the “new” new normal: global mobility as a strategic advisor
TRANSCRIPT
The “New” New Normal:Global Mobility as a Strategic Advisor
PRESENTER:Andrew P. WalkerPrincipal, Mercer
THE NEW NORMAL 1.0
The 2008 Turning Point
>Global financial downturn pushed mobility to adapt
Operational excellence as the core competence
Improvedefficiencies
Reducedcosts
Alignedpolicies
New Normal 1.0
>More proactive supplier managemento Leveraged global purchasing powero Increased service levels
>Added policy optionso Alternatives to the traditional / “full” packageo Rationalized use of assignments
>Mobility functional alignment with businesso Rash of repatriationso Clearer understanding of “why”
THE NEW NORMAL 2.0
The Age of Enlightenment
> “Talent Mobility”
Right policies for right cost
Alignment with Talent
Right people for right reasons
An Integrated Strategy
TALENT
TOTALREWARDS
The right PEOPLE…
in the right PLACES and ROLES…
PLANNING
at the right COST…
For the right length of TIME and RESULT…
INVESTMENT
Segmented Talent Pools
Strategic businessleadership
Emerging, high-potential talent
Seasoned technical experts
Career-buildingvolunteers
Business valueLow High
High
De
ve
lop
me
nt
Va
lue
Aligned Policies
Full terms plus“Inducement”
Reduced terms “Mutual benefit”
Full terms“Comprehensive”
Minimum“Compliance”
Business valueLow High
High
De
ve
lop
me
nt
Va
lue
Lots of Momentum… But!
23%It’s happening
46%Thinkingabout it
23%Know they
should
8%Don’t care
Source: Mercer Consumer Products Industry Talent Mobility Survey 2011
Where to Start?
Determine Global Mobility
Purpose and Strategy
Business Context
Assess Current Program
Develop Tiered Approach to
Compensation & Benefits
Document Decision
Points for HR & Line
Management
Implement & Communicate
Mobility Context
Assignment Policy
Internal Roadmap
Change Management
Whymobilityhappens
How well isit working?
Policies to best
supportdesired
outcomes
Policydecision
&governanceframework
Rolling itout&
bedding itdown
MetricsOrganizational development
Mobility as aportfolio
investment
Competitivepractice
Making the Business Case For Change
Where This Takes The Mobility Leader
>Mobility managers are focused on strategy improvements, consistent standards, cost savings and, increasingly, talent management
>Evolving into strategic advisorso Aligning principles and policies
o Collaborating with Reward to achieve a consistent design
o Helping the business to understand why they use mobility and how they can do so more effectively
Where This Takes The Mobility Leader
>Gaining and maintaining consistency in mobility practiceso Identifying talent and selecting assignees
o Establishing the assignment business case
>Managing the end-to-end experience (versus end-to-end process)
>Saving costs; increasing value
>Linking with Talent: becoming a talent agent
Meanwhile…
>Business leaders have faced unparalleled challenges over the past two years
>Paradox: Cut costs and expand
>New emphasis on reaching across markets to create new opportunities and execute business strategies
>Leadership talent is required to have a strong global mindset and international experience
Leadership Development
>Clear alignment with leadership priorities and opportunities presented by well-run mobility program
>Number 1 focus in HR’s leadership field:
Global Leaders
Source: DDI, Bersin, 2010
2,000 Managers
Globalization of Business and Talent – Warning Signs
Source: Muczyk & Holt, 2008
Don’t have necessary skills
Fortune 500
Lack global
leaders
Workforce Crisis On The Horizon
25,000,00025,000,000
45,000,00045,000,000
12.5%12.5%
25,000,000
45,000,000
12.5%
40%
THE NEW NORMAL 3.0
>Further evolution required
>Global Mobility must continue to respond
“More than ever, mobility functions are under pressure to create efficiencies, add value, and
operate strategically while continuing to improve its operation effectiveness”
“Confronting and Mastering Global Mobility” by Josy Koumans and Mike Piker, 2011
The “New” New Normal
CriticalTalent and
Roles
1
StrategicWorkforcePlanning
2TargetedEmployee
ValuePropositions
3OutcomeAnalysis
andModeling
4
Connectand
Engage!
5
Five Critical Principles
Future workforceneeds basedon multi-year
strategic businessscenarios
Current andProjected internal
and externalsupply of
critical talent
SupplyDemand
Valueriskscoststiming
Strategic Workforce Planning
Organizational Development
Employee Development
Governance
Cost Management
Providers
Pay & Payroll
Policies
Process
Strategic Alignment
Workforce Leadership
Operational Excellence
Synergy
Driving Success
ClarityCompliance
Consistency
Driving Business Outcomes
Strategy
Effective Talent
Management Practices
Putting the Pieces Together
GlobalMobility3.0
Operationalexcellence
Talent Mobility
Workforcestrategy
Driving successfulbusinessoutcomes
The New New Normal
THANK YOU!