American/EMEA companies Moving workers to different locations globally/across borders 80% 81% Moving workers to different locations domestically 39% 58% Moving workers to different organizational units/functions 52% 47% Moving workers to different jobs or skill sets Allowing for virtual mobility 27% 20% 49% 45% Americas EMEA Moving jobs to people (creating/moving jobs where talent is in good supply) 22% 20% Source: Mercer s 2012 Worldwide Survey of International Assignment Policies and Practices MERCER 6

8 New Definition of Mobility Need for a new global mindset Career mobility People move based on their experience and jobs. Geographic mobility People move where the jobs are. Position mobility Positions move where the talent is. MERCER 7

9 As Business Strategy Evolves, So Must Talent Mobility Strategy New labor markets and products Diversity and globalization Organic growth and acquisitions New definition of workplace Moving people within an organization Moving people into an organization Moving jobs to people Virtual mobility MERCER 8

10 Structure and Administration Global mobility and talent management How integrated is your global mobility program and your talent management? How integrated does your management want them to be? Source: Mercer s 2012 Worldwide Survey of International Assignment Policies and Practices MERCER 9

11 MERCER OUR FRAMEWORK

12 Achieve Greater Talent Impact with an End-to-End View Ensure that the right people are in the right jobs, at the right location, at the right price, at the right time Inspire and align people, ensuring that change is embraced and strategic business drivers are understood Fulfill strategic business requirements by proactively managing the relocation, up-skilling, and retooling of key talent Design and implement executive and workforce rewards programs to secure key talent, enhance business performance, and withstand external scrutiny Evaluate the performance, readiness, potential, and job fit of your key talent and the flow of talent into, through, and out of your organization Enhance leader and manager capability to motivate employees, influence career decisions, champion talent management, and shape corporate culture MERCER 11

13 Engaging in Talent Discussions Understand and integrate mobility considerations Talent strategy Role profiles and Competencies Workforce analytics Talent assessment tools Succession planning Leadership development Global Executive Passage Passage Global Mindset four Passage Global Skills two Enterprise manager Group manager Business manager Functional manager Manager of managers Manager of others Manager of self Leadership Pipeline: Charan, Drotter and Noel, 2000 Passage Full package five Passage Global Mindset three Passage Baseline Attributes one Mentoring Global region assignment Executive education Strategic global projects Second international assignment 360 degree feedback Mentoring First international assignment Assessments Multi-cultural teams Special projects Short term assignments MERCER 12

14 Segmenting Assignees: Four-Box Model Current assignees by category (median values) 3 Emerging/High-Potential Talent International learning/ development to grow next generation of leaders 1 Strategic Business Leaders Fill mission-critical roles and deliver specific, strategic business results DEVELOPMENTAL VALUE 4 % of Assignees NA 20% (n=215) Eur 15% (n=144) AsiaP 18% (n=58) Specific policy in place NA 18% (n=251) Eur 25% (n=181) AsiaP 26% (n=82) Career-Building Volunteers International experience to fulfill personal objectives (opportunistic, employee-driven moves) % of Assignees NA 10% (n=120) Specific policy in place NA 12% (n=226) 2 % of Assignees NA 40% (n=270) Eur 30% (n=160) AsiaP 26% (n=85) Specific policy in place NA 19% (n=283) Eur 22% (n=181) AsiaP 26% (n=82) Seasoned Technical Experts Providing specialist skill/expertise to fill local gap or to complete a specific project/task % of Assignees NA 40% (n=265) Specific policy in place NA 17% (n=275) Eur 10% (n=90) Eur 18% (n=149) Eur 40% (n=160) Eur 19% (n=176) AsiaP 10% (n=37) AsiaP 15% (n=62) AsiaP 60% (n=90) AsiaP 27% (n=86) BUSINESS VALUE Source: Mercer s 2012 Worldwide Survey of International Assignment Policies and Practices MERCER 13

15 MERCER LINKING GLOBAL MOBILITY AND TALENT MANAGEMENT

16 Taking It to the Next Level Intra-company collaboration Mercer point of view Developing an integrated strategy for global talent mobility Guiding principles shape strategy, design and measurement PLANNING Locations Talent Supply & Demand Workforce Planning & Analytics Lifecycle Management Purpose & Skill Requirements TALENT Segmentation Key Roles Performance Requirements Leadership Capabilities Employee Value Proposition TOTAL REWARDS Elements & Purpose Comparators & Positioning Performance and Risk Equity, Choice, Flexibility Communication & Transparency INVESTMENT Governance & Accountability Affordability & Sustainability Administration Oversight & Advisory Success Measures MERCER 15

17 Mobility as a Ladder for Global Leader Development International assignments Multicultural teaming Rotational assignments Special projects Frequent travel Cultural training Coaching Mentoring Source: Mercer. New Insights on Global Leadership Development, 2011 MERCER 16

18 Global Leadership Development Competencies of global leaders Building and assessing excellence in global leadership Baseline Attributes Global Skills & Knowledge Global Mindset Catalytic learning capability Sense of adventure Entrepreneurial spirit Sensitivity and responsiveness to cultural differences Ability to lead multicultural teams Sophisticated networking competence Cultural literacy Universal Comfort with cultural complexity and its contradictions Opportunity sensing for uncertainty of global markets Systems thinking in global contexts Extended time perspective Context-specific leadership capabilities Specific Source: Mercer. New Insights on Global Leadership Development, 2011 MERCER 17

19 Expatriate Assessment and Development CulturalTrainingPassport SAGE: Self-Assessment for Global Endeavors SOCIABILITY SELF-EFFICACY OPENNESS CURIOSITY TOLERANCE OPENNESS TO EXPERIENCE FLEXIBILITY RELIABILITY EMOTIONAL STRENGTH RESOURCEFULNESS MERCER For details, see imercer.com/ctpassport 18

20 Mobility as a Leadership Development Tool Where are the connections? Use of developmental assignments Calibrating competencies Candidate assessment Assignment goal-setting Planning 18 months before repatriation MERCER 19

21 Key Takeaways Call to action Become a part of Talent conversations Regardless of the reporting structure, make your place at the table Prepare to be the internal mobility management consultant Decide whether international roles will dictate your mobility approach Audit, evaluate, and evolve your mobility policies Implement Mobility Workforce Planning programs MERCER 20

22 Questions Susan Carter Chicago Patrick Shannon San Francisco QUESTIONS Please type your questions in the Q&A section of the toolbar. We will answer as many questions as we have time for. To submit a question while in full-screen mode, use the Q&A button at the top of your screen. To submit a question while in half-screen mode, use the Q&A panel on the bottom right-hand side of your screen. CLICK HERE TO ASK A QUESTION TO ALL PANELISTS FEEDBACK A feedback form will pop up in a new window when our webcast ends. Please fill it out and submit it so we can continue to improve. View past recordings and sign up for upcoming webcasts MERCER

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