reshaping global mobility policy - ey - ernst &...

Reshaping global mobility policy Contribute to HR transformation through the strategic alignment of the company global mobility policy

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Agenda

► Introduction ► AgustaWestland case

► Business transformation ► HR role in the transformation ► Mobility alignment ► Policy reshaping ► Final remarks

► Rackspace case ► The business and organizational backdrop ► How global mobility got to where we are ► What have we done so far? ► What must we do from here?

► Conclusions

Global mobility organization design A general model

► Define the need for mobility ► Identify clear business case for assignments

► Align policy provisions with business needs ► Develop multi-tier policies to match strategy ► Eliminate high-cost/low-value benefits,

out-of-date policies ► Candidate selection process

► Assignment management process ► Cost budgeting process

Process

Policy

Strategy

AgustaWestland and Rackspace

► Aerospace company leader in its sector

► 10 plants distributed across EMEA, Americas and Asia

► Revenues exceed €4.3b (ca. 60% are export sales)

► R&D spend above 11% of revenues

► 13,000 people operating in more than 30 countries

► 33% of people under 35

► Ca. 270 people in the Company Mobility Program

► Business situation:

► Significant product development and marketing efforts (three brand new models)

► Expansion of sales and post-sales capabilities

► Extended reach

► Managed cloud leader in its sector

► Nine offices and/or data centers distributed across Europe, Americas and APAC

► Revenues exceed US$1.9b

► About 6,000 people operating in 12 countries, nearly half are outside of the US

► Average age = 32 years old

► Approximately 90 people are in the Global Mobility program

► Business situation:

► New CEO

► Refreshed vision

► Big push for talent

► Strategic geographic expansion

Slide courtesy of AgustaWestland and Rackspace

AgustaWestland

Business Transformation in AgustaWestland

► Our customers (operators, governments and agencies, VIP, etc.) looked for more quality on delivery and service excellence

► We needed to strengthen the focus on through-life customer satisfaction

► Products, services and culture have been considered to ensure the alignment to customer needs

► The ThinkCustomer mind-set unites the whole organization with a common philosophy, promoting: ► Proactivity ► Leadership & accountability ► Cross-functional collaboration

Slide courtesy of AgustaWestland

The HR Transformation in AgustaWestland

HR was called to elaborate a new HR Strategy, grow new capabilities and review processes. ► Promote engagement with stakeholders ► Spread a set of Core Values:

► Proactivity ► Accountability ► Collaboration ► “ThinkCustomer”

► New Roles (cross-geo HR BP Teams, CoE Reward & Global Mobility, etc.)

► Stronger focus on Talent and Mobilization


Global mobility role in the HR transformation

Global mobility role

The mobility team was to contribute to the HR transformation through: ► The alignment to the new operating model ► An operational review (although at a smaller scale) ► A new approach to the delivery of tax advisory service (partnership)

Encouraged by line management comments – contribute through: ► A new mission to position global mobility in the “customer radar” ► New solutions to improve the customer experience


► Applications (portal) ► Process and policy ► Skill development

► Organization ► Roles ► Checks and fine-tune

► Envisage future state ► External benchmark ► Agree change path

► Stakeholder mapping ► Collect opinions ► Set expectations

Why (Business

case)

What (To-be state)

How (Processes and

policies)

Who (Organization

and roles)

HR strategy Infrastructure

Stakeholder instances

Cap

abili

ties

Global mobility transformation


Policy reshaping – summary

Main steps: ► Map and engage different clusters of stakeholders (not only HR) ► Consider workforce demographics and trends ► Draft recommendations for change based on feedback ► Launch an international benchmark survey ► Confirm or amend recommendations for change (teamwork) ► Provide new policy and feedback to the business


Total reward applied to global mobility

Financial

Benefits Housing and real estate School Car

Welfare Health insurance Family support Periodical home leave

Compensation Foreign service premium Settling-in allowance Cost of living adjustment

Development Career management Learning and development Performance management

Experiential

Personal Company

To improve the customer experience, it is key to align expectations between company and individuals with a 360° view.


Concluding remarks – Lessons learned

► Ensure the customer voice is heard ► Manage employee and business expectations throughout the assignment ► Align transformation to the (changing) business objectives ► Manage stakeholders through the process and beyond ► Keep an open mind to ensure continuous improvement ► Develop resilience and vision


Rackspace

The Rackspace backdrop

► Our identity: Fanatical Support ► Applies to how we treat our customers and to how we treat each other

internally ► General challenges as a company

► Growing up quickly ► Competing against behemoths in the marketplace, AWS in particular ► Being reactive instead of strategic ► Talent management

► Global Mobility-specific challenges ► Lack of experience and understanding ► So-called “strategic” v. “non-strategic” relocations ► Working across silos, both functional and geographic

Slide courtesy of Rackspace

How we got to where we are

► Pre-history ► Send people “willy nilly” ► Fill immediate need ► Not strategic, no policy

► People got what they negotiated

► Stone Age ► Policies created because we should to have them… ► …though no understanding existed of the content or why it was there ► Case of adopting “strategy” without really thinking about how it applies

► Current state (Bronze Age…maybe?) ► Need for “flexible” standardization ► Need for tiered approach, even if rudimentary ► Understanding that investment from Rackspace (and not just the Racker) is necessary,

but this must be done intelligently Slide courtesy of Rackspace

A refresher: global mobility organization design A general model

► Define the need for mobility ► Identify clear business case for assignments

► Align policy provisions with business needs ► Develop multi-tier policies to match strategy ► Eliminate high-cost/low-value benefits, out-of-

date policies ► Candidate selection process

► Assignment management process ► Cost budgeting process

Process

Policy

Strategy


What have we done?

► Strategy ► Defined the case for mobility ► Identified the initial business case for assignments

► Policies ► Created initial multi-tiered frameworks to hang policies on:

► Personal and/or developmental ► Below Director and/or non-strategic ► Director and above and/or strategic ► Rotational/training

► Rolled global mobility policies into larger mobility policy strategy ► Part of recruiting and talent management strategy overhaul

► Processes ► Business case assessment ► Assignment cost analysis


What must we do from here?

► Strategy ► Further define/clarify business cases for assignments ► Continue to evolve Global Mobility program to be viewed as a

strategic planning partner ► Consult regularly with the International Leadership Team on the

state of current locations and future plans ► Policies

► Identify owners from each of our stakeholder groups and invite them to take part in the policy development process

► Take into account benchmarking survey data (internal and external) ► Listen to real-time feedback from Rackers ► From our existing policy frameworks, think outside the box in

crafting new policies


What must we do from here?

► Processes ► Further refine assignment cost analysis modeling and budget-to-

actual analysis ► Develop a more integrated structure to policy administration ► Create repeatable, automated processes via workflow and

assignment management systems solutions ► Develop processes to support new policies, once finalized


Conclusions

► Have the right people with the right experience and viewpoints leading the charge

► Seek input and look for patterns in that input ► Communicate and collaborate ► Cast a wide net when identifying stakeholders ► Educate your stakeholders ► Remain flexible

reshaping global mobility policy - ey - ernst &...

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