GLOBAL MOBILITY IN THE UNIVERSITY SECTOR:

Transcription

1 HEALTH WEALTH CAREER GLOBAL MOBILITY IN THE UNIVERSITY SECTOR: A BUSINESS PERSPECTIVE ADELAIDE, SEPTEMBER Lorraine Jennings Principal and Global Mobility Practice Leader, Pacific Adrienne Best Principal, Talent Business

2 AGENDA What are the challenges for Universities dealing with global mobility? Why is global mobility important, what is the business case? What are the current trends in global mobility? What are some observations in global mobility at Universities? How can good mobility practices help Universities? MERCER

3 UNIVERSITIES ARE GLOBAL VILLAGES MERCER

4 A GLOBAL WORKFORCE MERCER

5 WHY IS GLOBAL MOBILITY IMPORTANT, WHAT IS THE BUSINESS CASE? MERCER MERCER

6 POLICY SEGMENTATION AND DESIGN OR: HOW TO BRING ORDER TO THE CHAOS MERCER

7 #1. USING TALENT MOBILITY TO FUEL GROWTH TRADITIONAL MOBILITY Transactional Focus on costs One size fits all An island within HR Catalysts Globalisation Organisational complexity Demographic changes Cost pressures NEW MOBILITY Strategic Focus on value creation Segmentation by talent type Connected to business goals MERCER

8 #2. PROGRAM DESIGN DIFFERENTIATION BY BUSINESS AND TALENT PURPOSE High DEVELOPMENT VALUE Emerging / High Potential Talents Career- Building Volunteers Strategic Leaders Seasoned Technical Experts Organisationled career pathways and succession management Department-led resource planning and deployment Low BUSINESS VALUE High MERCER

9 #3. GREATER INTERNAL COLLABORATION HR Compensation Benefits Mobility Equity Org Development Talent Acquisition Talent Management Learning & Development Sales Comp Exec Comp Regional Rewards Leaders MERCER

10 #4. FOCUSING ON MOBILITY RETURN ON INVESTMENT STRATEGIC WORKFORCE PLANNING DEPLOYMENT OF CRITICAL TALENT TARGETED EVP BUSINESS OBJECTIVE ANALYSES How to look strategically for sourcing and planning to meet talent needs How to identify and select the right talent to deploy internationally How to set competitive, costeffective rewards for various kinds of mobile employees How to ensure that mobility investment delivers expected results WORKFORCE PLANNING TALENT MANAGEMENT INFORMATION TOTAL REWARDS MEASUREMENT AND ANALYSIS MERCER

11 TRENDS IN GLOBAL MOBILITY MERCER MERCER

12 INTRODUCTION 2015 WORLDWIDE SURVEY 329 North America 252 Europe Industry s largest and most comprehensive survey database on global mobility policies and practices 831 participants Worldwide Latin America APAC Conducted from March 2015 to June 2015 and gathering answers from 830 companies worldwide. Covers trends in mobility program management, as well as a wide range of policies and practices for typical long-term assignments Good participation in industries: Consumer Goods Life Sciences Automotive High Tech Energy Source: Mercer 2015 Worldwide International Assignments Policies and Practices Survey Note: There were a handful of countries outside the four major geographic regions identified above, we included their responses only in the MERCER 2015 Worldwide analysis. 11

13 KEY FINDINGS Number of international assignments continues to increase and diversify. Cost and dual career remain highest reported obstacles to employee mobility. Increased use of segmented policy approach. Diversification of remuneration approaches but mainly driven by assignment length. Home balance sheet approach still by far the prevalent compensation approach for typical long-term assignees. But more than half respondents have employees on local or Local Plus conditions either as a general trend or for certain assignment types. Source: Mercer 2015 Worldwide International Assignments Policies and Practices Survey MERCER

14 BIGGEST OBSCTACLES TO MOBILITY PERCENTAGE OF COMPANIES WITH TWO HIGHEST SCORES 34 DUAL CAREER/FAMILY RELATED ISSUES CURRENT CONDITIONS ARE TOO COSTLY HARDSHIP/ REMOTE LOCATIONS CAREER MANAGEMENT ISSUES PACKAGE NOT ATTRACTIVE ENOUGH POLICIES NOT REFLECTING NEEDS NEGATIVE RETURNEE FEEDBACK LACK OF POLICY FLEXIBILITY ASIA PACIFIC WORLDWIDE Source: Mercer 2015 Worldwide International Assignments Policies and Practices Survey MERCER

15 REMUNERATION APPROACHES(ASIA-PACIFIC) Do you use different remuneration approaches? 86% 74% DRIVEN BY LENGTH 45% 34% 21% One Approach 56% Multiple Approach 44% DRIVEN BY TYPE Long-term Short-term Permanent transfers 44% 28% 27% Localised assignees 21% 20% Extended business trips 14% Locally hired foreigners Strategic Project Extended business trips Developmental Intra-regional Source: Mercer 2015 Worldwide International Assignments Policies and Practices Survey MERCER

16 LOCALISED PACKAGES (WORLDWIDE) Are employers using local & local plus assignment packages? 4% 23% Yes, this is a general trend Yes, but only for intra-regional assignments 30% 6% Yes, for certain types of assignments No, but we are seriously thinking about this option No 15% 23% Other Source: Mercer 2015 Worldwide International Assignments Policies and Practices Survey MERCER

17 COST PROJECTION Approach to cost projection Worldwide 63% 19% 12% Asia- Pacific 52% 21% 22% Detailed, including tax and social security costs Rough calculations Detailed, but excluding tax and social security costs Not applicable/do not conduct Source: Mercer 2015 Worldwide International Assignments Policies and Practices Survey MERCER

18 COST PROJECTION First year Assignment cost analysis Singapore to Australia, Family of 4 4% 3% 6% 10% Temporary Living (Home and Host) Transportation of Household goods, car and pets Housing allowance 10% 22% Orientation visit - (Airfare, meals, accomodation, car rental and service fee) Relocation services Tax assistance 44% Visa assistance Travel (Final move) MERCER

19 RETURN ON INVESTMENT (ASIA-PACIFIC) Do you use metrics to track assignments success/results Have you established how to determine the ROI for international assignments? Yes 10% Yes 4% No 90% No 68% No, but in progress 28% Source: Mercer 2015 Worldwide International Assignments Policies and Practices Survey MERCER

20 RETURN ON INVESTMENT WHICH OF THE BELOW METRICS DO YOU MONITOR? Assignees voluntarily leaving the company while on assignment 73% Assignees remaining with the company for a specified number of years after repatriation 73% Assignees involuntarily terminated (or severed) while on assignment 55% Failed assignments (e.g., repatriation before completion of assignment) 46% Assignees repatriated or taking a new assignment at the same job level 46% Assignees voluntarily leaving the company within a specified number of years after repatriation 46% Assignees promoted upon completion of assignment 36% Assignees promoted at the start of an assignment 36% Assignees involuntarily terminated (or severed) within a specified number of years after repatriation 27% Assignees keeping the same job level upon repatriation 18% Assignees retiring at the end of an assignment 9% Source: Mercer 2015 Worldwide International Assignments Policies and Practices Survey MERCER

21 PREVALENCE PROVISION OF PLUS ELEMENTS SUMMARY OF BENEFITS Plus Elements Australia Hong Kong Singapore Incidental Allowance COLA/Goods and Services Mobility Premium Hardship Premium Housing Utilities Dependents education Transportation Medical Benefit Pension Plan Immigration assistance Tax and Social Security Assistance Home Leave Support Relocation Services Language Training Common Less common / limited Never or rarely provided Source: Mercer 2014 Location Specific Local Plus Survey MERCER

22 CURRENT TRENDS IN THE UNIVERSITY SECTOR Benefits International Tier 1 Tier 2 Tier 3 Regulatory (Visa/Tax/Health) P P P Flights/Temporary accommodation P P P Housing contribution P P Education contribution Incidental Expenses/Allowance P P Household goods movement P P P Home/Education search P P Tax briefing/filing returns OR: Relocation lump sum for travel, temporary accommodation, shipment of household goods P P P P P MERCER

23 INTERNATIONAL ASSIGNMENT PROGRAMME ADMINISTRATION How centralised is your international assignments administration? (APAC, n=167) One full time employee (FTE) is taking care of 27 assignees Which of the following best describes your company s global mobility program administration service model? Centralised: totally managed by the global mobility administration team within a corporate center Partly centralised: sharing of responsibilities between the global mobility team and the regional/local offices 39% 49% (WW, n=517) Fully decentralised: managed completely by home and host offices without involving the global mobility team 12% Which of the following best describes your company s global mobility program administration service model? (APAC, n=167) In-house: mobility services provided by corporate representatives 51% Partially outsourced: some functions performed by corporate representatives 46% Fully outsourced: most transactional functions outsourced 2% MERCER

24 HOW CAN GOOD PRACTICES HELP UNIVERSITIES? MERCER MERCER

25 RECRUITMENT AND MOBILITY PLAN Seven key phases that provide the framework for planning, initiating and managing from recruitment to repatriation. Repatriation timing Repatriation initiation/orientation Payroll Changes Tracking repatriated employees Satisfaction Surveys Visa/Work Permit/Tax Review and finalisation Visa validity employee and family Passport validity Tax briefing and filing returns Health Insurance coverage Socialisation/meet and greet Welcome pack Technology access/related equipment HR/Payroll formalities Superannuation Satisfaction Survey Compliance Ongoing Assignment On-boarding Administrat ion Repatriation /End of Contract Planning Policy Process Please note that there may be variations in the phases and activities of the assignment lifecycle dependent on your organisation. Program Policy Process Assignm ent Start Settling-in Payroll Initiation Assignment Recruitment Planning Planning Pre- Departure Pre- Services Departure Assign ee Candidate onselection Airport meet and greet Arrival Welcome pack Home and Education Services Orientation Recruitment plan Assignment compensation/benefits policies Cost Estimates (generic vs. candidate specific) Succession Planning Assessment and selection Assignment plan Policy counseling Cost estimate (candidate specific) Orientation trip Assignment Initiation Employment Contract/Assignment letter development Assignee orientation Immigration and visa coordination Vendor Initiation Housing and Education briefing Power of Attorney/Wills in place MERCER 2015 Integration of family 24

26 MANAGING THE EXPERIENCE END-TO-END Strategy Information Talent Management Career Management Performance Management Rewards Service Delivery Plan Deploy Re-assign Or Repatriate MERCER

27 KEY TAKEAWAYS Global competition and mobility will be everincreasing Good mobility practices can be a key differentiation in developing a global Employee Value Proposition Build a mobility practice to support talent acquisition and development strategy One size does not fit all apply segmentation approach to workforce mobility policies and practices Use data and benchmarking to establish competitive package to attract the best talent. MERCER

28 MERCER