integrating talent management into … talent management ... • linking global mobility and talent...
TRANSCRIPT
INTEGRATING TALENT MANAGEMENTINTO GLOBAL MOBILITYNovember 13, 2013
Susan CarterChicago
Patrick ShannonSan Francisco
MERCER
Today’s Presenters
1
Talent
PatrickShannon
Partner
PatrickShannon
Partner
PatrickShannon
Partner
Mobility
SusanCarterPrincipal
SusanCarterPrincipal
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• A Global View of Mobility as a Talent Lever
• Our Framework
• Linking Global Mobility and Talent Management
• Key Takeaways
2
What We’ll Cover Today
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Challenges from the Business …
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“It is our money … wewill spend it the way we
want!”
“I know that there are cheaperways to move people.”
“Europe is no differentfrom the United States.”
“To meet our growth plans,we must find ways to movejunior talent more cheaply.”
“How can we develop ourleaders to meet our growth
projections?”
“How can we incent our leadersto move? How can we demon-strate to them it will benefit theircareers?
“Our onboarding programsare not working.”
“Which experiences reallyaccelerate development?
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Addressing Business and Talent Challenges
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Getting TalentLeaders Involved inMobility Decisions
Getting MobilityLeaders Involved inTalent Decisions
A GLOBAL VIEW OF MOBILITYAS A TALENT LEVER
MERCER 6
How Companies Define Talent Mobility Today2012 survey results from 700 American/EMEA companies
20%
20%
45%
47%
39%
81%
22%
27%
49%
52%
58%
80%
Moving jobs to people (creating/moving jobswhere talent 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 locationsglobally/across borders
Americas
EMEA
Source: Mercer’s 2012 Worldwide Survey of International Assignment Policies and Practices
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New Definition of MobilityNeed for a new global mindset
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People move based on theirexperience and jobs.
Career mobilityPeople move where
the jobs are.Positions move where the
talent is.
Geographic mobility Position mobility
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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
As Business Strategy Evolves, So Must Talent Mobility Strategy
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How integrated is your global mobility program and your talent management?How integrated does your management want them to be?
Structure and AdministrationGlobal mobility and talent management
Source: Mercer’s 2012 Worldwide Survey of International Assignment Policies and Practices
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OUR FRAMEWORK
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Ensure that theright people are inthe right jobs, atthe right location,at the right price,at the right time
Inspire andalign people,ensuring thatchange isembraced andstrategic bus-iness driversare understood
Enhanceleader andmanagercapability tomotivateemployees,influencecareerdecisions,championtalent man-agement, andshapecorporateculture
Design andimplementexecutive andworkforcerewardsprograms tosecure keytalent, enhancebusiness per-formance, andwithstandexternalscrutiny
Evaluate theperformance,readiness,potential, andjob fit of yourkey talent andthe flow oftalent into,through, andout of yourorganization
Fulfillstrategicbusinessrequirementsby proac-tively man-aging therelocation,up-skilling,and retoolingof key talent
Achieve Greater Talent Impact with an End-to-End View
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MERCER 12
Engaging in Talent DiscussionsUnderstand and integrate mobility considerations
Role profiles andCompetencies
Talent strategy
Leadership development
Manager of self
Manager of others
Manager of managers
Functional manager
Business manager
Enterprise manager
Group manager
GlobalExecutivePassage
Passagefive
Passagefour
Passagethree
Passageone
Passagetwo
Manager of self
Manager of others
Manager of managers
Functional manager
Business manager
Enterprise manager
Group manager
Manager of self
Manager of others
Manager of self
Manager of others
Manager of managers
Functional manager
Manager of managers
Functional manager
Business manager
Enterprise manager
Group manager
GlobalExecutivePassage
GlobalExecutivePassage
Passagefive
Passagefive
Passagefour
Passagefour
Passagethree
Passagethree
Passageone
Passageone
Passagetwo
Passagetwo
BaselineAttributesBaselineAttributes
GlobalMindsetGlobal
Mindset
Fullpackage
Fullpackage
GlobalMindsetGlobal
Mindset
GlobalSkillsGlobalSkills
Leadership Pipeline: Charan, Drotter and Noel, 2000 Short term assignmentsShort term assignments
Special projectsSpecial projects
Multi-cultural teamsMulti-cultural teams
AssessmentsAssessments
MentoringMentoring
360 degree feedback360 degree feedback
First international assignmentFirst international assignment
Second international assignmentSecond international assignment
MentoringMentoring
Global region assignmentGlobal region assignment
Executive educationExecutive education
Strategic global projectsStrategic global projects
Talent assessment tools Succession planning
Workforce analytics
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Segmenting Assignees: Four-Box ModelCurrent assignees by category (median values)
Emerging/High-Potential TalentInternational learning/ development to
grow next generation of leaders
Strategic Business LeadersFill mission-critical roles and deliverspecific, strategic business results
% 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)
% of AssigneesNA 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)
Career-Building VolunteersInternational experience to fulfill personal objectives
(opportunistic, employee-driven moves)
Seasoned Technical ExpertsProviding specialist skill/expertise to fill local gap
or to complete a specific project/task
% of Assignees
NA 10% (n=120)
Eur 10% (n=90)
AsiaP 10% (n=37)
Specific policy in place
NA 12% (n=226)
Eur 18% (n=149)
AsiaP 15% (n=62)
% of Assignees
NA 40% (n=265)
Eur 40% (n=160)
AsiaP 60% (n=90)
Specific policy in place
NA 17% (n=275)
Eur 19% (n=176)
AsiaP 27% (n=86)
DE
VE
LOP
ME
NTA
LVA
LUE
BUSINESS VALUE
1
2
3
4
Source: Mercer’s 2012 Worldwide Survey of International Assignment Policies and Practices
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LINKING GLOBAL MOBILITY AND TALENTMANAGEMENT
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Developing an integrated strategy for global talent mobilityGuiding principles shape strategy, design and measurement
Taking It to the Next LevelIntra-company collaboration – Mercer point of view
Locations Workforce Plan-ning & Analytics
LifecycleManagement
PLANNING Purpose & SkillRequirements
Talent Supply& Demand
Elements &Purpose
Performanceand Risk
Equity, Choice,Flexibility
TOTALREWARDS
Communication& Transparency
Comparators& Positioning
Segmentation PerformanceRequirements
LeadershipCapabilities
TALENT Employee ValueProposition
Key Roles
Governance &Accountability Administration Oversight &
AdvisoryINVESTMENT Success Measures
Affordability &Sustainability
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Mobility as a Ladder for Global Leader Development
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Internationalassignments
Multiculturalteaming
Rotationalassignments
Specialprojects
Frequenttravel
Culturaltraining Coaching Mentoring
Source: Mercer. New Insights on Global Leadership Development, 2011
MERCER 17
Global Leadership DevelopmentCompetencies of global leaders
SpecificUniversal
BaselineAttributes
Global Skills &Knowledge
GlobalMindset
Catalytic learningcapability
Sense of adventure
Entrepreneurial spirit
Sensitivity and respon-siveness to cultural dif-ferences
Ability to lead multi-cultural teams
Sophisticated networkingcompetence
Cultural literacy
Comfort with culturalcomplexity and itscontradictions
Opportunity sensing foruncertainty of globalmarkets
Systems thinking inglobal contexts
Extended time perspect-ive
Context-specificleadershipcapabilities
Building and assessing excellence in global leadership
Source: Mercer. New Insights on Global Leadership Development, 2011
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Expatriate Assessment and DevelopmentCulturalTrainingPassport™
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SAGE: Self-Assessment for Global Endeavors
SOCIABILITY
OPENNESS
TOLERANCE
FLEXIBILITY
EMOTIONAL STRENGTH RESOURCEFULNESS
RELIABILITY
OPENNESS TO EXPERIENCE
CURIOSITY
SELF-EFFICACY
For details, see imercer.com/ctpassport
MERCER 19
Mobility as a Leadership Development ToolWhere are the connections?
Calibrating competencies
Candidate assessment
Assignment goal-setting
Planning 18 months before repatriation
Use of developmental assignments
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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
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Key TakeawaysCall to action
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Questions
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Patrick ShannonSan [email protected]
Susan [email protected]
