Mobility as Strategy vs. Transaction

Transcription

1 Mobility as Strategy vs. Transaction Great Lakes Relocation Council September 14, 2012 Presented by Margery M. Marshall, SCRP President, Vandover NEEDS ANALYSIS WORKFORCE DATA POLICY CONSULTING

2 Transformation & Integration Emergence of Talent Management New Practices / Key Data Transformation of Mobility Assessments Integration- Talent Management & Mobility

3 Transformation & Integration HR Mobility

4 Transformation & Integration Optimization Human Capital Optimization or Talent Optimization One of the top current priorities for running an organization Mobility decisions can be a key to optimization efforts

5 Talent Management Talent Management Post-2008: What s different? How companies staff their organization How companies develop employees How companies move employees

6 Talent Management Mission A systematic approach to connect organizational excellence & effective people management. The integration of a company's infrastructure of HR assessment, planning & development practices

7 Talent Headline Mobility Strategy HR and Mobility: Are they each aligned to the mission of Talent Management? The Human Capital investment is high priority & high profile HR may be at risk of being shut out of strategy Mobility too Both must be more strategic / Keep (or get) your seat at the table 74% of organizations think that global mobility integrates with their overall business and talent management strategies - Cartus 2012 Global Mobility Policy & Practices Survey

8 Talent Mobility Key Data Demographics / War for Talent Factors impacting relocations point to a post-recession recovery solidifying last year. Lack of qualified local talent approached previous pre-recession highs, indicating talent needs began outpacing economic conditions (37%) and real estate market issues (36%) by a significant margin for the first time since Corporate Relocation Survey 2012, Atlas Van Lines (2012)

9 Talent Mobility Strategy Reasons for Taking a More Strategic Approach Demographic Trends Multiple generations Growing War for Talent Global brain drain

10 Talent Mobility Key Data Demographics / War for Talent 64% of employers believe there is a talent shortage now, an increase of 27% over last year. 93% believe there is now or will be a shortage in months. - The Talent War, Birkman International, 2012

11 Talent Mobility Strategy Diversity of Moves Short-term assignment Long-term business travel Split-family moves Double-dip moves Remote marketplaces Inter-regional & domestic moves Cross-border assignments

12 Talent Mobility Strategy How Does Mobility Use Trends Strategically? Global assignment changes: shift from married to singles, fewer accompanied by children, more assignments in emerging markets - Brookfield 2012 GRTS Relocation packages play a critical role in closing the deal with candidates but not many companies are addressing the top three variables that limit or restrict a candidate s willingness to relocate (spousal employment situation, children s plans/schools, and selling a home/mortgage.) Allied Workforce Mobility Survey Repatriation and career management ranked number one among aspects of their programs that companies were most interested in improving. Candidate assessment and selection ranked third, despite the fact that less than 10 percent of respondents say they actually have formal processes in place in this area. - Cartus 2012 Global Mobility Policy & Practices Survey

13 Talent Mobility Key Data Tracking / Measuring Results Organizations know the value of metrics but not how to properly measure. Only 13% of organizations measure the failure rate of relocations, and only 47% track retention during/after a relocation or assignment - Vandover 2012 Mobility Industry Survey: Key Success Factors Many seeking ways to measure ROI (and what, specifically, to measure). Only 9% of companies formally track ROI for global assignments. - Brookfield 2012 GRTS

14 Talent Mobility Strategy Mobility s Place at the Table What are your organization s priorities and initiatives? What data do you need to track? Who needs this information, and how will they use it? Ex: Increase Retention -Track retention after relos/assignments Ex: Improve ROI - Use assessments to predict which employees should move

15 Talent Mobility Strategy Benefits to the Organization Attracts first-choice candidates Fosters talent retention Enhances ROI Leverages ROE

16 The Talent Mobility Lifecycle

17 Talent Mobility Strategy Requirements are changing Sharper focus on basics Increased requirements for supply chain Demand for more innovation Requirements for compliance & risk mitigation Deeper level of advocacy needed company & employee

18 Transformative Mobility Job Competencies HR and Mobility Assessments Personal Characteristics/Skills (leadership, adaptability, crosscultural communication, etc.) Mobility Circumstances For organization Is this assignment positioned correctly to achieve organizational goals? For employee Is this assignment right for my lifestyle and career goals?

19 Transformative Mobility Assess Suitability for Mobility 80% of organizations do not have a process for assessing employee suitability for mobility. Of those that do, the factors they assess are: Real Estate concerns Cultural Fit Lifestyle Priorities Adaptability Spouse/Partner Career Concerns Global mindset Employee s business skills/fit Destination _suitability/likeability Family concerns (especially children s and educational needs) Financial concerns beyond housing, such as car purchasing - Vandover 2012 Mobility Industry Survey: Key Success Factors

20 Talent Mobility Strategy The Role of Pre-decision Proactive talent management calls for using evaluations during the candidate pool stage rather than simply indicating whether the candidate is willing to relocate. Assessments should be used to identify the right mobility candidate through multiple factors that analyze all aspects of assignment success and professional growth. - Talent Management and Mobility: Creative Options for Ensuring Positive Returns on Investment, Margery Marshall, Mobility magazine, December 2011

21 General Areas of Mobility Assessment C C C Competencies unique skills and abilities that your employer desires in a new location or position. Characteristics traits such as flexibility, adaptability, or cultural awareness Circumstances relationships, lifestyle, location, family finance/legal, and more (TalentMobility Assessment Tool)

22 Talent Mobility Assessments Employee Career Location Spouse/Partner Career Lifestyle Finance & Legal Relationships

23 Talent Mobility Assessments The top 3 obstacles to relocation are consistently: Spouse/partner employment situations Family concerns, such as schools Selling a home/mortgage Our Pre-decision assessment shows that the top concerns are: Likelihood of continued employment Compensation package Benefit package Interaction with coworkers and colleagues Crime rates / safety concerns Company culture Opportunity and support for work / life balance Impact of new opportunity on career & future potential Roles & responsibilities Internal training and development Organizational structure & reporting relationships Purchase/rental of property in new location Environmental conditions

24 Talent Mobility Assessments How important are the following factors in your transition?

25 Talent Mobility Assessments What are the desired or anticipated activities of a Spouse/Partner in the new location?

26 Transformation & Integration Mobility HR

27 Insights Talent Management is key to company success End goal is optimization Strategic thinking & planning is core The transformation of mobility is just beginning It must mirror many of the new HR practices Starting point must be the assessment process Focus & manage through full mobility cycle

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