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Talent Mobility
Francisco Belil

Barcelona, 27th November, 2013
Talent Mobility

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

27. November 2013

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Talent Mobility

International Assignments 1970-1990
 Large
Multinationals
based in the US
and Europe
 Expatriates from
headquarters to
foreign countries
 Two or five year
periods with
attractive
expatriate
packages

Source: PwC: Talent Mobility 2020 and beyond, 2012

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Talent Mobility

International Assignments 1990-2010
 Demand for
global mobility of
talents
 Mobile workers
emerges
alongside the
expatriates
 Flow of talent is
still predominately
from West to East

Source: PwC: Talent Mobility 2020 and beyond, 2012

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Talent Mobility

Future View
 Global mobility
continues to grow
in volume
 Mobility of talent
is fluid

Source: PwC: Talent Mobility 2020 and beyond, 2012

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Talent Mobility

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

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Talent Mobility

Benefits of Talent Mobility
 Using the current workforce
 Reducing recruitment costs
 Reducing onboarding and integration costs
 Improving employee engagement and motivation
 Building/Increasing reputation

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Talent Mobility

Population Change and Shift

Source: PwC: Talent Mobility 2020 and beyond, 2012

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Talent Mobility

Key Trends in Global Talent: Global Migration Flows

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Seite 9
Talent Mobility

Key Trends in Global Talent: Global Migration Flows

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Seite 10
Talent Mobility

Key Trends in Global Talent: Global Migration Flows

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Talent Mobility

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

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Talent Mobility

Growth in the College-educated Talent Pool

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Talent Mobility

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

Source: PwC: Talent Mobility 2020 and beyond, 2012

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Seite 14
Talent Mobility

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

Source: PwC: Talent Mobility 2020 and beyond, 2012

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Talent Mobility

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

27. November 2013

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Talent Mobility

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
27. November 2013

Seite 17

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Talent mobility (mit careerloft am Goethe Institut Barcelona)

  • 2. Talent Mobility 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 27. November 2013 Seite 2
  • 3. Talent Mobility International Assignments 1970-1990  Large Multinationals based in the US and Europe  Expatriates from headquarters to foreign countries  Two or five year periods with attractive expatriate packages Source: PwC: Talent Mobility 2020 and beyond, 2012 27. November 2013 Seite 3
  • 4. Talent Mobility International Assignments 1990-2010  Demand for global mobility of talents  Mobile workers emerges alongside the expatriates  Flow of talent is still predominately from West to East Source: PwC: Talent Mobility 2020 and beyond, 2012 27. November 2013 Seite 4
  • 5. Talent Mobility Future View  Global mobility continues to grow in volume  Mobility of talent is fluid Source: PwC: Talent Mobility 2020 and beyond, 2012 27. November 2013 Seite 5
  • 6. Talent Mobility 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 27. November 2013 Seite 6
  • 7. Talent Mobility Benefits of Talent Mobility  Using the current workforce  Reducing recruitment costs  Reducing onboarding and integration costs  Improving employee engagement and motivation  Building/Increasing reputation 27. November 2013 Seite 7
  • 8. Talent Mobility Population Change and Shift Source: PwC: Talent Mobility 2020 and beyond, 2012 27. November 2013 Seite 8
  • 9. Talent Mobility Key Trends in Global Talent: Global Migration Flows 27. November 2013 Seite 9
  • 10. Talent Mobility Key Trends in Global Talent: Global Migration Flows 27. November 2013 Seite 10
  • 11. Talent Mobility Key Trends in Global Talent: Global Migration Flows 27. November 2013 Seite 11
  • 12. Talent Mobility 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 27. November 2013 Seite 12
  • 13. Talent Mobility Growth in the College-educated Talent Pool 27. November 2013 Seite 13
  • 14. Talent Mobility PwC Survey: I would Like to Work Outside my Home Country in my Career! Source: PwC: Talent Mobility 2020 and beyond, 2012 27. November 2013 Seite 14
  • 15. Talent Mobility PwC Survey: Millennials want to work outside their home country during their careers Source: PwC: Talent Mobility 2020 and beyond, 2012 27. November 2013 Seite 15
  • 16. Talent Mobility 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 27. November 2013 Seite 16
  • 17. Talent Mobility 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 27. November 2013 Seite 17