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Leading Global Mobility and CareerManagement Strategies More EffectivelyFebruary 2014
Kate Fitzpatrick and David Deegan
London, UK
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Today’s Speakers
Kate FitzpatrickPrincipal – Senior MobilityConsultant
[email protected]+44 (0)20 7178 5653
David DeeganPrincipal – LeadershipDevelopment
[email protected]+44 (0)791 777 8106
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AgendaWhat 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.
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Objectives
At the end of the session, you will be able to:
• Consider global mobility and career management from both an individualand an organisational perspective.
• Think about global mobility issues in addition to the reward and compliancecontext.
• Develop an action plan to identify, analyse, and improve the inherent linksbetween global mobility and career management.
• Work towards winning or retaining your seat at the strategy table by beingable to lead global mobility and career management initiatives across HRdisciplines to improve business performance.
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Section 1
TALENT MANAGEMENT CHALLENGES:A BROADER PERSPECTIVE
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Talent Shortage: Is It Real?
Source: ManpowerGroup’s Talent Shortage Survey, 2013
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Talent Shortage: Why Is It Occurring?
Source: OECD
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Talent Shortage: Why Is It Occurring?
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Top three reasons employers have difficulty filling jobs
Talent Shortage: Why Is It Occurring?
34% lack of technicalcompetencies (hard skills)
32% lack of availableapplicants/no applicants 24% lack of experience1 2 3
42%Employees
45%Youth
72%Providers
Selected skills, in order ofimportance to employersSource: McKinsey Education to Employment Survey, 2012
Source: ManpowerGroup’s Talent Shortage Survey, 2013
Talent Management: How Do We Manage the Talent We Have?Workforce Planning
SPEND EFFECTIVENESSHAVE A WORKFORCE PLAN
GLOBAL
60%INCREASE SPEND
62%14%
24%
YES77%*
NO23%
* Only 12% have plans 5+ years or more
HighSomewhatNot at all
Talent Management: How Do We Manage the Talent We Have?Build Versus Buy
80% CONDUCT A REGULAR TALENT REVIEW PROCESS40% HAVE SUCCESSION PLAN
42% ASSESS TALENT SUPPLY AND DEMAND28% USE CROSS-FUNCTIONAL INTERNAL MOBILITY
23% FAST TRACK HI-POS
BUYERS66%
BUILDERS33%
Builders were twice as likely to haveeffective talent plans, and also reporthigher success with workplace plansmeeting talent needs
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Section 2
EFFECTIVE CAREER MANAGEMENT:INDIVIDUAL AND ORGANISATIONALPERSPECTIVES
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SELF INSIGHT
• Values.• Talents.• Preferences.• My brand.
ACTION PLAN
• Decisions.• Goals.• Personal development plans.• International assignments.
STEP 1LookingInward
STEP 2LookingOutward
STEP 3LookingForward+ =
THE BIG PICTURE
• Realities.• Trends.• Strategy changes.
The Mercer Model for Individual Career Management
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VALUE PROPOSITION
• Values.• Strengths and weaknesses.• Capital.• Development opportunities.• Employee aspirations.
ACTION PLAN
• Strategic goals.• Deployment decisions.• Succession plans.• Career maps.
STEP 1LookingInward
STEP 2LookingOutward
STEP 3LookingForward+ =
THE BIG PICTURE
• Realities.• Customer and competitor trends.• Environment fluctuations.
The Mercer Model for Organisational Career Development
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What We Mean by …
• Success.
• Talents.
• Ambition.
• Values.
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The Nine-Box Talent Model
Enigma GrowthEmployee
FutureLeader
Dilemma CoreEmployee
High-ImpactPerformer
Under-Performer Effective Trusted
Professional
Potential
Performance After GE/McKinsey
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Why the Perfect Job Isn’t the Perfect Job Forever
Image: jump-studios.com/#/showcase/red-bull
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Effective Career Management and Organisational Leadership
Making choices that keep me relevant in relation to theenvironment I work in.
Making choices that keep us relevant in relation to theenvironment we choose to operate in.
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Section 3
LEVERAGING GLOBAL MOBILITY FOREFFECTIVE TALENT DEPLOYMENT
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1. Candidate Identification and Selection: Things We Hear
We mobilise the people whomost want to go, rather thanthe ones who would be best
at the job.
It’s usually only the graduateswho put themselves forward foran assignment, but we need tomobilise our experienced staff.
Less than 10% of ourassignees are female –this doesn’t align withour diversity strategy.
We don’t know whoour ‘talent’ is, what
skills they have, andwhich ones are willing
to be mobilised.
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1. Candidate Identification and Selection: Tips
1. Leverage existing resource-planning tools when identifying and selecting candidates, oradvocate their introduction.
2. Review the recruitment process for international assignment postings to ensure that it istransparent and clearly articulates selection criteria.
3. Ensure that roles and responsibilities regarding career and performance management duringthe assignment lifecycle are clear and understood by all parties at the outset, and that thereare mechanisms in place to manage change.
4. Liaise with other HR functions to gather performance, skills, and development-potential datato allow for an informed selection process, candid employee feedback, and the provision ofadditional support (if required) to ensure a successful assignment experience for all parties.
5. Review your candidate identification and selection process for conscious or unconsciousbias with regard to diversity.
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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?
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Assignees complain that nobodyfrom the business ‘owns’ theirperformance management or
career development when theyare on assignment.
Home-country managers takean ‘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 peoplewith a truly global mind-set –too many of our employees
think only within the context oftheir local market.
2. Performance Management and Career Development on Assignment:Things We Hear
Our line managers need to bebetter at coaching our
domestic employees, nevermind our international
assignees.
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2. Performance Management and Career Development on Assignment:Tips
1. Give line managers additional training to improve career management andcoaching skills for managing expatriate staff.
2. Consider implementing a formal assignment mentor.
3. Ensure that processes are in place to formally review host-countryperformance while on assignment, and that the results are fed back to thehome business.
4. Encourage the assignee to reflect periodically on their individual career-management objectives, throughout the assignment lifecycle.
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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 regardto assignee career management?
– How will home and host line management communicate effectively to ensureconsistent performance management and assignee support for the duration ofthe assignment?
– As a broader HR function, how do we plan for and mitigate against potentialperformance and reward inconsistencies?
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Not all of our assignments havebuilt-in succession plans for the
role in the host location, so whenan assignee moves on, it’s notalways a seamless transition.
We just repatriate people to theposition they had before theywent on assignment, so when
they come back, they are boredand leave the company.
3. Repatriation or Redeployment Planning: Things We Hear
We don’t haveplanned roles for
people to return toor move on to.
We don’t think enough aboutsequential assignments –repatriating an assignee tohis/her home business isn’talways the right solution.
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1. Ensure that host-country performance-management information is shared in aregular and timely fashion with the home business, or is made available topotential subsequent host businesses.
2. Provide home and host lines of business with regular management reporting toallow for effective resource planning.
3. Leverage existing resource-planning tools when planning assignmentcompletions to identify positions suited to the assignee’s new skill set.
4. Include host-country succession planning (where appropriate) as a statedobjective in the assignment business case.
5. Encourage assignee proactivity regarding their own career-managementresponsibilities, particularly with regard to articulating newly developed skillsand attributes, and reflecting on their own personal preferences for their nextrole or location.
6. Where appropriate, consider localisation or a sequential assignment instead ofrepatriation.
3. Repatriation or Redeployment Planning: Tips
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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 andchallenges?
– 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 developmentof their replacement before they return?
– What level of visibility do we have of upcoming vacancies or skill gaps that couldbe filled by an assignee due to return?
– How will the assignee’s international experience help us to bring newperspectives 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 arole that will be successful and relevant for themselves and the business?
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Employees often come back tothe same role as the one theyhad before the assignment,and their experience abroadisn’t recognised by the home
business, so they leave.
Successful mobilityassignments backfire
because people have anew career focus and
don’t want to comehome.
4. Post-Assignment Staff Retention: Things We Hear
Our assignees come backwith a very marketable skillset – it’s hard to keep themonce they’ve been out, and
they are targeted by ourcompetitors.
We don’t track assigneesonce they repatriate, so
sometimes we don’t evenknow if they stay or
leave.
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4. Post-Assignment Staff Retention: Tips
1. Start keeping statistics on post-assignment retention, and if you arealready keeping them, what is being done about the findings?
2. Leverage existing resource-planning tools when planning assignmentcompletions to identify positions suited to the assignee’s new skill set.
3. Ensure that line managers and career mentors are mindful of thechallenges of re-integration, and maintain an active dialogue withrepatriated assignees.
4. Encourage repatriated assignees to share their experiences in a formal/informal capacity as an advocate for the experience and yourprogramme.
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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 toyou 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, anddo you need help in finding one?
– You have repatriated to your home location and have been promoted into a new positionas 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?
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5. Return-on-Investment Assessments: Things We Hear
The board are more interestedin how much an assignment
costs now, rather than whetheror not it will help the business
strategy and what the long-termbenefits might be.
ROI means differentthings to different
people, so tracking itand measuring it is
impossible.
We prepare business cases andcost projections at the beginning ofan assignment, but we don’t follow
through with reviewing theirsuccess at the end, (or, if we do,
it’s not tracked anywhere).
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1. Define a small number of Return-on-Investment criteria for use throughout theassignment lifecycle for periodic assessment.
2. Track and monitor ROI criteria from the pre-assignment business case, rightthrough to the post-repatriation phase.
3. Conduct satisfaction surveys of the assignees and the business to betterunderstand what is valued about the assignment programme and what isn’t.
5. Return-on-Investment Assessments: Tips
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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 theindividual 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?
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Section 4
SUMMARY AND QUESTIONS
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Successful Strategic HR Collaboration
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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 andglobal mobility?
– What actions could you take to improve operational effectivenesswith regard to career management and global mobility?
– What actions could you take with regard to influencing careermanagement and global mobility strategy within your organisation?
– Who do you need to speak with to improve visibility of youroperational or strategic capabilities with regard to careermanagement and global mobility?
– And, finally, what are you going to do with regard to managing yourown career journey more effectively?
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Kate FitzpatrickPrincipal – Senior MobilityConsultant
[email protected]+44 (0)20 7178 5653
David DeeganPrincipal – LeadershipDevelopment
[email protected]+44 (0)791 777 8106
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