mobility & hr

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Mobility and HR Industry Presentation

Carole Johnson


Mobility: Magazine of Worldwide ERCOptimizing Global HR: How to get things right at home and abroadBy: Elizabeth Varghese and Ryan Tweedie pp. 44


Shift from domestically & administratively into global and strategic… Four Key points:

Flow of international growth Advancements in Technology Fast- evolving mobile and collaborative

technologies Fast-moving commercial and demographic

trends


The Shift to a Strategic Posture • Can HR provide the answers?

• Many HR management day to day challenges:

• For the new products we have in mind, where can we find our most cost-effective designers and engineers?

• What talent do we have on hand to help with acquisition or to help turn around that joint venture?

• Consultative, predictive analysis: If we made these changes, how could we drive sales, improve our recruitment, or reduce attrition from our high-value talent pool?


Surge in Global BusinessMore and more companies are operating internationally, with growth offshore typically gaining domestic expansion by leaps and bounds.

Are we treating talent as a global asset? Or is it merely managed in local pools.

Is the role of HR primarily administrative, making sure the company is in compliance with local rules and requirements for hiring, compensation, vacations etc.?

Is HR providing the sorts of business intelligence that would enable the company to optimize it’s global talent?


The Role of Technology How do we become more strategic, more globally optimized, and more efficient? TECHNOLOGY!!!!!

Technology delivers breakthrough results.

Shift from Basic to more advance.

Most companies have the problem of building a taxonomy. Data “dictionary” a standardization of terminology for job descriptions, metrics, processes, and other key elements in strategy and practice of talent management.

We must execute a taxonomy in order to develop the corresponding data requirements so that the proper software and technology can be chosen.


Revisit fundamental talent strategies, philosophies, and practices- globally • Have we recently updated our talent pool? Have we updated our policies and practices?

• Day to Day issues How much the employees should be paid in which countries on a cost living and tax adjusted basis.

• Take inventory of the skills and abilities of our expatriates to be in better position to engineer objectives of the company.

• What skills are most closely aligned with our needs and are most valuable? Which specific individuals are in need of which specific skills and experiences? What more can be done to harness the knowledge and experience of such workers?


• We must harness the full value of technology.

• HR teams need to make substantial progress on redefining taxonomies

• HR needs to take stock of demographic and commercial changes the world over and respond accordingly with improved policies and practices.


HR Magazine Loyalty RedefinedBy: Susan Milligan pp. 47


Relationship worth keeping• People may not stay at one company for life anymore, but alumni networks allow them to keep working for

you long after they’ve moved on.

• Companies are starting to treat ex- employees as “alumni” in the hopes that those people will think about their previous employer with the same fondness many have for their beloved alma maters.

• Referrals, client business and input on issues that only someone who has been on the side can understand. Former employees may even return to work at the company, with more experience and greater number of connections.

• “People and talent are not disposable goods” Angela Hills Exec VP of NA at Cielo

• Old ways: Once you leave you’re gone. New way: Stay connected


HR should view workers as both transient resources as well as part of their larger community• With a changing global economy and shifting demographics, job hopping has become more the rule than

the exception, and companies of all sizes have gotten smarter and more creative about staying connected.

• Companies even offer any former employees alumni perks: access to special events, referral incentives, and social networks or e-newsletters.

• A Towers Watson study, September 2014, showed 1 in 4 large employers continue to offer a pension plan to new employees. Percentage of large firms offering retiree health care dropped from 66% in 1988 to 28% in 2013. Fewer than 1 in 5 workers are employed by a company offering those benefits according to a study by the Kaiser Family Foundation


Why Alumni Networks Work…

Branding New Business Industry Intelligence Boomerangs Employee referrals Job Help Social Interaction Professional Development


Who’s Doing It• BCG, 9700 employees worldwide

• “Bleed BCG Green” (signature color). It is a lifetime loyalty that is about mutual support and assistance. Not necessarily direct employment.

• Alumni network of 16,000 strong. Referred to as graduates as opposed to ex employees.

• Employees might feel less inclined to keep in touch after they’ve been downsized, but the offer of an alumni network can be welcomed if the laid-off worker is treated with compassion and support.

• Deloitte After they laid off 1,000 ee in 2001, the company decided to help them deal with their shock and anger instead of just giving them pink slips. (Provided career coaches to counsel people and help them find new jobs)

• Stiles Kept in touch with ee and wound up rehiring a lot of them again further down the line.


LinkedIn• 6,000 employees.

• Prior to a worker’s last day, they receive an email “We’re sorry to hear you have decided to leave LinkedIn. We can’t wait to hear about you next play!”

• Followed by a personal invitation from Hoffman to join the alumni network. The ee is then given a free LinkedIn professional membership if they are active on the network the subscription is extended. They are also provided access to a dedicated LinkedIn candidate referral service, alumni only events.

• Lotteries are held for alumni to attend a speaker series, while company sponsored beer bashes and cocktail parties keep alumni connected.

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