2015 Global Mobility Forum

Transcription

1 GLOBAL MOBILITY SERVICES 2015 Global Mobility Forum 6-8 October 2015 Rome, Italy

2 Integrating Global Mobility & Global Talent David Collings Ph.D. Michael Rooney KPMG

3 Session outline Introducing global talent management (GTM) Central role of global mobility Lack of integration between global mobility and GTM key constraint on globalization Suggestions for integration 3

4 Question 1 How often do you as the Global Mobility function meet with Talent Management to discuss upcoming assignments overseas or discuss and compare strategy? 1) At least once a month 2) At least once a quarter 3) Once a year 4) We never meet 4

5 Talent & mobility matter Top 3 priorities of US CEOs Talent Attraction, development, pipelines, competencies Operating in a global marketplace Global consistency, currency, market volatility, culture Regulation & Legislation Business doesn t happen in isolation Groysberg & Connolly,

6 Question 2 Which of these areas do you think companies devote the most HR time to each year? 1) Talent Management 2) Recruitment and onboarding 3) Performance management and reward 4) Training and people development 6

7 The Talent Imperative 7

8 International assignment experience matters International assignment experience is positively associated with The development of a global management skill set (Managerial talent) International diversification (TMT) International alliance formation (TMT) Firm performance (CEO- however greatest when bundled with TMT experience) 8

9 Why IA experience matters Facilitates global integration & local responsiveness Top executives career background affects their cognitive structures, skills, knowledge & competencies Facilitates knowledge of international markets & reduces uncertainty 9

10 Why IA experience matters Exposure to different value systems, languages & institutional environments Broader external network and social and relational capital with foreign stakeholders 10

11 How is talent management defined in your organisation?

12 Definition Key weakness Only 20% of managers had formal definition (CIPD) Disturbing lack of clarity regarding definition, scope & overall goals of TM (Lewis and Heckman, 2006) Roughly five different streams of thought 12

13 Collings & Mellahi framework Strategic TM: Activates & processes that involve the systematic identification of key positions which differentially contribute to the organisation s sustainable competitive advantage, the development of a talent pool of high potential & high performing incumbents to fill these roles, & the development of a differentiated HR architecture to facilitate filling these positions with competent incumbents & to ensure their continued commitment to the organisation 13

14 Collings & Mellahi framework 14

15 Pivotal talent positions A performers or A positions? When employees are able to contribute to a firm s strategic objectives they have (strategic) value however not all strategic processes will be highly dependent on human capital (Becker and Huselid) 15

16 Pivotal talent positions disproportionate importance to a company s ability to execute parts of its strategy & the wide variability in the quality of work deployed by employees in these positions (Huselid et al) Fundamental shift Jobs traditionally differentiated in terms of inputs New focus on potential outputs 16

17 Return on Improved Performance (ROIP) for a Pilot (Boudreau & Jeuthasan 2011) Value to Org (Customer experience) Legally required Elements of job Airline s minimum Performance expectations Discretionary services or behaviour 17

18 ROIP for a Flight Attendant (Boudreau & Jeuthasan 2011) Value to Org (Customer experience) Legally required Elements of job Airline s minimum Performance expectations Discretionary services or behaviour 18

19 Who are the Key Talent Groups in your organization? 19

20 Employee Impact under Current Strategy 20

21 Developing a talent pool High potential and high performing incumbents which the organisation can draw upon to fill pivotal talent positions 21

22 Talent pools Proactive identification of talent Manage the risks associated with pivotal positions (Cappelli, 2008) Potential mismatch between employees and skills Qualitative- skills required Quantitative - too many = redundancies - too few = inability to execute strategy 22

23 Developing a talent pool Combine internal development & external recruitment Systematically identify future business needs-knowledge, skills and capabilities-that may be required but are currently unavailable Develop talent in organisational context rather than for specific roles? Prevents developing employees to fit narrow specialised roles 23

24 Looking 3/5 years into the future How will your organisation look? Scale Products Markets What are the implications for talent KSAs, quantity, location? Make or buy 24

25 Differentiated HR More recent recognition of differential contributions of specific groups of employees to firm performance (Lepak and Snell) For talent pools commitment-orientated HR Shift from transactional to relational psychological contract 25

26 Question 3 When is the best time to measure Return on Investment (ROI) of your mobile population? 1) Pre-assignment phase 2) Whilst on assignment 3) On repatriation 4) 3 years after they return 5) There is no point in measuring it! 26

27 Source Brookfield,

28 A strategic approach to global mobility Black et al- International Assignments have become more strategic Leadership development & succession planning Organisation development, co-ordination and control Position filling 28

29 Leadership development & succession planning Most considered from a talent perspective Members of talent pool more likely to undertake IAs (Bjorkman et al) Culturally intense experience leads to holistic development experience Social capital and other ROI Can failure be valuable learning? 29

30 Org development, co-ordination and control Leveraging knowledge Centralised control over key resource and operations that are strategic in value chain Cerdin & Brewster argue that co-ordination driven assignments more linked to TM that control 30

31 Position filling Not restricted to leadership roles Strategic jobs Not all position filling roles are pivotal but some certainly are 31

32 Key practices for integration Global talent pools Challenge - bounded rationality - Informal recruitment in global mobility Centralized oversight over mobility flows Alignment between mobility and talent Tapping into local talent pools for transfer Global succession planning, HRIS, global HR policy bodies with local representatives 32

33 Challenges of corporate role Traditional focus on tax and compliance Global mobility not involved early enough Supporting HR infrastructure- key focus currently on cost 33

34 What does GM do? Figure 1.2: GM Leaders currently always or mostly act as 34

35 Challenges of corporate role Global mobility not involved early enough - Informal selection - Also when does mobility role end Traditional focus on tax and compliance Supporting HR infrastructure- key focus currently on cost - FEM 41% report to finance, only 8% to talent - Develop value based metrics 35

36 Conclusions Global talent management key focus for organisations Global mobility central to GTM Lack of integration between global mobility and GTM key constraint on globalisation Suggestions for integration 36

37 Connect with us: 37

38 Thank you Presentation by David Collings Ph.D. Michael Rooney KPMG

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