balancing mobility objectives: talent vs. business … · business insights based on the defined...
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© MERCER 20171
B A L A N C I N G M O B I L I T Y O B J E C T I V E S :
TA L E N T V S . B U S I N E S S N E E D S
L a u r a R o d r i g u e z
G l o b a l D i r e c t o r , Ta l e n t M o b i l i t y
J o h n s o n & J o h n s o n
© MERCER 20172
T O D AY ’ S P R E S E N TAT I O N
• SHARE HOW JOHNSON & JOHNSON APPROACHES BALANCING
BUSINESS AND TALENT NEEDS FOR INTL. MOVES
• KEY AREAS OF FOCUS FOR OUR MOBILITY PROGRAM
• SERVICE DELIVERY MODEL & SERVICES
• MANAGING THE FACTORS THAT DELIVER BALANCE
• TOOLS / METHODOLOGIES THAT SUPPORT OUR PROCESS
• ALLOW TIME FOR QUESTIONS AT CLOSE
© MERCER 20173
H O W C O N V E R S A N T A R E Y O U W I T H
I N T E R N AT I O N A L M O B I L I T Y ?
A. Have worked in Mobility space, have considerable
experience
B. Have moved my fair share of talent, good understanding
of logistics & challenges
C. Understand the basic components, with no/little
experience moving int’l. talent
D. No background, Mobility is new for me
© MERCER 20174
J O H N S O N & J O H N S O N ’ S G L O B A L P R E S E N C E
• Global Leader in Health
Care
• More than 275 Operating
Companies in more than 60
countries
• Selling Products in over
175 Countries
• Approximately 122,000
Employees Worldwide
• 1475+ Intl. Talent Moves
in over 230 unique
home/host country
combinations
© MERCER 20175
B A L A N C I N G M O B I L I T Y O B J E C T I V E S :
A S Y S T E M S V I E W
BUSINESS STRATEGY
TALENT STRATEGY
SERVICE MODEL
POLICY FRAMEWORK
MOBILITY PLANNING &
GOVERNANCE
OUTCOMES, METRICS & ANALYTICS
© MERCER 20176
M O B I L I T Y ’ S K E Y A R E A S O F F O C U S
PROVIDE EXCELLENT
CUSTOMER
EXPERIENCES
ASPIRATION
UTILIZE TECHNOLOGY TO
DELIGHT CUSTOMER
STREAMLINED /
STANDARDIZED
ENTERPRISE PROCESSES
DELIVERY
PROMOTE DIVERSE
WORK EXPERIENCES
FOR CAREER
DEVELOPMENT,
GLOBALLY
ASPIRATION
PROVIDE BROADER ACCESS
AND TRANSPARENCY TO
GLOBAL OPPORTUNITIES
SHAPE DIFFERENTIATED
INVESTMENT IN THE
TALENT PORTFOLIO
ASPIRATION
DEVELOP TODAY AND
TOMORROW’S LEADERS
ENABLEMENTSTRATEGY
BusinessCUSTOMER
HRBP, EmployeeCUSTOMER
Mobile EmployeeCUSTOMER
© MERCER 20177
O U R H Y B R I D S E R V I C E M O D E L
ADVISORY SERVICES
MOBILITY CENTER OF EXCELLENCE (COE)
• CENTRALIZED ENTERPRISE GOVERNANCE FOR STRATEGY, POLICY,
TECHNOLOGY, VENDOR & SERVICES MANAGEMENT & ANALYTICS
• ENSURES PROGRAM DUTY OF CARE & COMPLIANCE
• MANAGEMENT OF OUTSOURCED US DOMESTIC RELOCATIONMobility
Center of
Excellence
HELPLINE FOR MGR & HR:
RELOCATION MGMT
CONSULTANT:
• POLICY GUIDANCE
• CASE INTAKE & INITIATION
• COST ESTIMATES
• TALENT MOVE APPROVALS
• TRIAGE QUESTIONS
LOGISTICAL EMPLOYEE SUPPORT
INTL. ASSIGNMENT CONSULTANT
• EXCEPTION MANAGEMENT
• LIAISON FOR INTERNAL &
EXTERNAL PROCESS PARTNERS
IDP PROGRAM + DAS SUPPORT
GOALS & OUTCOMES SUPPORT
• ASSIGNMENTS INTENDED TO
“ACCELERATE“ TARGET JOB FOR
DIR 1 LEVEL & BELOW
• MANAGE IDP PROGRAM
STRATEGIC PARTNER TO HR
& BUSINESS MGR.
• STRATEGIC PLANNING &
ADVISORY ANALYTICS:
• COMPLEX ASSIGNMENT
STRUCTURING
Advisory
Services
Mobility
Logistical
Services
MOBILITY
ADVISORY
IDP & DAS
SUPPORT
HELP
LINE
EMPLOYEE
SUPPORT
LOGISTICAL SERVICES (RELOC. MNGMT VENDOR)
Tax, Policy & Compliance
Talent Mobility Strategy &
Services Integration
25 J&J STAFF LOCATED ACROSS 3 REGIONS
REPORTING TO TALENT MANAGEMENT
© MERCER 20178
A N E T W O R K O F S E R V I C E V E N D O R P A R T N E R S W I T H S P E C I A L I Z E D E X P E R T I S E …
• WORK PERMITS
• VISAS
• RENEWALS
• LEGAL COUNSEL
• PE ASSESSMENT
Immigration Services
• TRAVEL & EXPENSE
• MOVERS
• INSURANCE
• HOUSING
• HOME SALE & PURCHASE
• COST ESTIMATES
• EMPLOYEE ORIENTATION
Relocation Services
• TAX STRATEGY
& COUNSEL
• HOME/HOST TAX
FILING
• LTI & TRAILING
LIABILITIES
• SOCIAL
BENEFITS &
PENSION
Tax Services
• MARKET DATA
• COST ESTIMATES
• PAYROLL INSTRUCTION
• METRICS & REPORTING
• SUPPLIER INTEGRATION
• CONSULTING TOOLS
• ANALYTICS, PORTALS & SURVEYS
Expat Data&
Technology
• SECURITY & SAFETY
• EMERGENCY MGMNT.
• VENDOR CONTRACTS
• SOX, BUSINESS SOPS
• DATA PRIVACY
• AUDIT SVCS.
• STAKEHOLDER COMM’S
Duty of Care
• SUPPORT TO EMPLOYEE & FAMILY
• PROCESS ORIENTATION
• BALANCE SHEET REVIEW
• INTERFACE ON SERVICES ESCALATION
• DESTINATION SERVICES
Assignee Facing
Services
© MERCER 20179
M O B I L I T Y ’ S I N T E R N A L PA R T N E R N E T W O R K
TALENT
MOBILITY
HR BUSINESS
PARTNERS
BUSINESS
LEADERS
TALENT
MANAGEMENT
TALENT
ACQUISITION
TOTAL
REWARDS
HR OPERATIONS
CORP INTL. BENEFITS
COUNTRY
PAYROLLS
HR IT
FINANCE
CORPORATE
TAX
CORPORATE
LEGAL
PROCUREMENT
GLOBAL
SECURITY
ACHIEVING THE RIGHT BALANCE REQUIRES STRONG RELATIONSHIPS WITH BUSINESS LEADERS, SECTOR & REGIONAL HR BUSINESS PARTNERS
AND FINANCE
© MERCER 201710
W H E R E D O Y O U R E P O R T & H O W
I S Y O U R PA R T N E R I N G ?
A. REPORT WITHIN COMPENSATION / FINANCE?
B. REPORT WITHIN TALENT MANAGEMENT / DEVELOPMENT?
C. REPORT TO TALENT ACQUISITION?
D. NOT APPLICABLE – NOT INVOLVED WITH MOBILITY
HOW STRONG IS THE PARTNERSHIP WITH YOUR NON-MOBILITY
INTERNAL PARTNERS TO DELIVER INTEGRATED EMPLOYEE SERVICES?
A. NO CLEAR PROCESS / VENUES FOR PARTNERSHIP
B. REQUIRES SOME EFFORT BUT WE GET THE JOB DONE
C. WE HAVE WELL ESTABLISHED PROCESSES / VENUES FOR PARTNERSHIP
D. NOT APPLICABLE – NOT INVOLVED WITH MOBILITY
© MERCER 201711
C L A R I F Y I N G B U S I N E S S & TA L E N T N E E D S
ENTERPRISE
EMPLOYEEBUSINESS
CAPABILITIESEMERGING & GROWTH MARKETSNEW COUNTRY ENTRIESREORGANIZATIONS
CHANGING DEMOGRAPHICSACCELERATED DEVELOPMENTACQUISITIONS, DIVESTITURES
DUAL CAREER & FAMILYPERSONAL INTERESTSGLOBAL EXPERIENCECAREER PROGRESSION
NEW SERVICESNEW PRODUCTSMARKET EXPANSIONKEY SKILL SETS
BALANCING INDIVIDUAL & AGGREGATE BUSINESS FACTORS
DIFFERENTIATION: BUSINESS & TALENT NEEDS
© MERCER 201712
M A N A G I N G T H E FA C T O R S T H AT
D E L I V E R B A L A N C E
THE WHAT, WHY, HOW, WHEN AND WHO OF INT’L. ASSIGNMENTS
STRATEGIC INTENT OF ASSIGNMENT
STRATEGIC MOBILITY PLANNING &
GOVERNANCE
DIFFERENTIATED INVESTMENT FOR
OUTCOMES
PROCESS, EXPERIENCE &
EMPLOYEE VALUE
ANALYTICS & ROI
© MERCER 201713
5 K E Y Q U E S T I O N S F O R B A L A N C E …
WHATBUSINESS OUTCOMES NEEDED?
WHYPRIMARY DRIVER FOR TALENT MOVE?
HOWPOLICY TYPE?
DURATION OF STAY?
WHENSPEED TO DEPLOY?
EARLY CAREER?
STRATEGIC GOVERNANCE?
WHODESIRED CANDIDATE PROFILE
EXPERIENCE / LEARNING OPPORTUNITY
© MERCER 201714
G U I D I N G P R I N C I P L E S F O R P O L I C Y D E S I G N
FOUNDATION : JOHNSON & JOHNSON CREDO VALUES
Key
Inputs
J&J’S BUSINESS &
TALENT OBJECTIVES
MARKET LEADING
PRACTICES
STRATEGIC MOBILITY
PRIORITIES
A L I G N M E N T T O B U S I N E S S A N D T A L E N T S T R A T E G I E S
• A VARIETY OF POLICIES THAT ALIGN TO THE VALUE OF DIFFERENT KINDS OF MOVES
C O N T R O L L E D F L E X I B I L I T Y F O R B U S I N E S S D I S C R E T I O N
• TO EMPOWER BUSINESSES TO MAKE THE BEST CHOICES ON THEIR INVESTMENTS
S I M P L I C I T Y & C L A R I T Y
• POLICIES THAT ARE SIMPLE, CLEAR AND TRANSPARENT
C O S T E F F E C T I V E N E S S
• ALLOW COST EFFICIENCY WITHOUT SACRIFICING EMPLOYEE / FAMILY NEEDS
• OPTIMIZE THE IMPACT OF EACH BUSINESS INVESTMENT IN MOBILITY
R I S K & C O M P L I A N C E
• COMPLIANT WITH EXTERNAL LAWS AND INTERNAL CONTROLS
• WE ARE MINDFUL OF RISKS
© MERCER 201715
AC
HIE
VE
AC
CEL
ERA
TE ACCELERATE DEVELOPMENT
FOR A TARGET JOB
STRATEGIC REGIONAL /
BUSINESS GOVERNANCE
SELF INITIATED
EARLY CAREER EXPERIENCE
PROCESS / PRODUCT TRANSFER
SKILL GAP IN COUNTRY
KNOWLEDGE TRANSFER / CAPABILITY BUILDING
PROJECT
STRATEGIC
INTENT OF
ASSIGNMENT
DURATION
A“MISSION
APPROPRIATE” POLICY FRAMEWORK, ALIGNED TO BUSINESS
AND TALENT
STRATEGY AND
CRITICAL NEEDS IS
FUNDAMENTAL FOR
SUCCESSFUL
ASSIGNMENTS
POLICIES TO SUPPORT DIFFERENT TYPES OF MOBILITY
NOTE: 4 BOX MATRIX ADAPTED FROM DELOITTE GLOBAL EMPLOYER MODEL
© MERCER 201716
S T R AT E G I C I N T E N T O F A S S I G N M E N T
A
C
C
E
L
E
R
A
T
E
ACCELERATEDEVELOPMENT FOR TARGET JOB
• DEVELOPING MID – SENIOR TALENT FOR IDENTIFIED TARGET POSITION
• DEVELOPING A FUNCTION / ORGANIZATIONAL EXPERTISE TO ENHANCE CAREER OPPORTUNITIES
STRATEGIC BUSINESS GOVERNANCE
• BRINGING CORPORATE VALUES, SYSTEMS AND STRATEGIC DIRECTION TO HOST BUSINESSES /NEW GEOGRAPHIES
A
C
H
I
E
V
E
EARLY CAREER• DEVELOPING KNOWLEDE / EXPERTISE OF EARLY CAREER
TALENT TO BUILD CAPABILITIES
SKILLS NEED• BUILD OR FILL SKILL / COMPETENCY GAPS IN LOCAL
MARKETS BY DEPLOYING SKILLED SUBJECT MATTER EXPERTS
PROJECT• SPECIALIZED EXPERTISE THAT IS NOT AVAILABLE LOCALLY TO
LEAD A TIME-BOUND INITIATIVE / PROJECT
SELF INITIATED• VOLUNTEER MOVE FOR EARLY CAREER OPPORTUNITY /
FAMILY, DUAL CAREER OR PERSONAL REASONS
© MERCER 201717
C O R E - F L E X F E AT U R E S O F D I F F E R E N T I AT E D
P O L I C Y F R A M E W O R K …
SHORT TERM
3 MOS – 1 YR
LONG TERM
2 TIERS, 1-5 YRS
1-3 YRS
COMMUTER
3 MOS – 5 YRS
ONE WAY
MOVE
2 TIERS
SELF INITIATED
CORE: KEY COMPLIANCE
SERVICES & SUPPORT FOR ITEMS OF COMPLEXITY
CREDO VALUES
FLEX: ALLOWANCES NOT NEEDED
BY SPECIFIC EMPLOYEE / DON’T ALIGN TO DIFFERENTIATED
INVESTMENT STRATEGY
© MERCER 201718
A R E Y O U A D D I N G / C H A N G I N G
P O L I C I E S T O S E R V E D I F F E R E N T
TA L E N T S E G M E N T S ?
A. STILL WORKING WITH TRADITIONAL POLICY FRAMEWORK
B. ARE CONSIDERING EXPANDING POLICY OFFERINGS TO PROVIDE
GREATER OPTIONS FOR EMPLOYEES & MANAGERS
C. HAVE INCREASED SELECTION OF POLICIES AND ARE INTRODUCING
MORE
D. NOT APPLICABLE – NOT INVOLVED WITH MOBILITY
© MERCER 201719
T H E F O U N D AT I O N : S T R AT E G I C M O B I L I T Y P L A N N I N G
19
ARE WE
SENDING
THE RIGHT
TALENT
PROFILE?
ARE WE
SENDING
TALENT TO
THE
STRATEGIC
LOCATIONS?
ARE THE
RIGHT
PEOPLE IN
THE RIGHT
FUNCTIONS?HOW WE WILL
MEASURE
SUCCESS?
DO WE HAVE
ROBUST TALENT
PIPELINES?
Strategic Mobility
Plan
ENCOURAGE BEHAVIORS
TO MEET GOALS.
COLLECT AND TRACK
MOBILITY DATA AND
BUSINESS INSIGHTS BASED
ON THE DEFINED MEASURES
SET MOBILITY GOALS,
BASED ON BUSINESS
STRATEGY AND
INTEGRATED WITH TALENT
STRATEGY
ASSESS PERFORMANCE
AGAINST THE MEASURES AND
DETERMINE A SUBSEQUENT
ACTION PLAN
STRATEGIC PRIORITIES OF TALENT MOBILITY
Connect. Shape. Lead. Deliver
ASKING THE
RIGHT QUESTIONS
BUSINESS STRATEGY
MOBILITY DATA& INSIGHTS
HR STRATEGY
© MERCER 201720
S T R AT E G I C M O B I L I T Y P L A N : 3 P I L L A R S
• DEFINE AND LEVERAGE OPTIMAL MIX OF TALENT MOVES TO/FROM OUR
EMERGING MARKETS TO ALIGN WITH BUSINESS AND HR STRATEGIES
PRIORITIZED GEOGRAPHIES
• FOCUSED USE OF INTERNATIONAL MOBILITY TO REINFORCE TALENT
PIPELINES AND BUILD KEY CAPABILITIES
DIFFERENTIATED INVESTMENTS
• BRINGING SUPPORT & TOOLS TO OUR HRBP COMMUNITY TO MAXIMIZE
VALUE OF TALENT MOVES WITHIN THE TALENT STRATEGY
MAXIMIZE VALUE
OUR PURPOSE IS TO PARTNER WITH THE SECTOR HRLT IN DEFINING KEY TALENT MOBILITY PRIORITIES THAT WILL ENABLE
THE FUTURE SUCCESS OF THAT SECTOR’S BUSINESS STRATEGY.
BASED ON INPUT FROM THE SECTOR BUSINESS STRATEGY AND THE HR TALENT STRATEGY, WE IDENTIFY 3 PILLARS CRITICAL
FOR SUCCESSFUL OUTCOMES.
BUSINESS
STRATEGY
MOBILITY DATA
& INSIGHTS
HR STRATEGY
© MERCER 201721
Drive strong Home-Host HR partnerships to maximize value of global assignments by leveraging Talent Mobility tools and best practices
INCREASED PROMOTION AND RETENTION RATES OF MANAGERS AND DIRECTORS
INCREASED % OF LEADERS IN CRITICAL PIPELINE WITH GLOBAL EXPERIENCE
PURPOSE STATEMENT
PRIORITY DETAILS:
METRICS
HOW WE CAN MAXIMIZE VALUE OF GLOBAL ASSIGNMENTS?
J&J TALENT
MOBILITY
EXPERIENCE
DEVELOPMENTAL
ASSIGNMENT
SUPPORT
INTEGRATED
HR STRATEGY & TALENT
COUNCILS
STRONG
PARTNERSHIP
BETWEEN HOME & HOST STAKEHOLDERS
© MERCER 201722
B A L A N C E I S A C H I E V E D T H R O U G H S O U N D
S T R AT E G Y A N D P E R S I S T E N T E X E C U T I O N
BETTER OUTCOMES
BETTER PLANNING
BETTER GOVERNANCE
BETTER DECISIONS
BETTER METRICS & ANALYTICS
© MERCER 201723
QUESTIONS
© MERCER 201724