Building a Better Program: Driving Stakeholder Engagement September 11, Jennifer Connell Weichert Workforce Mobility

Size: px

Start display at page:

Download "Building a Better Program: Driving Stakeholder Engagement September 11, Jennifer Connell Weichert Workforce Mobility"

Kimberly Edwards
6 years ago
Views:

1 Building a Better Program: Driving Stakeholder Engagement September 11, 2017 Hollyanne Healey PCL Constructors Inc Ankur Makanji Agrium, Inc. Jennifer Connell Weichert Workforce Mobility

2 What are your company s catalysts for change?

3 Introduction to PCL family of companies

4 About our Company 100% Employee Ownership 90% are shareholders Largest contracting company in Canada & 6th largest in USA 4,500 Full-time professional & administrative staff Over 10,000 hourly tradespeople

5 Construction Sectors Heavy Industrial 27% Civil 17% Buildings 56% Heavy Industrial Buildings Civil

6 Mobility at PCL Over 500 relocations company wide annually Student program New hires Intercompany transfers Full relocation package International short term Lump sum

7 A Look at How We Mobilized Our Talent in 2017 Higher Mobility volume for 2017 Canada to the US More long term assignments vs. permanent transfers Request for lump sum from millennials Types of transfer Primarily Permanent transfer with home sale Mobility Centre of Excellence

8 Mobility Enhancements In house relocation specialist PCL Mobility video Family initiation vs. working only with our employees Regional meet & greet Christmas thank you gift FLY For the love of youth Engagement is a priority for us!

9 Thank You

Overview Major producer and distributor of agricultural products and services Operates in North America, South America, Australia and Egypt through

Upstream & Downstream Agricultural business through Wholesale/Retail business units Mining & Chemical Manufacturing of Agricultural Products

Mapping using drones, Applications using airplanes, Crop Consultants and Financing Products NPK, Tombstone Helios, Dyna-Start PBC, Matador,

11 Overview Major producer and distributor of agricultural products and services Operates in North America, South America, Australia and Egypt through its agricultural retail-distribution and wholesale nutrient businesses The world s largest retail distributor of agricultural products Industry Upstream & Downstream Agricultural business through Wholesale/Retail business units Mining & Chemical Manufacturing of Agricultural Products (Nitrogen, Potash, Phosphate) Retail Distribution of Products and Services for growers Products/Services Services Precision Agriculture through Geo Mapping using drones, Applications using airplanes, Crop Consultants and Financing Products NPK, Tombstone Helios, Dyna-Start PBC, Matador, Nutrisync Locations Global Headquarters located in Calgary, Alberta US headquarters in Loveland, Colorado Agrium employs approximately 15,500 employees in 20 countries

12 Mobility Program Relocations 121 (2016) Immigration Support requests Types of moves Permanent, Rotator, Temporary, Expats. Locations with highest Volumes Colorado, Alberta, Saskatchewan Types of programs Core/Flex policy model for: New Grads, Early Career Professionals Experienced New Hires Current Employees Senior Executives Expatriate Short term assignments Example of Benefits Offered Core provisions GPP, Rental Assistance, Home Sale Expenses, Destination Services, Movement of HHG, Home Purchase Expenses, Spousal Assistance, Flex provisions Home Finding Trip, Duplicate Housing, Transportation to New Location, Temporary Accommodation

13 Recent Developments Blank slate exciting opportunity to create a new world class Global Mobility program for new company as a result of our merger with PCS Group Move in 2016 Developed new mobility service delivery model - COE (Centre of Excellence team) & HRSSC. Monitor relocation spend and adjustment of provisions to meet business needs and maintain costs

14 Thank You

Steps in Program and Policy development Program Audit Discovery Stakeholder Input Data/Cost Analysis Program Design Communication Stakeholder Buy-in Implementation

15 Steps in Program and Policy development Program Audit Discovery Stakeholder Input Data/Cost Analysis Program Design Communication Stakeholder Buy-in Implementation Phase I Phase II Phase III 1. Program audit 2. Discovery 1. Stakeholder input 2. Cost Analysis 3. Program Design 1. Communication 2. Stakeholder Buy-In 3. Implementation

16 Case Study 1 Your company has administered a traditional assignment program for nearly 10 years. The mobility benefits are competitive with other companies in your industry. Employees are becoming reluctant to take on assignments. Exception requests are not typically approved. Business units are making deals on the side. Employees don t feel that the benefits meet their needs and asking to switch benefits from one area to another. You have a meeting with your HR leaders and need to address this growing concern.

17 Aligning Mobility with Talent Management

18 About the Stakeholders

19 Collecting Meaningful Information that Support Drive Change

20 Case Study 2 Your company has successfully recruited your first-choice candidates from colleges in the area. Employees are leaving to go to your competitor after they have been onboard for only a couple of years. Your company has invested significant resources in training these new hires and they are now fully productive and contributing to the organization. You have been asked to develop a program that will retain college grads for the long-term, and improve the company s ROI. Business units are making deals on the side.

21 Balancing Concerns

22 Technology and Suppliers

23 Lessons Learned

24 Case Study 3 Your company requires its employees to be highly mobile in order to meet the needs of various clients around the world as well as internal operations. Nature of the assignments vary: Project-driven and require the skills of a manager or director Needed to train managers in various areas of the company Cannot source locally and new hires with specialized skills are needed to address technical issues. Your company has one long-term assignment policy that has not been consistently applied and you just found out that it has been utilized for assignments of less than 12 months. Recruiters are relying on assignment letters to address anything that is needed by the employee.

Activities: Socialize Changes through continuous

Mobility Manager/Team and Provider conducts POV from

Benchmarking, Data Collection, Education of Best

Mobility Provider coordinates with Internal Departments

Documents, Internal SOP Implement -ation Communication

Activities: Cost Impact, Leadership Presentation of

25 Activities: Socialize Changes through continuous training, 6-12 month stakeholder feedback 1. Mobility Manager/Team and Provider conducts POV from Stakeholder Input: Surveys, Focus Groups Activities: Benchmarking, Data Collection, Education of Best Practices 5. Mobility Provider coordinates with Internal Departments (Payroll, IT, Tax Provider) Activities: Training, Policy Documents, Internal SOP Implement -ation Communication Program Audit Stakeholder Engagement Program Design Data/Cost Analysis 2. Mobility Provider provides, reviews with Manager Activities: Cost Impact, Leadership Presentation of Proposed changes 4. Mobility Manager coordinates internal training with support from Mobility Provider 3. Mobility Manager/Team, Executive Approval Activities: Refine changes, Collect additional data

Deploying Talent on Short Term Assignments. Desiree Fulton Global Mobility, Tax & Immigration Policy Scotiabank

Deploying Talent on Short Term Assignments Desiree Fulton Global Mobility, Tax & Immigration Policy Scotiabank Jennifer Connell, SGMS, CRP Manager, Consulting Services Weichert Relocation Resources Inc.