The new Mobility@SAPA 2014 vision

Presented at the GLOBALHR BUSINESS LEADERS CONFERENCE, Geneva SwitzerlandApril 6th 2011

by

Iveta Spundova, HR Global Mobility, SAP

Talent Mobility – the new dimensionTalent Mobility – the new dimension

Workforce movement – expand the customer groupWorkforce movement – expand the customer group

Shared service organisationShared service organisation

Talent Mobility – protect the investmentTalent Mobility – protect the investment

Outlook of a Talent Mobility FrameworkOutlook of a Talent Mobility Framework

© SAP 2010 / Page 3

Talent Mobility – the new dimension

HR Global Mobility currently focuses mainly on handling the logistics of the move:

Immigration / Work Permit

Relocation

Benefits / Allowances

Tax / Social Security

Success measured on KPI‘s

Talent Mobility should touch more aspects of the talent cycle

Workforce Planning Recruitment (Internal/External)Workforce Development Performance Management Rewards and recognition

Workforce movement

Requires that Talent Mobility is embedded inBusiness and HR strategy

© SAP 2010 / Page 4

How should Mobility develop – workforce movement & Talent Mobility

2002 2005 Today Vision

250 casesSecondments

Huge local variations & deviations

650 casesSecondments

TransfersGlobal guideline but partly

local execution

4.000 casesAssignments

TransfersForeign hires

All work permitsGlobal Visa ESS

Global Policy

AssignmentsTransfers

Foreign hiresAll work permitsGlobal Visa ESS

All international travelAll domestic travel

Better leverage economy of scale

Clearer ownership and reduction of duplication of effort

Where an expansion adds value

Talent Mobility The same time we expand our services to IBTs and domestic

relocations, we need to define and apply a Talent Mobility framework

IBTs have similar compliance issues as short term and long term assignments

IBTs increasingly require Mobility infrastructure (e.g. permits, furnished apartments, taxes)

Global Policy standards are required also for IBTs on questions like working on weekends, travel time, etcetera

Domestic relocation faces similar issues as global relocation and requires similar infrastructure

© SAP 2010 / Page 5© SAP AG 2009. All rights reserved. / Page 5

Shared Service Centre Prague

August 2004 Location decision

September 2004Company established as a legal entity, first employees hired in November 2004

By January 2005 29 employees in HR and F&A services, March 2005 launch of first HR process (Mobility) and first country in F&A (CH)

June 2005-July 2007

Various Service and Country migrations (cca. 85% of EMEA Employees served)

April 2009EMEA SSON Award “Best mature captive Shared Service Organization 2009”

December 2011 260 FTE

© SAP 2010 / Page 6

© SAP 2008 / Page 6

HR Shared Services @ SAP EMEAService Portfolio

* Work in progress

Business traveller services (e.g. visa, local permits)

Mobility case consult. Mobility transactional

processing

Business traveller services (e.g. visa, local permits)

Mobility case consult. Mobility transactional

processing

Global Mobility

Electronic Bonus Letter Objective setting and

appraisal Equity allocation

Electronic Bonus Letter Objective setting and

appraisal Equity allocation

Total Rewards*

Back office services in the center (e.g. job postings, check completeness of applications)

Core recruiting tasks in countries

Back office services in the center (e.g. job postings, check completeness of applications)

Core recruiting tasks in countries

E.g. training administration Performance management

administration

E.g. training administration Performance management

administration

Learning & Talent Management*

Payroll relevant data management

Payroll run

Payroll relevant data management

Payroll run

Payroll

Org Management Personal data changes Digital personal record

Org Management Personal data changes Digital personal record

Data Management

HR related questions/ needs On-boarding Reference letters Contractual variations Exit interviews Statements

HR related questions/ needs On-boarding Reference letters Contractual variations Exit interviews Statements

HRdirect

e.g. company pension administration

Direct insurance administration

Loan administration Time account administration

e.g. company pension administration

Direct insurance administration

Loan administration Time account administration

Recruiting Benefits

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HR Global Mobility Dashboard – December 2010

© SAP 2010 / Page 8

Talent Mobility

Talent Mobility is about

Acquiring the best talent regardless of geography Deploying the best people from the global talent

pool against the best business opportunities Developing leaders with a global mindset and

experience to manage across cultural and geographic barriers

Talent Mobility in broader sense is also about

Mobility across jobs and functions Mobility across various forms of employment (full

time, part time, home or office) – being able to work anytime, anywhere

© SAP 2010 / Page 9

Talent Mobility Framework – Possible Outlook

Business Value

Dev

elop

men

t V

alue

Conceptual LearningTarget employees:

- Top talents and HiPos- Employees looking for diverse experience and growth

Mobility Approach:- Assignment Light

Learning by opportunityTarget employees:

- Volunteers- Low cost talent

Mobility Approach:- Local Transfers

Strategic PositionTarget employees:

- Future LeadersMobility Approach:

- Full Assignment- Career coaching and focus on development- Enhanced career planning

Expert PositionTarget employees:

- Strong performers- Specialists, experts

Mobility Approach:- Short term or local plus- Project based Assignments- Short dated moves

Low High

High

New tools required in the areas of: Job identification and evaluation

Talent assessment and process

Candidate selection and deployment

On assignment evaluation and development

Succession planning and repatriation

© SAP 2010 / Page 10

Talent Mobility Framework – Possible Outlook

Developing a solid Talent Mobility framework requires cross functional collaboration in design and process execution:

Identification and Talent Assessment

Identification and Talent Assessment

Identify jobs that will develop skills and experience

Identify jobs that will develop skills and experience

Identify a global talent pool of HiPos and TT and assess development needs

Identify a global talent pool of HiPos and TT and assess development needs

Candidate selection and deployment

Candidate selection and deployment

Assess candidates against job and talent criteria

Assess candidates against job and talent criteria

Develop Mobility objectives for the employee and job

Develop Mobility objectives for the employee and job

Determine the anticipated RoI

Determine the anticipated RoI

On Assignment Evaluation and Development

On Assignment Evaluation and Development

Measure and track perform against development objectives

Measure and track perform against development objectives

Continually validate Mobility investment

Continually validate Mobility investment

Adjust assignment objectives and job scope as required to maximize RoI

Adjust assignment objectives and job scope as required to maximize RoI

Succession planning and repatriation

Succession planning and repatriation

Planned reassignment to capitalize on skills and experience

Planned reassignment to capitalize on skills and experience

Repatriate talent and experience for greatest impact

Repatriate talent and experience for greatest impact

© SAP 2010 / Page 11

Current trends in Mobility

Certain Business units are asking for always faster response time.

Compliance requirements are significantly increasing. World economic crisis has led to the situation that local labor markets are more protected and tax authorities look for opportunities to increase tax revenue.

• Pressure of the Business to constantly reduce costs of the Mobility program while wanting to ensure equal treatment of all employees.

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Questions & Answers