MERCER WEBCAST Leading Global Mobility and Career Management Strategies More Effectively February 2014

Transcription

1 Leading Global Mobility and Career Management Strategies More Effectively February 2014 Kate Fitzpatrick and David Deegan London, UK

2 Today s Speakers Kate Fitzpatrick Principal Senior Mobility Consultant David Deegan Principal Leadership Development kate.fitzpatrick@mercer.com +44 (0) david.deegan@mercer.com +44 (0)

3 Agenda What We ll Cover Today Talent Management Challenges: A Broader Perspective Career Management: An Individual and Organisational Perspective Leveraging Global Mobility for Effective Talent Deployment Candidate identification and selection. On-going performance management and development throughout the assignment lifecycle. Repatriation planning. Post-assignment staff retention. Return-on-investment assessments. 2

4 Objectives At the end of the session, you will be able to: Consider global mobility and career management from both an individual and an organisational perspective. Think about global mobility issues in addition to the reward and compliance context. Develop an action plan to identify, analyse, and improve the inherent links between global mobility and career management. Work towards winning or retaining your seat at the strategy table by being able to lead global mobility and career management initiatives across HR disciplines to improve business performance. 3

5 Section 1 TALENT MANAGEMENT CHALLENGES: A BROADER PERSPECTIVE 4

6 Talent Shortage: Is It Real? Source: ManpowerGroup s Talent Shortage Survey,

7 Talent Shortage: Why Is It Occurring? Source: OECD 6

8 Talent Shortage: Why Is It Occurring? 7

9 Talent Shortage: Why Is It Occurring? Top three reasons employers have difficulty filling jobs % lack of technical competencies (hard skills) 32% lack of available applicants/no applicants 24% lack of experience Source: ManpowerGroup s Talent Shortage Survey, % Providers 42% Employees 45% Youth Source: McKinsey Education to Employment Survey, 2012 Selected skills, in order of importance to employers 8

10 Talent Management: How Do We Manage the Talent We Have? Workforce Planning SPEND HAVE A WORKFORCE PLAN EFFECTIVENESS GLOBAL 60% INCREASE SPEND YES 77%* * Only 12% have plans 5+ years or more NO 23% 62% 14% 24% High Somewhat Not at all

11 Talent Management: How Do We Manage the Talent We Have? Build Versus Buy BUYERS 66% BUILDERS 33% Builders were twice as likely to have effective talent plans, and also report higher success with workplace plans meeting talent needs 80% CONDUCT A REGULAR TALENT REVIEW PROCESS 40% HAVE SUCCESSION PLAN 42% ASSESS TALENT SUPPLY AND DEMAND 28% USE CROSS-FUNCTIONAL INTERNAL MOBILITY 23% FAST TRACK HI-POS

12 Section 2 EFFECTIVE CAREER MANAGEMENT: INDIVIDUAL AND ORGANISATIONAL PERSPECTIVES 11

13 The Mercer Model for Individual Career Management STEP 1 Looking Inward + = STEP 2 Looking Outward STEP 3 Looking Forward SELF INSIGHT Values. Talents. Preferences. My brand. THE BIG PICTURE Realities. Trends. Strategy changes. ACTION PLAN Decisions. Goals. Personal development plans. International assignments. 12

14 The Mercer Model for Organisational Career Development STEP 1 Looking Inward + = STEP 2 Looking Outward STEP 3 Looking Forward VALUE PROPOSITION Values. Strengths and weaknesses. Capital. Development opportunities. Employee aspirations. THE BIG PICTURE Realities. Customer and competitor trends. Environment fluctuations. ACTION PLAN Strategic goals. Deployment decisions. Succession plans. Career maps. 13

15 What We Mean by Success. Talents. Ambition. Values. 14

16 The Nine-Box Talent Model Enigma Growth Employee Future Leader Potential Dilemma Core Employee High-Impact Performer Under- Performer Effective Trusted Professional Performance After GE/McKinsey 15

17 Why the Perfect Job Isn t the Perfect Job Forever 16 Image: jump-studios.com/#/showcase/red-bull

18 Effective Career Management and Organisational Leadership Making choices that keep me relevant in relation to the environment I work in. Making choices that keep us relevant in relation to the environment we choose to operate in. 17

19 Section 3 LEVERAGING GLOBAL MOBILITY FOR EFFECTIVE TALENT DEPLOYMENT 18

20 1. Candidate Identification and Selection: Things We Hear It s usually only the graduates who put themselves forward for an assignment, but we need to mobilise our experienced staff. We mobilise the people who most want to go, rather than the ones who would be best at the job. We don t know who our talent is, what skills they have, and which ones are willing to be mobilised. Less than 10% of our assignees are female this doesn t align with our diversity strategy. 19

21 1. Candidate Identification and Selection: Tips 1. Leverage existing resource-planning tools when identifying and selecting candidates, or advocate their introduction. 2. Review the recruitment process for international assignment postings to ensure that it is transparent and clearly articulates selection criteria. 3. Ensure that roles and responsibilities regarding career and performance management during the assignment lifecycle are clear and understood by all parties at the outset, and that there are mechanisms in place to manage change. 4. Liaise with other HR functions to gather performance, skills, and development-potential data to allow for an informed selection process, candid employee feedback, and the provision of additional support (if required) to ensure a successful assignment experience for all parties. 5. Review your candidate identification and selection process for conscious or unconscious bias with regard to diversity. 20

22 1. Candidate Identification and Selection: Changing the Conversation Individual How would working internationally help your career? What interpersonal skills do you think an assignee needs to be successful in an international posting? What technical skills are needed for the role we are looking at? What do you need to know in order to help you decide if it is right for you? Organisational Which groups of people in the organisation do we want to be internationally mobile? How will you encourage these groups of people to think about mobility as a viable, career-enhancing opportunity? What role models could you use to inspire under-represented candidates to put themselves forward for consideration for an international assignment? How robust is our current candidate assessment and selection process? 21

23 2. Performance Management and Career Development on Assignment: Things We Hear Our line managers need to be better at coaching our domestic employees, never mind our international assignees. Assignees complain that nobody from the business owns their performance management or career development when they are on assignment. Home-country managers take an out of sight, out of mind approach to their outbound assignees. It s not intentional, but they just have other priorities. We need to develop people with a truly global mind-set too many of our employees think only within the context of their local market. 22

24 2. Performance Management and Career Development on Assignment: Tips 1. Give line managers additional training to improve career management and coaching skills for managing expatriate staff. 2. Consider implementing a formal assignment mentor. 3. Ensure that processes are in place to formally review host-country performance while on assignment, and that the results are fed back to the home business. 4. Encourage the assignee to reflect periodically on their individual careermanagement objectives, throughout the assignment lifecycle. 23

25 2. Performance Management and Career Development on Assignment: Changing the Conversation Individual What kind of reputation/personal brand do you want to build? What do you want to gain from having a mentor whilst on assignment? Knowing what the goals and objectives of the assignment are, which of these will help your long-term career/personal goals? What changes and developments do you want/need to keep abreast of in your home office whilst on assignment? Organisational How clear are line-management responsibilities at home and host with regard to assignee career management? How will home and host line management communicate effectively to ensure consistent performance management and assignee support for the duration of the assignment? As a broader HR function, how do we plan for and mitigate against potential performance and reward inconsistencies? 24

26 3. Repatriation or Redeployment Planning: Things We Hear We just repatriate people to the position they had before they went on assignment, so when they come back, they are bored and leave the company. We don t think enough about sequential assignments repatriating an assignee to his/her home business isn t always the right solution. We don t have planned roles for people to return to or move on to. Not all of our assignments have built-in succession plans for the role in the host location, so when an assignee moves on, it s not always a seamless transition. 25

27 3. Repatriation or Redeployment Planning: Tips 1. Ensure that host-country performance-management information is shared in a regular and timely fashion with the home business, or is made available to potential subsequent host businesses. 2. Provide home and host lines of business with regular management reporting to allow for effective resource planning. 3. Leverage existing resource-planning tools when planning assignment completions to identify positions suited to the assignee s new skill set. 4. Include host-country succession planning (where appropriate) as a stated objective in the assignment business case. 5. Encourage assignee proactivity regarding their own career-management responsibilities, particularly with regard to articulating newly developed skills and attributes, and reflecting on their own personal preferences for their next role or location. 6. Where appropriate, consider localisation or a sequential assignment instead of repatriation. 26

28 3. Repatriation or Redeployment Planning: Changing the Conversation Individual What new knowledge/skills have you acquired whilst on assignment? What existing skills have you improved upon? What new perspectives/experiences would you want to share with the home office to help us think differently about current business practices and challenges? Thinking about your next role, what has become increasingly important to you? Organisational How can we involve the current assignee in the recruitment and/or development of their replacement before they return? What level of visibility do we have of upcoming vacancies or skill gaps that could be filled by an assignee due to return? How will the assignee s international experience help us to bring new perspectives to the home business, and how can we best tap into it? What information do we require in order to place the returning assignee into a role that will be successful and relevant for themselves and the business? 27

29 4. Post-Assignment Staff Retention: Things We Hear We don t track assignees once they repatriate, so sometimes we don t even know if they stay or leave. Successful mobility assignments backfire because people have a new career focus and don t want to come home. Employees often come back to the same role as the one they had before the assignment, and their experience abroad isn t recognised by the home business, so they leave. Our assignees come back with a very marketable skill set it s hard to keep them once they ve been out, and they are targeted by our competitors. 28

30 4. Post-Assignment Staff Retention: Tips 1. Start keeping statistics on post-assignment retention, and if you are already keeping them, what is being done about the findings? 2. Leverage existing resource-planning tools when planning assignment completions to identify positions suited to the assignee s new skill set. 3. Ensure that line managers and career mentors are mindful of the challenges of re-integration, and maintain an active dialogue with repatriated assignees. 4. Encourage repatriated assignees to share their experiences in a formal/ informal capacity as an advocate for the experience and your programme. 29

31 4. Post-Assignment Staff Retention: Changing the Conversation Individual You have repatriated into a similar role to the position you held before your international assignment. Now that you have had international experience, what is most important to you in a role? How do you think we can best utilise your experience? What kind of mentor do you need now that you have returned from your assignment, and do you need help in finding one? You have repatriated to your home location and have been promoted into a new position as a result of your international experience. What will stretch and motivate you now? Your career journey has involved a series of back-to-back international assignments so far. What will continue to stretch and motivate you? Organisational To what extent is post-assignment staff retention an issue for our organisation? How should we be tracking and measuring it effectively? How effectively are we assessing and matching skill gaps, skill requirements, and industry trends? What is our strategy for making best use of assignee experience post-repatriation? 30

32 5. Return-on-Investment Assessments: Things We Hear The board are more interested in how much an assignment costs now, rather than whether or not it will help the business strategy and what the long-term benefits might be. ROI means different things to different people, so tracking it and measuring it is impossible. We prepare business cases and cost projections at the beginning of an assignment, but we don t follow through with reviewing their success at the end, (or, if we do, it s not tracked anywhere). 31

33 5. Return-on-Investment Assessments: Tips 1. Define a small number of Return-on-Investment criteria for use throughout the assignment lifecycle for periodic assessment. 2. Track and monitor ROI criteria from the pre-assignment business case, right through to the post-repatriation phase. 3. Conduct satisfaction surveys of the assignees and the business to better understand what is valued about the assignment programme and what isn t. 32

34 5. Return-on-Investment Assessments: Changing the Conversation Individual What was successful about your international assignment for you and for the organisation? On a scale of 1 10, how has the assignment helped you to build the kind of reputation/success you wanted? What could have been done to raise that score? In what way has your international assignment contributed positively to your own personal career development? Organisational How do we define an assignment as being successful success for the individual and success for the organisation? Having defined success, what metrics measure it consistently and objectively? How are we using ex-assignee experience to motivate other people to take on an international assignment? How can we use assignee experience and our approach to career management to attract top talent into our business? 33

35 Section 4 SUMMARY AND QUESTIONS 34

36 Successful Strategic HR Collaboration 35

37 Reflective Take-Away Questions From what we ve discussed today: What motivates you about your work within career management and global mobility? How strong are your individual skills within career management and global mobility? What actions could you take to improve operational effectiveness with regard to career management and global mobility? What actions could you take with regard to influencing career management and global mobility strategy within your organisation? Who do you need to speak with to improve visibility of your operational or strategic capabilities with regard to career management and global mobility? And, finally, what are you going to do with regard to managing your own career journey more effectively? 36

38 Questions Kate Fitzpatrick Principal Senior Mobility Consultant David Deegan Principal Leadership Development +44 (0) (0) QUESTIONS Please type your questions in the Q&A section of the toolbar and we will do our best to answer as many questions as we have time for. To submit a question while in full screen mode, use the Q&A button, on the floating panel, on the top of your screen. FEEDBACK Please take the time to fill out the feedback form at the end of this webcast so we can continue to improve. The feedback form will pop-up in a new window when the session ends. CLICK HERE TO ASK A QUESTION TO ALL PANELISTS View past recordings and sign up for upcoming webcasts February 18,

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