Global Mobility Transformation Practice Overview and Insight11 Building a Strategic Vision of Global Mobility Beth Warner and Ross Markham February 2016 Deloitte LLP. All rights reserved What are the HR trends which will impact the direction of Global Mobility? @ 2016 Deloitte LLP. All rights reserved 3 Human Capital the latest macro trends Softer areas such as culture and engagement, leadership, and development have become urgent priorities Leadership and learning have dramatically increased in importance, but the capability gap is widening HR organisations and HR skills are not keeping up with business needs Talent and people analytics are a high priority and a tremendous opportunity, but progress is slow Simplification is an emerging theme; HR is part of the problem HR technology systems are a growing market, but their promise may be largely unfulfilled Source: Deloitte Global Human Capital Trends 2015 @ 2016 Deloitte LLP. All rights reserved 4 Human Capital macro trends importance index Culture & engagement Leadership Learning & development Reinventing HR Workforce capability Performance management HR & people analytics Simplifying work Machines as talent People data everywhere Source: Deloitte Global Human Capital Trends 2015 @ 2016 Deloitte LLP. All rights reserved 5 Mega trends in work, workforce & workplace Source: Deloitte Strategic Moves Lab 2015 @ 2016 Deloitte LLP. All rights reserved 6 The need for Global Agility @ 2016 Deloitte LLP. All rights reserved 7 HR trends and the impact on Global Mobility Companies doing an adequate job of identifying both skill gaps and where skilled workers are located When HR readiness compared more than 20 talent practices, the implementation of global mobility and career programmes was one of the lowest rated HR executives assessment of performance management capability levels Difficult to access those skills, particularly when moving talent to the work and redesigning work to access skills in new places 70% HR executives who rate their ability to deliver on global mobility as weak Global Mobility rated 40% lower than average compared to all other HR practices Source: Deloitte Global Human Capital Trends (2014) Deloitte LLP. All rights reserved What are the Global Mobility trends in relation to strategy? @ 2016 Deloitte LLP. All rights reserved 9 Closing the Global Mobility gap In order to close the gap of business requirements and global mobility effectiveness, specific improvement initiatives have been conducted since In 2015, respondents from over 100 different companies report what progress has been made. Policy review and redesign Operating model or structure design Vendor review Completed in % 71% 27% 24% 69% Underway in 2015 Source: Strategic Moves 3.0 @ 2016 Deloitte LLP. All rights reserved 10 Closing the Global Mobility gap Source: Deloitte GES EMEA Conference Survey (2015) @ 2016 Deloitte LLP. All rights reserved 11 Moving the goal posts Source: Deloitte Strategic Moves: 3 years on (2015) @ 2016 Deloitte LLP. All rights reserved 12 Moving the goal posts Source: Deloitte Changing Role of the GM Professional (2015) @ 2016 Deloitte LLP. All rights reserved 13 Goal posts will continue to move Will people move to work or will work move to people? Will we assess gaps in the project or gaps in the person? From Global Mobility to Global Agility No w is the time for Global Mobility to get ahead of the curve By planning proactively and creating a business driven Global Mobility competitive advantage @ 2016 Deloitte LLP. All rights reserved 14 Key challenges to move to a strategic Global Mobility There remain challenges to overcome before Global Mobility is able to partner with additional HR work streams, provide input on additional business initiatives and perform a completely strategic role. Source: Deloitte GES EMEA Conference Survey (2015) @ 2016 Deloitte LLP. All rights reserved 15 Structuring Global Mobility Source: Deloitte GES EMEA Conference Survey (2015) @ 2016 Deloitte LLP. All rights reserved 16 Talent functions Talent solution advisory Operational delivery Vendor mgmtData analytics Employee support Administration Buy: Acquire Borrow: Deploy Build: Develop Advance: Plan Strategy and oversight Risk and compliance Management Deep skillset (expertise) Program and policy Business customer Example delivery model Deloitte LLP. All rights reserved How can you build a strategic vision for Global Mobility? @ 2016 Deloitte LLP. All rights reserved 18 Global Mobility Leading Practices There are two overarching areas where global mobility should typically be enhanced in order to meet both the current and future requirements of the business: A defined mobility strategy aligned to an enhanced global talent and global workforce planning strategy An increased investment within mobility to deliver centre of expertise capability to support wider business partnering and global workforce planning capabilities in line with wider HR investments @ 2016 Deloitte LLP. All rights reserved Start with the Why 1. Vision: Why does Global Mobility matter to your organisations future business? 2. Programme: WHO will the programme support in future? 3. Function: What Service Delivery Model should we have to deliver the vision? WHAT WHO WHY @ 2016 Deloitte LLP. All rights reserved 20 Why do we use global mobility? Who are we sending and why? What should a great service look and feel like? How do we achieve this in practice? The Global Mobility Building Blocks is a framework developed by Deloitte to assist companies who are looking to optimise their global mobility programme. This framework encourages initial alignment to business and talent objectives before programme enablers are utilised or changed. What questions will you receive answers to? Move from left to right @ 2016 Deloitte LLP. All rights reserved 21 Developing leadership with a global mindset is a priority Use of international assignments as a developmental tool is a growing trend Mobility is seeking alignment with talent management Building international management experience is a top reason for sending employees on international assignments Benefits of linking Mobility and talent Definition of the assignment objectives Business justification Formal career management process in place Measuring value to business Reduced failure and attrition rates 3. Align Global Mobility and Talent Companies are increasingly using assignment programmes to develop talent @ 2016 Deloitte LLP. All rights reserved 22 Consecutive assignments are becoming increasingly popular for global companies One assignment may not be enough for future global leaders Approaches to family support, compensation, long-term benefits and end-of- assignment planning will need to evolve Rotator Commuter Project- based Extended business trip Redesign of traditional deployment models frameworks which link to supply demand matching of talent 4. Move from Global Mobility to Global Agility Traditional long-term assignments are falling out of favour with new, cost-effective options being considered Short-term, high impact mobility used to enable individuals to have the experiences required to develop a global mind-set @ 2016 Deloitte LLP. All rights reserved Free up time for the Global Mobility team @ 2016 Deloitte LLP. All rights reserved 24 Strategic Moves Lab 2015: Moving together, making tomorrow Output from the Deloitte Strategic Moves Lab 2015 into the Strategic Moves Lab Booklet which assimilates the attendees collective thoughts and insights from the day alongside an overview of the input from our guest speakers: Dr Katerina Hanna (LinkedIn), Eckhard Strmer (z_punkt) and Jeffrey Scott Saunders (SIGNAL)./strategic-moves-lab.html Strategic Moves 3.0: An evolution in global mobility Three years after our 2012 Strategic Moves report, Deloitte investigated how Global Mobility has evolved and whether Global Mobility programmes are beginning to fulfil their strategic potential.uk/Documents/tax/deloitte-uk-strategic-moves- 3-years-on.pdf Agility in Global Mobility: Technology, Media and Telecoms sectors Results from Deloittes pulse survey and insights from research in the Technology, Media and Telecoms sector to help better understand the challenges, priorities and how the most successful companies have handled their global mobility programmes to implement effective agility.uments/tax/deloitte-uk-agility-in-global-mobility-tmt.pdf The Changing Role of Global Mobility; Strategic or Supporting Role? Results from Deloitte Pulse survey indicating how many Global Mobility professionals are struggling to meet the strategic demands now being placed on them. The report looks at reasons for this such as the embedded culture and lack of holistic training.es/global-mobility-publications.html#business Think global; Global agility and the development of a global mind-set Following on from our 2011 fostering a global mind-set this article details how four years on the business environment and talent landscape have evolved, making the development and utilisation of a global mind set amongst employees equally, if not more, critical for companies, but often more challenging to accomplish.uk/Documents/tax/deloitte-uk-global-mindset- nov-2015.pdf Global Workforce Management Best Practice Approach to Global Employment Companies This article provides insights into the key considerations when determining if a GEC is right for your organisation as well as alternative solutions to GECs. 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