Talent Mobility

Francisco Belil

Barcelona, 27th November, 2013

Seite 2

Talent Mobility

27. November 2013

Talent Mobility

The physical movement of employees within or across organizations, industries

or countries, and globally, or of professional movement of works across

occupations or skill sets.

Mobility may be temporary or permanent and may also involve moving people

form unemployed to employed, moving jobs to people, or allowing for virtual

mobility.

Career mobility: Movement of people across skill sets or jobs

Geographic mobility: Movement of people to where the jobs are located

Job mobility: Movement of jobs to where the right talent is located

Source: Mercer: Serving the Talent Mobility Puzzle, 2012

Seite 3

Talent Mobility

27. November 2013

International Assignments 1970-1990

Source: PwC: Talent Mobility 2020 and beyond, 2012

Large

Multinationals

based in the US

and Europe

Expatriates from

headquarters to

foreign countries

Two or five year

periods with

attractive

expatriate

packages

Seite 4

Talent Mobility

27. November 2013

International Assignments 1990-2010

Source: PwC: Talent Mobility 2020 and beyond, 2012

Demand for

global mobility of

talents

Mobile workers

emerges

alongside the

expatriates

Flow of talent is

still predominately

from West to East

Seite 5

Talent Mobility

27. November 2013

Future View

Source: PwC: Talent Mobility 2020 and beyond, 2012

Global mobility

continues to grow

in volume

Mobility of talent

is fluid

Seite 6

Talent Mobility

27. November 2013

Talent Mobility

By 2030 the United States will need to add more than 25 million workers

and Western Europe will will need to add more than 45 million employees.

This would be the equivalent of recruiting the entire current labor force of

countries such as the Philippines, Vietnam or Mexico.

Talent gap

- Talent shortages (lack of manpower) in certain sectors

- Skills mismatches (having qualified workers with skills that are not longer

needed in large quantity)

- Under-skilling (having little or no qulifications)

Source: The Boston Consulting Group/World Economic Forum,

Global Talent Risk – Seven Responses, 2011

Seite 7

Talent Mobility

27. November 2013

Benefits of Talent Mobility

Using the current workforce

Reducing recruitment costs

Reducing onboarding and integration costs

Improving employee engagement and motivation

Building/Increasing reputation

Seite 8

Talent Mobility

27. November 2013

Population Change and Shift

Source: PwC: Talent Mobility 2020 and beyond, 2012

Seite 9

Talent Mobility

27. November 2013

Key Trends in Global Talent: Global Migration Flows

Seite 10

Talent Mobility

27. November 2013

Key Trends in Global Talent: Global Migration Flows

Seite 11

Talent Mobility

27. November 2013

Key Trends in Global Talent: Global Migration Flows

Seite 12

Talent Mobility

27. November 2013

Key Trends in Global Talent: Global Migration Flows

1990: 156 million international migrants; 2010: 214 million migrants

Forecast United Nations 2010-2050:

- Most attractive destinations: the United States, Canada, Spain, Italy and the

United Kingdom

- Major countries of net emigration: China, India, Mexico, Pakistan, Indonesia,

the Philippines and Bangladesh

Seite 13

Talent Mobility

27. November 2013

Growth in the College-educated Talent Pool

Seite 14

Talent Mobility

27. November 2013

PwC Survey: I would Like to Work Outside my Home Country in my

Career!

Source: PwC: Talent Mobility 2020 and beyond, 2012

Seite 15

Talent Mobility

27. November 2013

PwC Survey: Millennials want to work outside their home country during

their careers

Source: PwC: Talent Mobility 2020 and beyond, 2012

Seite 16

Talent Mobility

27. November 2013

Recommendations World Economic Forum 2010

Increase people’s employability to better match supply and demand

Redesign migration policies to encourage knowledge sharing and prevent the

brain drain

Create global workforce around adaptability and mobility

Build and effectively manage diversity in a complex, multicultural business

environment

Use talent for innovation

Seite 17

Talent Mobility

27. November 2013

Recommendations

Develop and pursue a concept of a “fair deal on talent”, which takes into account the interest

of the sending and receiving countries

Europe has to become a robust talent hub

Encourage international “Coalitions of the Engaged”

Creation and harmonization of attractive immigration packages for labor migration

Find models to deliver education, apprenticeship and training

Ensure that immigrants who successfully completed their education in Europe are granted

working permits within the EU Member States

investments in initiatives that enable all workers to integrate work and parental

responsibilities (full utilization of female talent)

Increase people’s employability to better match supply and demand

Redesign migration policies to encourage knowledge sharing and prevent the brain drain

Create global workforce around adaptability and mobility

Build and effectively manage diversity in a complex, multicultural business environment

Use talent for innovation