policy solutions and specialized programs to support ... · specialized programs to support...

Policy solutions and specialized programs to support international assignments, globally

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What is the market telling us?

The key issues within global mobility programs are changing

Striking a balance between talent attraction and worker reward vs. career development is becoming more challenging

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Are international assignment policy solutions and special programs aligned with business goals?

How do you frame your policies and build in the right level of flexibility to support growth and talent management?

How is the mobile workforce changing?

Megatrends introduce new geographies into the global workforce Changes in the market are driven by megatrends, the large, transformative global forces that define the future by having a far-reaching impact on business, economies, industries, societies and individuals: ► Global economic power will continue shifting to rapid-growth economies. ► Trade flow patterns will undergo continued transformation. ► Developing countries will continue to grow their share of capital inflows and

outflows. ► The growing global middle class will continue to drive the emergence of

lucrative new markets. ► A “new knowledge world order” is emerging, with Asia as a hub. ► The war for talent grows increasingly fierce, with greater workforce diversity

providing competitive advantage.

Megatrends are impacting global mobility functions and the policies that they are using …

… and the regions where they are applied

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2014

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Africa

South America

North America

Europe

Asia

Commuter and business traveler

Long-term assignment

Short-term assignment

International Assignee (IA) Lite and IA Zero

Others

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-31% +125%

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Examples of typical policy application

How do you determine the most suitable policy type?

What do you think? Polling question: Which type of policy do you use most frequently?

Development deployment Target talents: emerging talent and rising stars Targeted policy: graduate, IA flex

Strategic development Target talents: key talent and consistent stars Targeted policy: long-term assignment

Permanent skills transfer Target talents: good performers, volunteers Targeted policy: permanent international relocation

Critical skills transfer Target talents: key performers, seasoned technical experts Targeted policy: short-term assignment, business traveler, commuter

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Business value

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How are you aligning your program to support business goals?

Strategic priorities and business drivers at AstraZeneca Focused on returning to growth through science-led innovation

2012-2014 Building strong

foundations

2018+ Sustainable delivery

and growth

2015-2017 Delivering on return

to growth Our strategic priorities are to: ► Achieve scientific leadership ► Return to growth ► Be a great place to work

We also need to: ► Achieve group financial targets ► Deliver business success sustainably

Slide courtesy of AstraZeneca

Business development and collaboration

► Strategy supported by targeted business development to reinforce our therapeutic areas while supporting long-term pipeline aspirations ► Alliances ► Collaborations

► Increasing level of externalization to create value from the strong science that exists in the pipeline

► Partner with others around the world to access the best science to stimulate innovation and accelerate the delivery of new medicines ► Academia ► Governments

► Completed more than 180 major or strategically important business development transactions since 2012, including 70 in 2014

► In-licensing arrangements ► Acquisitions

► Scientific organizations ► Patient groups


How have those business drivers impacted the talent agenda?

► Footprint relocation activity: ► Co-locating around three strategic R&D centers in Cambridge (UK), Gaithersburg

(US) and Mölndal (Sweden) ► Relocation of Europe and international commercial regional teams to the UK

► Significant talent “build” and “buy” activity ► Bold in the belief that science should be at the center of everything we do ► Budget constraints – how to do more with less


How have the changing business and talent objectives impacted policy usage?

Development deployment Target talents: emerging talents and rising stars

Strategic development Target talents: key talents and consistent stars

Permanent skills transfer Target talents: good performers, volunteers international relocation

Critical skills transfer Target talents: key performers, seasoned technical experts

Dev

elop

men

t val

ue

Business value

http://www.clipartpanda.com/categories/magnifying-glass-science-clipart

What level of ‘flexibility’ is needed to support growth and talent development?

Rigid

Options

Tailoring Bespoke

+ Transparent + Easily understood - May not meet needs - More exception request - Could inhibit mobility

+ Best fit for individual - Harder to administer - Outcome determined by

negotiation skills of assignee

- May be perceived by others as unfair

“The policy is the policy!”

“There are some options.”

“You can choose from a menu.”

“What would you like?”

How can we begin to better align policies and specialized programs?

► Focus on the strategic direction of your business and the needs of your business and build policies and programs that will support this.

► Benchmarking is interesting – but that is all, unless you are in a business that competes externally for assignees.

► Work with the business to help ensure there is a pull rather than a push. ► Don’t wait for the “tablets from the mountain” in order to interpret business

needs and strategic direction. Use the insights and data you have to understand direction and show mobility can be strategic.

► Principle-based policies need less frequent reviews and their application can be adapted to business needs.

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