ALIGNING MOBILITY WITH ORGANIZATIONAL STRATEGY

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1 ALIGNING MOBILITY WITH ORGANIZATIONAL STRATEGY ELLIE SULLIVAN VP Consulting Weichert Workforce Mobility JAN OWEN Senior Manager Global Relocations Service, HR Business Services Delivery TD Bank Group

2 Objectives Examine Workforce Mobility within the greater context of Talent Management Explore Case Studies Have learningful conversations about how to align Mobility with Organizational Strategy Help prepare you for collaborating with leadership

3 Perspective Drawing from numerous sources to inform this presentation: Towers Watson Global Talent 2021 IPSOS Workforce mobility research Corporate Executive Board Human Capital Institute s - Human Capital Strategist Interviews with clients/suppliers/stakeholders

4 Workplace Dynamics Past Hierarchical Current Flat/Multinational Future Open Talent Hierarchical One place of work Regular business hours Increasing autonomy and flexibility Core work hours Growing number of locations Ultimate flexibility Always on real time Virtual teams One world

5 This Towers Watson Heat Map depicts the deficit between the growth in demand for talent and the supply of talent. (Numbers show trend growth as an annual percentage.) Talent Trends Deficit Surplus Broad Balance Source: Global Talent 2021, Towers Watson, Oxford Economics

6 ATTRACT TALENT Talentism The success of any national or business model for competitiveness in the future will be placed less on capital and much more on talent the world is moving from capitalism to talentism Klaus Schwab, Founder and Executive Chairman World Economic Forum, 2012 The world is entering a new era, one requiring the redesign of business models, redefinition of value propositions and reinvention of social systems. This transformation is necessary with Capitalism shifting to Talentism, where it matters less if countries and companies can access the capital they need and more if they can attract the talent they need to win. Jeffrey A. Joerres, Chairman and CEO of ManpowerGroup

7 Workforce Mobility Trends Motives and willingness to relocate are varied: Almost half (45%) of employees strongly agree that they could be convinced to take an international assignment - if the incentive package from my employer was right or - if my employer provides support for my spouse to get a job there, too. Key incentives that would motivate an employee to accept an employer sponsored relocation include: a guaranteed option to return to their current role after two years, (45%), airline tickets for family visits (43%) a paid trip to visit the country of assignment in advance (43%) and immigration assistance for their spouse or partner (42%). One third of global employees agree there is nothing my employer could do to convince me to take an international assignment. (Source: Weichert/BDO sponsored Ipsos/CERC research)

8 How are Companies Doing This? Closer connectivity between Business and HR Strategy Integrating internal functions, HR Generalists, Talent Management and Mobility Thinking both long term and short term benefits to the employee and the organization Managing mobility from a tactical and strategic perspective what are the overarching objectives for our mobility program and how can we meet those objectives

9 Talent Management Cycle Leverage the experience gained to further engage and retain valuable talent & plan for successions. Understand what talent you need, where it will come from (internal promotions, outside the organization, around the world) & how you will nurture this talent. Retain Plan Use an agile, skilled workforce to fill critical skills and advance corporate goals. Deploy Attract Promote mobility as a unique employee value proposition to attract the right talent. Develop Acquire Get them ready for tomorrow s role. Use mobility experiences to help talent gain new skills, acquire cultural insights and achieve performance objectives. Engage Use mobility experiences to tap into the motivations and needs of critical talent. Set expectations that mobility is required to advance/gain skills.

10 Talent Segmentation Relocation and Individual Value HIGH MEDIUM Emerging High Pos Short Term Results High Potential Leadership Development Key Strategic Roles Long Term Results Assignment benefits reflect the developmental value to the individual and the value to the business. LOW Career Building Technical Experts Critical Skill Set LOW MEDIUM Business Value HIGH

11 Mobility Optimization Maturity Spectrum TIME VALUE/IMPACT Reactive Lack of planning No tracking Poor utilization of Best Practices Proactive Understand Workforce Plan Mobility used as strategic staffing resource Mobilizers Implementing some Best Practices Able to demonstrate some ROI Monitoring Analytics Optimizers Implementing all Best Practices Able to demonstrate significant ROI Analytics drive mobility decisions 11 EFFICIENCY EFFECTIVENESS Source: Weichert Workforce Mobility 2014

12 Talent Mobility Alignment Process 5. Refine Monitor metrics Evaluate program success Adjust to achieve desired results 1. Audit/Assess Define workforce strategy Define business goals What is working/what isn t Cost/program benchmarking Stakeholder input 4. Implement Select the right candidates Prepare for assignment Support while on assignment Ensure compliance Repatriate successfully 2. Design Stakeholder involvement Future state creation Define roles & responsibilities 3. Build Secure suppliers Integrate technology Define processes

13 Case Study.

14 TD Bank. Over 8 million active on-line & mobile customers Over 2,400 Retail Business Locations Over 22 million customers

15 TD at a Glance TD Canada Trust named highest in Customer Satisfaction among the Big Five Retail Banks for the eighth year in a row. Fortune Magazine has named TD one of the World's Most Admired Companies for 2014 ranked 4th of all global banks in the megabanks category, with high marks for social responsibility, use of corporate assets and financial soundness. Interbrand named TD # 1 brand in Canada TD #1 in Canada for mobile subscribers accessing financial services via their mobile devices. TD Bank, America s Most Convenient Bank reached a milestone in New York City opening its 100th store.

16 TD Bank 16

17 Background Key Objectives Flexibility to facilitate a mobile workforce, acquire top talent, provide development experiences preparing talent for larger mandates and preserve TD s values. Comprehensive review began 2011 Surveyed TD Stakeholders, including HR/business leaders, key partners & employees Input from industry contacts, peers, benchmarking, providers of outsourced global mobility solutions

18 Mobility Team Global Mobility 1) Policy owners 2) Offer letters: coordinate input from stakeholders (Talent Mgmt, Business, HR, Compensation, Benefits etc.) Relocation Service Delivery Single point of contact to employee, counsel, implement services, manage vendors

19 Global Workforce. Permanent Moves Domestic International Move from one location to another with no commitment to relocate back to original location Expatriate 2 5 yr International Assignment with family & intention to repatriate Short-Term & Rotational 4-24 month Temporary assignment (development, leave, project related) Commuter Lives in one jurisdiction & works in another unaccompanied by family Business Traveler Travel regularly for short intervals to another country for work or business

20 Background Historical Policies FULL MOVES Case Manager would deliver a set of services: Guaranteed home sale program, household goods moving assistance, temporary accommodation assistance, home purchase assistance. CAPPED MOVES Case Manager assists in delivering services within an established budget: Moving allowance established by businesses Business budget, new vs. existing employee, employee initiated move vs. bank initiated, urgency of the hire, seniority of the employee Disparity: budget vs. employee experience

21 Stakeholder Feedback Inconsistency of relocation benefits delivered Businesses need flexibility bank initiated vs. employeeinitiated moves Need a solution to reduce stress of compressed timeframes, provide more information & support to make important relocation decisions Employees spend too much time transitioning and settling in at destination No support to partners in their work transition

22 Case Study What policy framework changes would enable the businesses the flexibility to increase/decrease benefits with consistency? Group I In order to contain costs, which category of relocating employee would be entitled to fewer benefits? Group II What benefit(s) could be added/enhanced to reduce the pressure of accelerated move timelines? Group III What benefits could be added to increase the amount of information needed to make important decisions & alleviate the stress of settling in? Should all employees be entitled to this benefit? Group IV What would Partner Support look like?

23 ACTIONS AND RESULTS Understand your organisation's business - inside and out Share responsibility for business goals and plans Run your department like a business Measure outcomes and goal achievement, not work processes Make yourself visible Learn how to crunch numbers Focus on outcomes

24 Talent Mobility Alignment Process 5. Refine Monitor metrics Evaluate program success Adjust to achieve desired results 1. Audit/Assess Define workforce strategy Define business goals What is working/what isn t Cost/program benchmarking Stakeholder input 4. Implement Select the right candidates Prepare for assignment Support while on assignment Ensure compliance Repatriate successfully 2. Design Stakeholder involvement Future state creation Define roles & responsibilities 3. Build Secure suppliers Integrate technology Define processes

25 IT S ABOUT CONFIDENCE, INFLUENCE, AND INSIGHT Regardless of your business, industry or location, if you re asking your leaders and yourself these questions, and acting upon the conclusions, your impact will be noticeable: What s our business strategy? What does our organisation need to be like tomorrow to realise the strategy? What are the gaps between today and tomorrow? How will we close the gap? How will we manage and measure it? It s about translating strategy into action Patti Johnson, CEO of BDO People Results Page 25