2016 global mobility services forum - presenter powerpoint ......expect to work hard. 1 in 7 . are...

Talent management Global mobility as part of the talent management portfolioMark Spears, Global Head of People and Change

October, 2016

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Faced with significant transformation plans and

ever advancing

technologies, 99% of CEOS report taking

action to develop existing or future talent over next

3 years

The world is changing …

— Globalization 2.0

— Environmental Crisis

— Individualism and the impact of ‘Millenials’

— Disruptive technology

— Demographic change

— Changing needs of customers

2

… and ‘talent

management’ is at the

heart of it

96% are expecting to increase headcount over the next 3 years, with

61% planning to do so over 12 months

Source: KPMG CEO Outlook Survey 2016


Expect to work hard1 in 7 are working 50 hours a week or more

Demand innovation78% are influenced by how innovative a company is when deciding if they want to work there

Desire work-life balance25% demand work-life balance and job flexibility

Want leadership training63% believe their leadership skills are not being fully developed

Driven by values 56% ruled out working for a particular organisation because of its values

Millennials will soon represent 75% of the workforce…

Source: Firefish, Dataconomy, 2015

Seek opportunities66% expect to leave their organisation by the end of 2020

Creating different ways of workingTwo-way communication, collaboration, developing personal relationships and a desire to make flexible working a reality. They want to manage their own careers

Demanding immediate actionEverything in hyperspeed; more promotions, more investment, more development opportunities

Pushing for reformQuestioning the status-quo and fostering more thoughtful relations between workers and employers

3


Sociometric badges will become commonplace. Measuring engagement, productivity and retention. Taking talent analytics to the next level

Digital Labour The world of big data: 2.5 billion gigabytes of data each day, 80 percent of which is unstructured driving exponential and unparalleled transformation of business models. Their use is set to enable a progressive digitization of labour as a result of significant advancements in machine intelligence, digital engagement, analytics, big data, social, mobile, and cloud

And technology is reaching new heights…Today 99% of things in the physical world are connected to the internet

Enterprise gamification is on the rise. The industry is predicted to grow by 67% by 2018 –used for engagement, training, on-boarding and recruitment

Within ten years every major company will have a people analytics division. The companies that don’t will cease to exist

4

Gartner predicts that by 2020, smart machines will be a top five investment priority for more than 30% of CIOs.

Multiple researchers suggests that smart robots will replace more than 100 million knowledge workers —or one-third of the world’s jobs — by 2025



Predictive analytics and data driven decisions will go mainstream…

organizations will be increasingly willing to share information to drive their

ability to predict critical skills

What does this mean for Talent

Management and Global

Mobility?

HR & Talent must redefine its mission and mandate to maximize on the extended workforce and open talent economy’s strategic value

Skills gaps will widen even further, therefore organizations will have to become adept at quickly tapping skills when and where they’re needed, “re-badging” employees through an accelerated progression

Organizations will adopt new talent sourcing strategies and management methods to support mobile workforces across geographic barriers

Line Managers will become even more critical than ever before – line management will become the ‘talent spotters’

Talent programmes will become obsolete and instead customization will be key –harnessing analytics to achieve the sense that all employees are a “workforce of one”

5


Source: CEB, Shifting to enterprise Talent Management, 2016

The impact on Talent Management “HR needs to view talent in a much more holistic way, seeing the connections between different parts of the talent process. And it needs to bring deep

expertise in what motivates people and what drives development”

David Coleman, CEO Creelman Research

“Moving people across the organisation is 1000 times harder than bringing them

in from outside”

CRF Research, May 2016

“Fundamental to the new talent model is acknowledging the uncertainty that

appears to be a permanent part of the business world and being able to

respond and adapt to it”

Peter Capelli, Professor of Management, Wharton

“The right talent is the fundamental building block when it comes to creating an organisation capable of innovating

and changing and using this as a source of competitive advantage”

ED Lawler, Distinguished Professor of Business, University of South

California

“We have to balance the desire to take time to get things right with the fact that we’re in a world where things move very quickly. We need to balance the need for

a longer planning horizon with staying agile enough to deal with volatility”

Tim Walker-Jones, Group Reward and Capability Director, Imperial Tobacco

“The thing that will have the biggest impact on HR organisations’ capacity to deliver is the extent to which they are able to align different processes and practices.

There’s still too much silo thinking going on The ability of HR people in different specialist areas to work together is

one of the biggest success factors”

Natalie Jacquemin, Partner and Head of Talent Strategy Practice, Mercer

Source: Conference Board and KPMG Survey


• Leadership Communication

• EVP• Retention

strategy• Exit and alumni

Our view on Talent Management …

ACQUIRE AND PLACE

DEVELOP AND CONNECT

ENGAGE AND RETAIN

STRATEGIC TALENT REQUIREMENTS• Clear definition of what talent means to you• Clarity over capabilities, critical roles,

geographies and key individuals needed to win in the future

TALENT RISK MANAGEMENT• Framework for talent risks• Enterprise risk management• Talent risk dashboard

INVESTMENT AND MEASUREMENT• Demonstrating value from talent

investment by measuring Return on Investment

YOUR UNIQUE TALENT PLAN

GOVERNANCE AND INFRASTRUCTURE

DATA

• Talent data and analytics• Process and cost

benchmarking

• Marketing• Hiring• Onboarding

• Mobility• Flexible

workforce• Sourcing• Internal

• Technical/ professional training

• Business and leadership development

• L&D Function optimisation

• Academies

• Competency/ capability frameworks

• Career paths• Succession

planning• High potential

programs

• 70/20/10• Diversity and

inclusion• Social media

• Performance • Management• 360º

feedback• Reward

strategy

SYSTEMS

• Talent systems• LMS and learning

technology

PEOPLE

• Talent team structure and roles

PROCESS

• Talent review process• Models of potential• Policy and governance

… Global Mobility is a crucial element of an effective talent strategy


… but is it happening?Even organisations with the best intentions to align global mobility and talent management struggle with establishing a cohesive and appropriate approach. Consider some of the challenges below, do these resonate with your experiences?

TM often operates under a domestic or HQ philosophy. The lack of a global

approach to talent management impacts international assignees

Peripheral HR programmes, such as performance management or learning

and development may not align between home and host countries,

which can create conflicts

Global mobility often operates in reactive mode and focuses on

assignment logistics and getting an assignment underway in a quick,

compliant and cost effective manner. The longer term talent implications can

be overlooked

Sometimes assignments need to happen very quickly and talent

management comes to late to the game to be impactful

Some groups can fall too comfortably into their silos; global mobility doesn’t understand talent management and

vice versa

Local v Global Transactional v Strategic

TM covers the entire organization. The needs of the comparatively small international assignee population may be overlooked, not considered or fully

understood

Organisational structures may not facilitate or even impede effective

communication between talent management and global mobility

Multiple HR disciplines are involved in the global mobility process

(compensation, benefits, relocation, employment law, etc). Talent

development and management activities may get diluted or lose

effectiveness

Structural barriersSilo mentality

Table discussions


What does this mean for Talent Management and Global

Mobility?Our predictions over the next 2-3 years

Do you believe GMS

should be a

strategic component

of talent?

What can we do

differently to

make it happen?

Is it happening and if

so, what are the

drivers and lessons

learned?

If it isn’t happening,

why not? Is it

important enough?

In your groups, consider the following….

Be ready to feedback in plenary

Establishing the narrative …


Establishing the narrative and building a business

caseDoes your organisation have a holistic strategy

that articulates the interdependence of

Talent Management and Global Mobility??

How does Global Mobility integrate into

each aspect of the Talent Management

processes and execution?

Is there executive support and ownership driving the governance

surrounding international

assignments?

Have technical and financial capabilities

been built to support the measurement of global

talent management?

How can the story be captured with key

metrics to communicate the story to key organisational stakeholders?

How does the organisation monitor and respond to talent and global mobility

changes over longer term horizons?


Doing things differently – Key take-aways— Create a direct line of sight between a talent management strategy that incorporates global mobility

and the delivery of corporate strategic objectives

— Utilise data and analytics to demonstrate the value of effective global mobility practices

— Establish the business case and the internal argument to develop ongoing global mobility and talent management links within the organisation

— Institutionalise talent management principles within the global mobility programme, and incorporate global, cross border thinking and structured links between global mobility and talent management

— Create effective governance and management solutions to encourage greater collaboration between global mobility and talent management

— Better position the HR function to promote the organisation’s mandate to grow the business globally

— Create sustainable organisational capability by developing global careers and retaining talent

— Balance the global talent planning process with the individual employee’s personal and career needs, particularly post assignment

— Assess the capabilities of GM teams to create balance between strategic and transitional requirements

Mark Spears

Contacts

Global Head of People and ChangeKPMG in UKT: +44 07789 634600E: [email protected]


Thank you


The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.

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2016 global mobility services forum - presenter powerpoint ......expect to work hard. 1 in 7 . are...

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