Highlights of Ernst & Young's Global Mobility Effectiveness Survey from 2007 to 2012, how global mobility impacts strategy, operations, talent management and growth markets, and the five focus areas for global mobility to drive business success.
EY Human Capital Conference 2012: Global mobility performance improvementEY
Abbott Laboratories and The Hershey Company address recent changes to their mobility functions and explain strategies to help achieve a successful outcome when transforming mobility.
EY Human Capital Conference 2012: A beginners guide to global mobilityEY
How do you manage employee mobility? This presentation looks at the considerations for employers and employees including risk management, quality and effectiveness, compliance, coordination and communication. It considers relocation, HR aspects, tax, labor law, social security and immigration.
EY Human Capital Conference 2012: Global mobility performance improvementEY
Abbott Laboratories and The Hershey Company address recent changes to their mobility functions and explain strategies to help achieve a successful outcome when transforming mobility.
EY Human Capital Conference 2012: A beginners guide to global mobilityEY
How do you manage employee mobility? This presentation looks at the considerations for employers and employees including risk management, quality and effectiveness, compliance, coordination and communication. It considers relocation, HR aspects, tax, labor law, social security and immigration.
Developing Resilience - Leading Talent in the 21st CenturyHuman Capital Media
Why does resilience matter? Resilient leaders are capable of moving forward in the face of seemingly insurmountable obstacles, extracting more value from their teams and taking mistakes or failures and turning them into experiences that drive positive change for the future.
This document provides you an overview of Strategic Doing, the protocol for designing and guiding complex collaborations with simple rules.
If you have questions about Strategic Doing, please contact
EY Human Capital Conference 2012: Talent management challenges in today’s glo...EY
► Talent management: a point of view
► Global mobility: a strategic component of your global talent management
► Discussion around Ernst & Young’s 2012 global talent management surveys: (rapid growth markets, talent management in high-performing organizations)
► Talent 2020: the next chapter
Developing Resilience - Leading Talent in the 21st CenturyHuman Capital Media
Why does resilience matter? Resilient leaders are capable of moving forward in the face of seemingly insurmountable obstacles, extracting more value from their teams and taking mistakes or failures and turning them into experiences that drive positive change for the future.
This document provides you an overview of Strategic Doing, the protocol for designing and guiding complex collaborations with simple rules.
If you have questions about Strategic Doing, please contact
EY Human Capital Conference 2012: Talent management challenges in today’s glo...EY
► Talent management: a point of view
► Global mobility: a strategic component of your global talent management
► Discussion around Ernst & Young’s 2012 global talent management surveys: (rapid growth markets, talent management in high-performing organizations)
► Talent 2020: the next chapter
Over the past three decades, global trade has grown and many new exporting countries, particularly in Asia, have been incorporated into the global economy.
The Global Value Chain (GVC) literature emerged as an attempt to describe how multinational firms have integrated production activities in Asia into their global strategies and what the consequences might be for the newly-integrated economies.
The GVC analysis is a useful tool to trace the shifting patterns of global production, link geographically dispersed activities and actors within a single industry, and determine the roles they play in developed and developing countries alike.
This course provides competency sets (mind set, tool set, knowledge set, and skill set) used for analyzing and synthesizing a new value chain system in order to extend the current value chain and to promote participation and upgrading in global value chains.
EY Human Capital Conference 2012: Managing global mobility risk - Is cost the...EY
A definition of “business risk”; risk management in leading organizations; global mobility risk; the General Electric's risk management environment; global mobility risk — current themes and trends; General Electric global mobility services; how General Electric manages the risks that matter; conclusion — is cost the barrier?
GreenBiz 17 Tutorial Slides: "How Corporates are Aligning with the Sustainabl...GreenBiz Group
The Sustainable Development Goals define global priorities and aspirations for 2030. Where does your company strategy align with these global goals? Learn how the SDGs affect your business, and gain the tools and knowledge needed to maximize your company's contribution to the success of the SDGs.
GreenBiz 17 In-Depth Tutorials are intensive half-day sessions held prior to the start of the conference. These are designed to offer participants an opportunity to dive deeper into a topic of interest and develop tangible knowledge and skills. In addition, attendees will have a greater opportunity to network with their peers in these interactive sessions. Concurrent tutorials will be held the morning of Tuesday, February 14, and are available only to those who purchase an All Access Pass.
Global mobility map, download to http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/global-mobility-map.jhtml?WT.mc_id=webtile_04-2010_pwccom-sitewide-promo_gx-mobility
Understanding the Critical Trends Impacting Organizations in the Next Five YearsHolly Gage
The Forum Corporation (www.forum.com) recently conducted analysis of future trend research on the strategic issues that will most impact the global marketplace in the next one to five years. This presentation reveals our findings.
Atlas Advertising CEO Ben Wright unveils the results of a recent Atlas survey of site selectors, corporate facilities managers, and other real estate professionals, and suggests that there is reason to innovate in today’s economic development marketing climate.
http://bit.ly/ModernMobilityCP
Selon les prévisions de la nouvelle étude du cabinet d’audit et de conseil PwC « Modern Mobility, les entreprises dépensent chaque année des millions d'euros pour le détachement de leurs collaborateurs à l'étranger, mais ne parviennent pas à en quantifier le coût ni à évaluer le retour sur investissement. Ainsi, près de six organisations sur dix estiment que leurs programmes de mobilité ne sont actuellement pas rentables.
The theme for this quarter is momentum meets uncertainty. The upward trend in crude oil, natural gas, LNG and refined product prices that began in Q1 continued into Q2. Crude oil markets began the quarter just below $100/bbl and have closed below that level on only two days since late April. As we begin Q3, there are increasing concerns about the health of the global economy and how that might affect oil and gas demand.
Quarterly analyst themes of oil and gas earnings, Q1 2022EY
Financial questions continued to attract the most attention of the analyst community, with major focus on how companies will respond to the war in Ukraine, elevated commodity prices and improved cash flows. Strategic questions focused on how the changing geopolitical environment will affect capital allocation in the short and long term. Operationally, all eyes were on the capacity of companies to step up asset utilization and bring new projects to market quickly. Explore the latest EY quarterly analysts themes.
EY Price Point: global oil and gas market outlook, Q2 | April 2022EY
The theme for this quarter is rearrangement. The loss, or potential loss, of Russian oil and gas supplies is forcing producers, refiners and traders to rethink the flow of crude oil and refined products from the wellhead to the gas pump in light of sanctions, potential sanctions and the risk of reputational damage. Countries, companies and consumers will all be searching for ways to adapt, and the outcome of the race to bring alternatives to market could alter the global energy landscape for years to come.
It is likely crude oil and LNG prices will remain elevated for some time. The process of diverting Russian oil through countries unwilling to sanction it will take time and there is little indication OPEC members are willing (or able) to increase production to make up for the loss of Russian crude. Spare capacity sat at 3.7 mbpd at the end of 2021, just above where it was in January 2020. Currently, sanctioned Venezuelan and Iranian production (about 3 mbpd below their peak) could fill the gap, but political and commercial obstacles remain. At today’s prices, US shale production is attractive, but the fastest the industry has been able to grow is between 1mbpd and 2mbpd per year. The LNG infrastructure was already stretched before the war in Ukraine and there is little prosect of finding new supplies soon.
As the largest buyer of Russian energy, Europe will be the epicenter. There is a deeply embedded bias there in favor for renewable energy, and the current crisis is certain to result in an all-out effort to accelerate the build-out of wind and solar power. The capacity to add new green energy is limited though by the project pipeline and supply chains for solar panels and wind turbines, and it is likely that much of the shortfall will be made up with the new LNG infrastructure.
EY Price Point: global oil and gas market outlookEY
As the last quarter of the second pandemic year draws to a close, we continue to see heightened contrast
between the medical and economic points of view. While COVID-19 cases are close to their all-time highs, so
are equity prices, and a leading investment bank declared (on 2 December, 2021 after the Omicron outbreak in South Africa) that it was “optimistic about the possibility of a vibrant 2022.” When news of the variant hit in
late November, the markets were rocked by the prospect of yet another round of local mobility restrictions and
an interrupted return to normal international travel patterns, on top of the Biden Administration’s announced
release of 50 million barrels of crude from the US Strategic Petroleum Reserve. So far though, with OPEC
standing by its planned gradual return to normal production, oil prices have stabilized, albeit below where they
were in mid-November. Henry Hub prices, always at the mercy of the weather, responded predictably to a
warmer-than-normal early winter in the US, falling from US$6.60/MMBtu in early October to below
US$4.00/MMBtu by mid-December. In Europe and Asia, following a short reprieve at the start of the quarter,
piped natural gas prices have spiked again on concerns triggered by Russian troop buildups on the Ukraine
border and uncertainties surrounding the Nordstream 2 pipeline. Looking forward, OPEC and the U.S. Energy
Information Administration (EIA) in their last forecasts of the year both projected that 2022 oil demand would
be above what we saw in 2019. Although time will tell if those forecasts are realized and other events could
intervene, the response to new virus outbreaks is well-practiced and the trade-off between public health and
economic reality has tipped toward a cautiously optimistic view.
EY Price Point: global oil and gas market outlook, Q2 April 2021EY
The theme for this quarter is governed. Apparent market balance at prices that could be sustainable is the product of calculated choices by market leaders and the cooperation of those who follow them. Economics played their customary role as well, with capital scarcity in North America taking about 2 million barrels per day out of the market, about half of the remaining gap in demand. While inventories are close to their pre-COVID-19 levels, there is still uncertainty. The resolution of the pandemic is in sight, but timing is unclear. Vaccine distribution in the US is having an impact but Europe is struggling to contain a third wave of infections. The taps have opened on economic stimulus, but it remains to be seen if policymakers have done enough or if they have overshot the mark.
The shape of the crude oil forward curve has fundamentally changed since the end of the last quarter. In late December of last year, the Brent forward curve was gradually increasing while today, the curve is backwardated. This is a clear sign that the market sees a short-term dynamic that is disconnected from the medium-to-long-term fundamentals. The lasting impact of the COVID-19 pandemic remains to be seen. While many have opined that COVID-19 marks a turning point in energy transition, the IEA recently released a five-year forecast of oil demand that shows steady growth, albeit at rates that are below historical expectations.
Gas markets are a paradox. At the Henry Hub and at LNG destinations, demand grows, investment lags and prices will occasionally attract attention. Traders, so far though, are unconvinced and futures prices don’t indicate imminent scarcity at any link in the value chain.
EY Price Point: global oil and gas market outlookEY
We enter 2021 on a note of cautious optimism for global health, the world economy, and the oil and gas markets. The first weeks of December brought approval in the US and the UK of the first of several COVID-19 vaccines. The speed with which vaccine development occurred is unprecedented, but certainly welcome. In the weeks following the early November announcement of 90+% effectiveness by the manufacturer of the first approved vaccine, the price of WTI crude oil increased by US$10/bbl to US$48/bbl, the highest level since early March. Sustainability hasn’t returned yet, and whatever time it takes to get the world to normal, it will take even longer for normalization within the oil and gas markets. Inventories remain at historically high levels and, optimistically, it will take until April before inventory returns to levels observed in the preceding five years. That’s an estimate, and there has obviously been some difficulty properly calibrating the expectations of how balance will return and how long it will take. In late November, OPEC met to adjust its output plans because of the anemic rebound in demand. In mid-December, the IEA lowered its demand forecast for 2021 due mostly to continued sluggishness in aviation fuel demand.
A mild winter has interrupted a recovery in North American natural gas prices after a run-up motivated by curtailed capital expenditures, upstream activity and production. After an initial meltdown, with cargo cancellations and dramatic price reversal, LNG markets have made a remarkable comeback, and the spread between Asia and Henry Hub has reached a level we haven’t seen in almost three years. It may be the case that interruption in FIDs has brought us to the cusp of a balance that can support reliable returns.
EY Price Point: global oil and gas market outlook (Q4, October 2020)EY
Oil and gas prices have recovered steadily from their lows and are relatively stable, but that stability is supported by the combination of purposeful withholding of production by oil-producing countries and economic stress on upstream independents. Oil prices closed the quarter roughly where they started it, while refining spreads were down slightly. LNG spreads were substantially higher at the end of Q3 than they were at the beginning of the quarter but are still roughly half of what is generally thought of as sustainable.
Going forward, the market will be looking closely at how the economy and demand respond to new developments with respect to a potential COVID-19 vaccine and the US election.
EY Price Point: global oil and gas market outlookEY
As we close the second quarter of 2020, in most of Europe and Asia, the first (and hopefully last) wave of the COVID-19 crisis appears to be abating. In the parts of the US where the virus hit early, the profile has largely matched Europe’s, while in other parts, the urge to reopen businesses has trumped the desire to contain the virus and uncertainty looms. In the developing world, the crisis has just begun, but without the economic headroom and resources necessary to contain it. As the crisis unfolded, the effect on oil and gas demand has been predictable but difficult to gauge precisely and therefore difficult to manage.
Oil prices have crept up steadily as production has been curtailed through coordinated action (OPEC+) and because of economic reality (unconventional oil in North America). That trend has been subject to momentary spasms when bad news hit the market. It would be understandable if traders were nervous, and it seems that they are. Although nowhere near where it was at the peak of the crisis, option implied volatility is still at historically high levels. Gas markets, without the benefit of coordination on the supply side, continue to deal with the market implications of storage at or near capacity. Interfuel competition in power generation has always provided something of a floor, but those lows have been, and will continue to be, tested.
Zahl der Gewinnwarnungen steigt auf RekordniveauEY
Immer mehr deutsche börsennotierte Unternehmen müssen ihre eigenen Umsatz- oder Gewinnprognosen nach unten korrigieren. Im ersten Quartal stieg die Zahl der Prognosekorrekturen auf ein neues Rekordniveau: Insgesamt 77 Gewinn- oder Umsatzwarnungen wurden registriert.
Die Corona-Krise trifft auch die Versicherungsbranche mit voller Wucht. Die Versicherer rechnen mit weniger Neugeschäft. Jeder Fünfte mit Personalabbau und Prämienerhöhungen.
Liquidity for advanced manufacturing and automotive sectors in the face of Co...EY
With a global economy in crisis due to Covid-19 our liquidity and cash management deck for advanced manufacturing and
mobility companies looks at how these companies should best respond.
IBOR transition: Opportunities and challenges for the asset management industryEY
EY Wealth & Asset Management explores the practical implications and the way forward for the transition to the new risk-free rates. This presentation aims to help asset managers and asset owners explore IBOR transition strategies that are compliant and future-focused.
Fusionen und Übernahmen dürften nach der Krise zunehmenEY
Folgt auf die Corona-Krise ein M&A-Boom? Laut Capital Confidence Barometer von #EY hoffen 40 Prozent der deutschen Unternehmen auf sinkende Bewertungen von Übernahmekandidaten.
EY Price Point: global oil and gas market outlook, Q2, April 2020EY
The first quarter of this year has seen some extraordinary events. As if chronic oversupply, prices stuck below sustainable levels, the looming energy transition, and investor pressure to decarbonize weren’t enough, our industry now faces a dramatic, but hopefully temporary, downturn in demand as a result of the ongoing COVID-19 outbreak.
Our Global Chemical Industry Leader Frank Jenner explores the trends and drivers that will shape the chemical industry of tomorrow in our latest Chemical Market Outlook.
Die Geschäftslage im Mittelstand hat sich leicht verschlechtert, ist in den meisten Branchen aber weiter überwiegend gut - die Einstellungsbereitschaft sinkt.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
3. Presenters
► Kevin Cornelius
► Ernst & Young Ltd, Switzerland
► kevin.cornelius@ch.ey.com
Page 3 Contrast and compare: the Global Mobility Effectiveness Survey
4. Survey methodology
► Comprehensively capturing the
p y p g
current state of global mobility: its
operational effectiveness and
issues it is facing
► February to May 2012
► 520 multinational companies
surveyed
► Six case studies
► Ernst & Young analysis and
commentary
Page 4 Contrast and compare: the Global Mobility Effectiveness Survey
5. Ernst & Young 2012 Global Mobility
Effectiveness Survey report
Industry sector-specific reports
Media release
Available today
Page 5 Contrast and compare: the Global Mobility Effectiveness Survey
6. A common message from global mobility
professionals everywhere
“Operational workload keeps mobility functions away
from strategic thinking ”
thinking.”
— Chris Debner, Human Capital Executive Director, Ernst & Young Ltd
“Many companies will wait until they have a major
compliance failure.”
— Jay Sternberg, Global Leader for Short-Term Business Visitor Solutions, Ernst & Young LLP
“Senior leaders require us to be more closely aligned with
workforce planning, talent management and
p g, g
organizational development.”
— Craig McEvoy, Head of Global Mobility for Brazil-based Vale
“Business should understand the importance of
“B i h ld d t d th i t f
international experience.”
— Janelle Parkinson, Head of Global Mobility, Recognition & Benefits, Group Reward
Page 6 Contrast and compare: the Global Mobility Effectiveness Survey
7. Our global mobility effectivness surveys
Page 7 Contrast and compare: the Global Mobility Effectiveness Survey
8. 2008 Global Mobility Effectiveness Survey
First edition
► Recognition of need for improvement in:
g p
► Automation of administrative tasks
► Development and enhancement of global mobility functions
► Processes
► Risk management
► Prevention of early repatriation and talent loss
► Shift to strategic issues and goals to be a stronger business
partner
Page 8 Contrast and compare: the Global Mobility Effectiveness Survey
9. 2009 Global Mobility Effectiveness Survey
Cost and control
► Repatriation key issue: 5% of assignees have left their
p y % g
company within two years after repatriation.
► 61% of international human resources (IHR) teams are
( )
not involved in the assignee selection process.
► 28% differentiate between strategic and developmental
policies.
► Only 20% of companies know their true cost.
► 81% of companies say they are planning cost reduction.
► There are three key areas of focus for managing cost:
► Global mobility processes
► Localizations
► Policies
Page 9 Contrast and compare: the Global Mobility Effectiveness Survey
10. 2010 Global Mobility Effectiveness Survey
Lessons from change
g
► A new global economic p
g picture has emerged.
g
► IHR teams have increased involvement in assignees
selection.
► More than half of companies are reviewing their Global
mobility policies within next six months.
► 54% of companies report a bigger focus on risk.
► 77% of companies are looking for cost savings, but only
9% were able to accurately access cost.
► Only 57% actually reduced cost (of these, 74% achieved
less than 10% cost savings).
Page 10 Contrast and compare: the Global Mobility Effectiveness Survey
11. 2011 Global Mobility Effectiveness Survey
Competing for g
p g growth
► Economic turbulence, natural disasters, uprisings and
conflicts affect growth.
fli t ff t th
► Long- and short-term assignments are increasing.
► The i
Th size of IHR t
f teams i i
is increasing, b t not yet sufficient.
i but t t ffi i t
► 60% of companies have reviewed their policies in the last
12 months
months.
► There has been a significant increase of assignees into
growth markets over last three years: India 80% Africa
80%,
75%, Brazil 71%, Russia 43%, China 23%.
► 83% of inbound assignees are strategic resources
inbound.
► Outbound assignees have significantly increased.
g g y
Page 11 Contrast and compare: the Global Mobility Effectiveness Survey
12. 2012 Global Mobility Effectiveness Survey
Driving business success
g
► Global Mobility today:
y y
► On the rise
► Focused on growth markets
► Business critical
► Evolving
► HQ centralized
Page 12 Contrast and compare: the Global Mobility Effectiveness Survey
13. Strategy and operations disconnect
► Key issues:
y
► Understaffing
► Evolving regulations
► Talent management agenda
► Compliance frameworks
► Early repatriations
► Future leaders
Page 13 Contrast and compare: the Global Mobility Effectiveness Survey
14. Growing beyond themes
Global mobility is
increasingly a key Talent management
feature in driving and global mobility are
business success working along parallel
lines
► Directing talent and new
investments to growth markets
Globalization Global mobility
► Changing business strategies has had a
Strategy Mobility strategy
► Evolving global mobility strategies dramatic effect
on business Operations must better align
► Focus on operational models Talent with business
strategy
effectiveness Growth markets
Global mobility is Expansion in
not yet achieving
y g emerging markets is
g g
its full operational on the rise, but it is
potential creating compliance
challenges
Page 14 Contrast and compare: the Global Mobility Effectiveness Survey
16. Global mobility strategy
Increasing number of global mobility assignments
Short-term Long-term
400 1,500
1 500
350 1,400
1 400
300 1,300
1 300
2012 2013 2014 2012 2013 2014
Page 16 Contrast and compare: the Global Mobility Effectiveness Survey
17. Global mobility strategy
Global mobility is about today; talent management is about
tomorrow.
tomorrow
► Top priorities for global mobility:
► Business needs for the current year
► Successfully moving the assignee
► Create an international talent pool for future leaders
p
Page 17 Contrast and compare: the Global Mobility Effectiveness Survey
18. Global mobility strategy
Missing long-term link between global mobility and global
talent management
► Whatlink between global mobility and talent Talent
► The is the link between Global Mobility and
management:
g
Management?
► Assignees selected case by case
► Assignments designed to form future leaders
► Immediate business needs, no long-term planning
Page 18 Contrast and compare: the Global Mobility Effectiveness Survey
20. Operations
Internal barriers are cited as No. 1 cause of inefficiency.
5%
8%
35% External barriers
16%
Business (late decision
taking)
Assignees (negotiations)
Resources (understaffed Internal
IHR) barriers
Internal communication
36%
Page 20 Contrast and compare: the Global Mobility Effectiveness Survey
21. Operations
Sixty-eight percent of companies do not have a formal
payroll tax and social security compliance risk control
framework.
► CCompanies are f
i focusing their i
i h i immediate operational
di i l
needs on:
► Processes
► Policy
► Communication
► Tax compliance
Page 21 Contrast and compare: the Global Mobility Effectiveness Survey
22. Operations
Sixty-five percent of surveyed companies do not have a
tracking
t ki process for cross-border b i
f b d business t travelers.
l
► Companies state their main compliance risks as:
► Income tax reporting and withholding
► Short-term business travelers
► Immigration
► Social security reporting and withholding
Page 22 Contrast and compare: the Global Mobility Effectiveness Survey
24. Growth markets countries
Inbound assignments in growth markets versus other have increased 48% from
2011 and will increase 60% in two to three years.
y
113%
120% 131%
120% 135% Africa
150% China
133%
167% India
175%
113% Russia
2011 Brazil
B il
2012
2015
Page 24 Contrast and compare: the Global Mobility Effectiveness Survey
25. “Assignments premised solely on reward
have higher risk of failure ”
— Ray Harraway, Ernst & Young (Pty) Ltd, Partner, Human Capital, South Africa
Page 25 Contrast and compare: the Global Mobility Effectiveness Survey
26. Growth markets countries
Main issues in growth market countries
Brazil
Russia
India
China
Africa
Compliance Security Compensation Housing Schooling
Page 26 Contrast and compare: the Global Mobility Effectiveness Survey
27. Growth market countries
Managerial and strategic goals are the top drivers for
moves i all growth market countries
in ll th k t ti
36%
23%
Brazil 39%
3%
35%
Russia 23%
39%
4%
36%
India 23%
37%
4%
35% Project-based work
24%
China 39%
2% Developmental
38%
23% Strategic/managerial
Africa 35%
30% Other
Page 27 Contrast and compare: the Global Mobility Effectiveness Survey
29. Talent management
Only half of companies have a global talent management
agenda.
d
► Distinct differences between companies headquartered in:
Europe 59%
Africa 50%
North America 48%
Asia-Pacific 41%
South America 13%
Page 29 Contrast and compare: the Global Mobility Effectiveness Survey
30. Talent management
Ninety-two percent of companies say they do not use
social media t communicate with th i assignee t l t
i l di to i t ith their i talent.
Page 30 Contrast and compare: the Global Mobility Effectiveness Survey
31. Review Global mobility
y
Analyze
Assess risks Involve
Integrate
Talent management
Page 31 Contrast and compare: the Global Mobility Effectiveness Survey
32. Five focus areas for global mobility to drive
business success
Alignment Evaluate your Dynamic Integrate Build robust
of global true operational management talent and global
mobility to effectiveness of growth management compliance
business market and global frameworks
strategy opportunities mobility
Page 32 Contrast and compare: the Global Mobility Effectiveness Survey
33. At the end of the day, it is about getting:
► the right p
g person
► at the right time
► in the right place
► for the right cost.
Page 33 Contrast and compare: the Global Mobility Effectiveness Survey
34. Questions
Page 34 Contrast and compare: the Global Mobility Effectiveness Survey