Leading Global Mobility and CareerManagement Strategies More EffectivelyFebruary 2014

Kate Fitzpatrick and David Deegan

London, UK

MERCER WEBCAST

MERCER WEBCAST 11

Today’s Speakers

Kate FitzpatrickPrincipal – Senior MobilityConsultant

kate.fitzpatrick@mercer.com+44 (0)20 7178 5653

David DeeganPrincipal – LeadershipDevelopment

david.deegan@mercer.com+44 (0)791 777 8106

MERCER WEBCAST 2

AgendaWhat We’ll Cover Today

• Talent Management Challenges: A Broader Perspective

• Career Management: An Individual and Organisational Perspective

• Leveraging Global Mobility for Effective Talent Deployment

– Candidate identification and selection.– On-going performance management and development throughout the

assignment lifecycle.– Repatriation planning.– Post-assignment staff retention.– Return-on-investment assessments.

MERCER WEBCAST 3

Objectives

At the end of the session, you will be able to:

• Consider global mobility and career management from both an individualand an organisational perspective.

• Think about global mobility issues in addition to the reward and compliancecontext.

• Develop an action plan to identify, analyse, and improve the inherent linksbetween global mobility and career management.

• Work towards winning or retaining your seat at the strategy table by beingable to lead global mobility and career management initiatives across HRdisciplines to improve business performance.

MERCER WEBCAST 4

Section 1

TALENT MANAGEMENT CHALLENGES:A BROADER PERSPECTIVE

MERCER WEBCAST 5

Talent Shortage: Is It Real?

Source: ManpowerGroup’s Talent Shortage Survey, 2013

MERCER WEBCAST 6

Talent Shortage: Why Is It Occurring?

Source: OECD

MERCER WEBCAST 7

Talent Shortage: Why Is It Occurring?

MERCER WEBCAST 8

Top three reasons employers have difficulty filling jobs

Talent Shortage: Why Is It Occurring?

34% lack of technicalcompetencies (hard skills)

32% lack of availableapplicants/no applicants 24% lack of experience1 2 3

42%Employees

45%Youth

72%Providers

Selected skills, in order ofimportance to employersSource: McKinsey Education to Employment Survey, 2012

Source: ManpowerGroup’s Talent Shortage Survey, 2013

Talent Management: How Do We Manage the Talent We Have?Workforce Planning

SPEND EFFECTIVENESSHAVE A WORKFORCE PLAN

GLOBAL

60%INCREASE SPEND

62%14%

24%

YES77%*

NO23%

* Only 12% have plans 5+ years or more

HighSomewhatNot at all

Talent Management: How Do We Manage the Talent We Have?Build Versus Buy

80% CONDUCT A REGULAR TALENT REVIEW PROCESS40% HAVE SUCCESSION PLAN

42% ASSESS TALENT SUPPLY AND DEMAND28% USE CROSS-FUNCTIONAL INTERNAL MOBILITY

23% FAST TRACK HI-POS

BUYERS66%

BUILDERS33%

Builders were twice as likely to haveeffective talent plans, and also reporthigher success with workplace plansmeeting talent needs

MERCER WEBCAST 11

Section 2

EFFECTIVE CAREER MANAGEMENT:INDIVIDUAL AND ORGANISATIONALPERSPECTIVES

MERCER WEBCAST 12

SELF INSIGHT

• Values.• Talents.• Preferences.• My brand.

ACTION PLAN

• Decisions.• Goals.• Personal development plans.• International assignments.

STEP 1LookingInward

STEP 2LookingOutward

STEP 3LookingForward+ =

THE BIG PICTURE

• Realities.• Trends.• Strategy changes.

The Mercer Model for Individual Career Management

MERCER WEBCAST 13

VALUE PROPOSITION

• Values.• Strengths and weaknesses.• Capital.• Development opportunities.• Employee aspirations.

ACTION PLAN

• Strategic goals.• Deployment decisions.• Succession plans.• Career maps.

STEP 1LookingInward

STEP 2LookingOutward

STEP 3LookingForward+ =

THE BIG PICTURE

• Realities.• Customer and competitor trends.• Environment fluctuations.

The Mercer Model for Organisational Career Development

MERCER WEBCAST 14

What We Mean by …

• Success.

• Talents.

• Ambition.

• Values.

MERCER WEBCAST 15

The Nine-Box Talent Model

Enigma GrowthEmployee

FutureLeader

Dilemma CoreEmployee

High-ImpactPerformer

Under-Performer Effective Trusted

Professional

Potential

Performance After GE/McKinsey

MERCER WEBCAST 16

Why the Perfect Job Isn’t the Perfect Job Forever

Image: jump-studios.com/#/showcase/red-bull

MERCER WEBCAST 17

Effective Career Management and Organisational Leadership

Making choices that keep me relevant in relation to theenvironment I work in.

Making choices that keep us relevant in relation to theenvironment we choose to operate in.

MERCER WEBCAST 18

Section 3

LEVERAGING GLOBAL MOBILITY FOREFFECTIVE TALENT DEPLOYMENT

MERCER WEBCAST 19

1. Candidate Identification and Selection: Things We Hear

We mobilise the people whomost want to go, rather thanthe ones who would be best

at the job.

It’s usually only the graduateswho put themselves forward foran assignment, but we need tomobilise our experienced staff.

Less than 10% of ourassignees are female –this doesn’t align withour diversity strategy.

We don’t know whoour ‘talent’ is, what

skills they have, andwhich ones are willing

to be mobilised.

MERCER WEBCAST 20

1. Candidate Identification and Selection: Tips

1. Leverage existing resource-planning tools when identifying and selecting candidates, oradvocate their introduction.

2. Review the recruitment process for international assignment postings to ensure that it istransparent and clearly articulates selection criteria.

3. Ensure that roles and responsibilities regarding career and performance management duringthe assignment lifecycle are clear and understood by all parties at the outset, and that thereare mechanisms in place to manage change.

4. Liaise with other HR functions to gather performance, skills, and development-potential datato allow for an informed selection process, candid employee feedback, and the provision ofadditional support (if required) to ensure a successful assignment experience for all parties.

5. Review your candidate identification and selection process for conscious or unconsciousbias with regard to diversity.

MERCER WEBCAST 21

1. Candidate Identification and Selection: Changing the Conversation

Individual– How would working internationally help your career?– What interpersonal skills do you think an assignee needs to be successful in an

international posting?– What technical skills are needed for the role we are looking at?– What do you need to know in order to help you decide if it is right for you?

Organisational– Which groups of people in the organisation do we want to be internationally

mobile?– How will you encourage these groups of people to think about mobility as a

viable, career-enhancing opportunity?– What role models could you use to inspire under-represented candidates to put

themselves forward for consideration for an international assignment?– How robust is our current candidate assessment and selection process?

MERCER WEBCAST 22

Assignees complain that nobodyfrom the business ‘owns’ theirperformance management or

career development when theyare on assignment.

Home-country managers takean ‘out of sight, out of mind’approach to their outbound

assignees. It’s not intentional,but they just have other

priorities.

We need to develop peoplewith a truly global mind-set –too many of our employees

think only within the context oftheir local market.

2. Performance Management and Career Development on Assignment:Things We Hear

Our line managers need to bebetter at coaching our

domestic employees, nevermind our international

assignees.

MERCER WEBCAST 23

2. Performance Management and Career Development on Assignment:Tips

1. Give line managers additional training to improve career management andcoaching skills for managing expatriate staff.

2. Consider implementing a formal assignment mentor.

3. Ensure that processes are in place to formally review host-countryperformance while on assignment, and that the results are fed back to thehome business.

4. Encourage the assignee to reflect periodically on their individual career-management objectives, throughout the assignment lifecycle.

MERCER WEBCAST 24

2. Performance Management and Career Development on Assignment:Changing the Conversation

Individual– What kind of reputation/personal brand do you want to build?– What do you want to gain from having a mentor whilst on assignment?– Knowing what the goals and objectives of the assignment are, which of these

will help your long-term career/personal goals?– What changes and developments do you want/need to keep abreast of in your

home office whilst on assignment?Organisational

– How clear are line-management responsibilities at home and host with regardto assignee career management?

– How will home and host line management communicate effectively to ensureconsistent performance management and assignee support for the duration ofthe assignment?

– As a broader HR function, how do we plan for and mitigate against potentialperformance and reward inconsistencies?

MERCER WEBCAST 25

Not all of our assignments havebuilt-in succession plans for the

role in the host location, so whenan assignee moves on, it’s notalways a seamless transition.

We just repatriate people to theposition they had before theywent on assignment, so when

they come back, they are boredand leave the company.

3. Repatriation or Redeployment Planning: Things We Hear

We don’t haveplanned roles for

people to return toor move on to.

We don’t think enough aboutsequential assignments –repatriating an assignee tohis/her home business isn’talways the right solution.

MERCER WEBCAST 26

1. Ensure that host-country performance-management information is shared in aregular and timely fashion with the home business, or is made available topotential subsequent host businesses.

2. Provide home and host lines of business with regular management reporting toallow for effective resource planning.

3. Leverage existing resource-planning tools when planning assignmentcompletions to identify positions suited to the assignee’s new skill set.

4. Include host-country succession planning (where appropriate) as a statedobjective in the assignment business case.

5. Encourage assignee proactivity regarding their own career-managementresponsibilities, particularly with regard to articulating newly developed skillsand attributes, and reflecting on their own personal preferences for their nextrole or location.

6. Where appropriate, consider localisation or a sequential assignment instead ofrepatriation.

3. Repatriation or Redeployment Planning: Tips

MERCER WEBCAST 27

3. Repatriation or Redeployment Planning: Changing the Conversation

Individual– What new knowledge/skills have you acquired whilst on assignment?– What existing skills have you improved upon?– What new perspectives/experiences would you want to share with the home

office to help us think differently about current business practices andchallenges?

– Thinking about your next role, what has become increasingly important to you?Organisational

– How can we involve the current assignee in the recruitment and/or developmentof their replacement before they return?

– What level of visibility do we have of upcoming vacancies or skill gaps that couldbe filled by an assignee due to return?

– How will the assignee’s international experience help us to bring newperspectives to the home business, and how can we best tap into it?

– What information do we require in order to place the returning assignee into arole that will be successful and relevant for themselves and the business?

MERCER WEBCAST 28

Employees often come back tothe same role as the one theyhad before the assignment,and their experience abroadisn’t recognised by the home

business, so they leave.

Successful mobilityassignments backfire

because people have anew career focus and

don’t want to comehome.

4. Post-Assignment Staff Retention: Things We Hear

Our assignees come backwith a very marketable skillset – it’s hard to keep themonce they’ve been out, and

they are targeted by ourcompetitors.

We don’t track assigneesonce they repatriate, so

sometimes we don’t evenknow if they stay or

leave.

MERCER WEBCAST 29

4. Post-Assignment Staff Retention: Tips

1. Start keeping statistics on post-assignment retention, and if you arealready keeping them, what is being done about the findings?

2. Leverage existing resource-planning tools when planning assignmentcompletions to identify positions suited to the assignee’s new skill set.

3. Ensure that line managers and career mentors are mindful of thechallenges of re-integration, and maintain an active dialogue withrepatriated assignees.

4. Encourage repatriated assignees to share their experiences in a formal/informal capacity as an advocate for the experience and yourprogramme.

MERCER WEBCAST 30

4. Post-Assignment Staff Retention: Changing the Conversation

Individual– You have repatriated into a similar role to the position you held before your international

assignment. Now that you have had international experience, what is most important toyou in a role? How do you think we can best utilise your experience?

– What kind of mentor do you need now that you have returned from your assignment, anddo you need help in finding one?

– You have repatriated to your home location and have been promoted into a new positionas a result of your international experience. What will stretch and motivate you now?

– Your career journey has involved a series of back-to-back international assignments so far.What will continue to stretch and motivate you?

Organisational– To what extent is post-assignment staff retention an issue for our organisation?

How should we be tracking and measuring it effectively?– How effectively are we assessing and matching skill gaps, skill requirements, and industry

trends?– What is our strategy for making best use of assignee experience post-repatriation?

MERCER WEBCAST 31

5. Return-on-Investment Assessments: Things We Hear

The board are more interestedin how much an assignment

costs now, rather than whetheror not it will help the business

strategy and what the long-termbenefits might be.

ROI means differentthings to different

people, so tracking itand measuring it is

impossible.

We prepare business cases andcost projections at the beginning ofan assignment, but we don’t follow

through with reviewing theirsuccess at the end, (or, if we do,

it’s not tracked anywhere).

MERCER WEBCAST 32

1. Define a small number of Return-on-Investment criteria for use throughout theassignment lifecycle for periodic assessment.

2. Track and monitor ROI criteria from the pre-assignment business case, rightthrough to the post-repatriation phase.

3. Conduct satisfaction surveys of the assignees and the business to betterunderstand what is valued about the assignment programme and what isn’t.

5. Return-on-Investment Assessments: Tips

MERCER WEBCAST 33

5. Return-on-Investment Assessments: Changing the Conversation

Individual– What was successful about your international assignment – for you and for the

organisation?– On a scale of 1–10, how has the assignment helped you to build the kind of

reputation/success you wanted? What could have been done to raise that score?– In what way has your international assignment contributed positively to your own

personal career development?Organisational

– How do we define an assignment as being successful – success for theindividual and success for the organisation?

– Having defined ‘success’, what metrics measure it consistently and objectively?– How are we using ex-assignee experience to motivate other people to take on

an international assignment?– How can we use assignee experience and our approach to career management

to attract top talent into our business?

MERCER WEBCAST 34

Section 4

SUMMARY AND QUESTIONS

MERCER WEBCAST 35

Successful Strategic HR Collaboration

MERCER WEBCAST 36

Reflective Take-Away Questions

From what we’ve discussed today:– What motivates you about your work within career management and

global mobility?

– How strong are your individual skills within career management andglobal mobility?

– What actions could you take to improve operational effectivenesswith regard to career management and global mobility?

– What actions could you take with regard to influencing careermanagement and global mobility strategy within your organisation?

– Who do you need to speak with to improve visibility of youroperational or strategic capabilities with regard to careermanagement and global mobility?

– And, finally, what are you going to do with regard to managing yourown career journey more effectively?

MERCER WEBCAST 37February 18, 2014

Questions

QUESTIONSPlease type your questions in the Q&A section of the toolbarand we will do our best to answer as many questions as wehave time for.

To submit a question while in full screen mode, use the Q&Abutton, on the floating panel, on the top of your screen.

CLICK HERE TO ASK A QUESTIONTO “ALL PANELISTS”

FEEDBACKPlease take the time to fill out thefeedback form at the end of this webcastso we can continue to improve. Thefeedback form will pop-up in a newwindow when the session ends.

www.mercer.com/webcastsView past recordings and sign up forupcoming webcasts

Kate FitzpatrickPrincipal – Senior MobilityConsultant

kate.fitzpatrick@mercer.com+44 (0)20 7178 5653

David DeeganPrincipal – LeadershipDevelopment

david.deegan@mercer.com+44 (0)791 777 8106

MERCER WEBCAST 38