Getting the right people to the right places at the right cost quickly and efficiently is now expected as the entry point rather than a competitive advantage. Global mobility programs must focus on supporting business strategy through a portfolio of assignment options that balance employee growth and business impact. To effectively manage growing mobility needs, companies must master strategy, rewards, service delivery, compliance, and technology.
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
Estudo feito pela Oxford Economics
Talento Global de 2021 Como a nova geografia do talento vai transformar estratégias de recursos humanos
mudanças na oferta de talentos irá ocorrer durante a próxima década. Para completar os resultados
de nossa pesquisa quantitativa, foi realizada uma série de entrevistas em profundidade com HR
executivos de todo o mundo e chamou a experiência de nosso comitê de direção de RH.
Nossa pesquisa revela não só paisagem de amanhã para o talento global será
dramaticamente diferente do que a de hoje, mas que alguns países e Industries
precisam de se adaptar mais rapidamente para acomodar essas mudanças rápidas.
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
Estudo feito pela Oxford Economics
Talento Global de 2021 Como a nova geografia do talento vai transformar estratégias de recursos humanos
mudanças na oferta de talentos irá ocorrer durante a próxima década. Para completar os resultados
de nossa pesquisa quantitativa, foi realizada uma série de entrevistas em profundidade com HR
executivos de todo o mundo e chamou a experiência de nosso comitê de direção de RH.
Nossa pesquisa revela não só paisagem de amanhã para o talento global será
dramaticamente diferente do que a de hoje, mas que alguns países e Industries
precisam de se adaptar mais rapidamente para acomodar essas mudanças rápidas.
Beyond Reimbursement: Education Assistance as a Talent Management ToolHuman Capital Media
Does your tuition assistance program actively support your talent strategy? In too many organizations tuition assistance is merely a passive employee benefit, and leaders spanning learning and development, human resources and workforce planning have much to gain from changing that.
Join this webinar for practical tips on leveraging tuition assistance to advance your L&D and talent management goals. Presenters Mark Ward and Jessica Kaplan will draw from EdAssist's experience working with hundreds of large employers to share best practices for designing a strategic and impactful program.
By attending, you'll learn how education assistance can help you:
Accelerate the development journeys of future leaders
Cultivate employee engagement from day one on the job
Encompass competencies, non-degree learning and other learning trends
Reinforce learning as a process, not an event
8 ème édition du rapport Creating People Advantage réalisée par le Boston Consulting Group (BCG) et en partenariat avec la World Federation of People (WFPMA)
Due to skill-shortages the world is in a war for talent. Companies and countries alike want to attract, develop and keep the most talented individuals. This is a trend OPRA first commented on back in 2007. While the situation has only gotten worse since then, the messages in this presentation are as poignant as ever.
Paradigm shift - Building a new talent management model to boost growthEY
Nearly five years after the financial crisis erupted, a sustained global economic recovery remains elusive. Nothing less than a fundamental change in thinking is required to tackle the talent shortfall.
http://www.ey.com/GL/en/Issues/Driving-growth/Growing-Beyond---Paradigm-Shift---Overview
Our Growing Beyond program explores opportunities across expanding into new markets, finding new ways to innovate & implementing new approaches to talent.
www.ey.com/growingbeyond
The Talent Management Cookbook: Recipes for Successful Talent ManagementSaba Software
This document is part of the Bersin Research Library. Our research is provided exclusively to organizational members of the Bersin Research Program. Member organizations have access to an extensive library of learning and talent management related research. In addition, members also receive a variety of products and services to enable talent-related transformation within their
organizations, including:
• Research—Access to an extensive selection of research reports, such as methodologies, process models and frameworks, and comprehensive industry studies and case studies.
• Benchmarking—These services cover a wide spectrum of HR and L&D metrics, customized by industry and company size.
• Tools—Comprehensive tools for HR and L&D professionals, including tools for benchmarking, vendor and system selection, program design, program implementation, change management, and measurement.
• Analyst Support—Via telephone or email, our advisory services are supported by expert industry analysts who conduct our research.
• Strategic Advisory Services—Expert support for custom-tailored projects.
• Member Roundtables—A place where you can connect with other peers and industry leaders to discuss and learn about the latest industry trends and leading practices.
• IMPACT Conference: The Business Of Talent—Attendance at special sessions of our annual IMPACT conference.
• Workshops—Bersin analysts and advisors conduct onsite workshops on a wide range of topics to educate, inform, and inspire HR and L&D professionals and leaders.
7 Top Corporate Trends for Learning & Development in 2014EpiphanyEdu
Change is the only constant of the 21st century. With fast-growing technologies, work has evolved so much in the last 20 years. Employees and workers are expected to keep up to date and be constantly trained and retrained to keep up with the business expectations of the company. How has an increasingly globalised workforce and technology shifts affected the way corporations learn? We present to you 7 top trends to look out for in the Learning and Development Sector.
Nationalisation 2.0: Real-Life Case Studies and a Toolkit for Implementing Su...The HR Observer
This interactive, action-oriented session led by nationalisation experts will provide participants with practical tools on creating and implementing sustainable strategies based on the unique Nationalisation 2.0TM model. The session will highlight latest research on national talent and provide real-life case-studies from leading employers in the GCC. It will focus on a holistic approach to nationalisation – on how to attract, engage, perform, develop & retain talent. Delegates will receive their own toolkits to implementing Nationalisation programmes.
David Jones, Managing Director, The Talent Enterprise
Radhika Punshi, Consulting Director, The Talent Enterprise
Beyond Reimbursement: Education Assistance as a Talent Management ToolHuman Capital Media
Does your tuition assistance program actively support your talent strategy? In too many organizations tuition assistance is merely a passive employee benefit, and leaders spanning learning and development, human resources and workforce planning have much to gain from changing that.
Join this webinar for practical tips on leveraging tuition assistance to advance your L&D and talent management goals. Presenters Mark Ward and Jessica Kaplan will draw from EdAssist's experience working with hundreds of large employers to share best practices for designing a strategic and impactful program.
By attending, you'll learn how education assistance can help you:
Accelerate the development journeys of future leaders
Cultivate employee engagement from day one on the job
Encompass competencies, non-degree learning and other learning trends
Reinforce learning as a process, not an event
8 ème édition du rapport Creating People Advantage réalisée par le Boston Consulting Group (BCG) et en partenariat avec la World Federation of People (WFPMA)
Due to skill-shortages the world is in a war for talent. Companies and countries alike want to attract, develop and keep the most talented individuals. This is a trend OPRA first commented on back in 2007. While the situation has only gotten worse since then, the messages in this presentation are as poignant as ever.
Paradigm shift - Building a new talent management model to boost growthEY
Nearly five years after the financial crisis erupted, a sustained global economic recovery remains elusive. Nothing less than a fundamental change in thinking is required to tackle the talent shortfall.
http://www.ey.com/GL/en/Issues/Driving-growth/Growing-Beyond---Paradigm-Shift---Overview
Our Growing Beyond program explores opportunities across expanding into new markets, finding new ways to innovate & implementing new approaches to talent.
www.ey.com/growingbeyond
The Talent Management Cookbook: Recipes for Successful Talent ManagementSaba Software
This document is part of the Bersin Research Library. Our research is provided exclusively to organizational members of the Bersin Research Program. Member organizations have access to an extensive library of learning and talent management related research. In addition, members also receive a variety of products and services to enable talent-related transformation within their
organizations, including:
• Research—Access to an extensive selection of research reports, such as methodologies, process models and frameworks, and comprehensive industry studies and case studies.
• Benchmarking—These services cover a wide spectrum of HR and L&D metrics, customized by industry and company size.
• Tools—Comprehensive tools for HR and L&D professionals, including tools for benchmarking, vendor and system selection, program design, program implementation, change management, and measurement.
• Analyst Support—Via telephone or email, our advisory services are supported by expert industry analysts who conduct our research.
• Strategic Advisory Services—Expert support for custom-tailored projects.
• Member Roundtables—A place where you can connect with other peers and industry leaders to discuss and learn about the latest industry trends and leading practices.
• IMPACT Conference: The Business Of Talent—Attendance at special sessions of our annual IMPACT conference.
• Workshops—Bersin analysts and advisors conduct onsite workshops on a wide range of topics to educate, inform, and inspire HR and L&D professionals and leaders.
7 Top Corporate Trends for Learning & Development in 2014EpiphanyEdu
Change is the only constant of the 21st century. With fast-growing technologies, work has evolved so much in the last 20 years. Employees and workers are expected to keep up to date and be constantly trained and retrained to keep up with the business expectations of the company. How has an increasingly globalised workforce and technology shifts affected the way corporations learn? We present to you 7 top trends to look out for in the Learning and Development Sector.
Nationalisation 2.0: Real-Life Case Studies and a Toolkit for Implementing Su...The HR Observer
This interactive, action-oriented session led by nationalisation experts will provide participants with practical tools on creating and implementing sustainable strategies based on the unique Nationalisation 2.0TM model. The session will highlight latest research on national talent and provide real-life case-studies from leading employers in the GCC. It will focus on a holistic approach to nationalisation – on how to attract, engage, perform, develop & retain talent. Delegates will receive their own toolkits to implementing Nationalisation programmes.
David Jones, Managing Director, The Talent Enterprise
Radhika Punshi, Consulting Director, The Talent Enterprise
At Nuummite Consulting we believe in Entrepreneurship and in supporting Entrepreneurs to flourish and excel in their businesses; we work hand in hand with startups and investors to guide them through their Entrepreneurial Journey.
2. 2
Business drivers
Globalisation, increased competition for new customers
and markets and talent shortages have pushed
international mobility higher on the list of priorities
for most organisations. The rapid growth in the types
of cross-border activities means a larger number of
organisations are likely to become increasingly active in
terms of the number of in-bound assignees and intra-
regional assignments, with increased business travellers,
commuters and project-based staff.
Even getting the basics right, such as keeping track of
who is working where, what they are paid, whether the
company is complying with national and local tax and
regulatory regimes, how international deployments fit
into global career plans, what technology to build, buy
or integrate, can present real challenges.
Challenges
It is not surprising that a vast majority of organisations
struggle to come up with adequate frameworks to
cope with the growing complexities of managing an
internationally mobile workforce across the whole
spectrum of activities. These include governance and
providing direction on compliance issues, data privacy,
international corporate/individual tax liabilities, talent
management, career planning, supply chain and service
delivery, including the management of logistics in the
home and host locations for the assignees and their
families.
At the same time, companies also face an increasing
need to attract, develop, deploy, and retain employees
and leaders who know how to think and operate
globally. All the while, employee expectations, including
the different views of multiple generations of workers,
are evolving.
Next generation
In the past, traditional global mobility programs focused
on HOW to deliver services and the service delivery
model, and there is no doubt that significant progress
has been made to reduce cost and increase operating
effectiveness.
Based on our experience, this traditional approach to
international assignments handles each case as a special
event with expectations for comprehensive, high-
touch service. However, this one-size-fits-all approach
increasingly overshoots the mark for many situations.
Perhaps worse, it often fails to meet the specific needs
of both the business and the assignee in terms of global
mobility.
The next generation programs will focus on WHAT
services global mobility must provide to support the
business strategy. Moving global mobility to this next
level will require careful planning, focused investments,
and the development of new advanced capabilities.
We believe that companies should offer a portfolio
of global mobility assignments with a robust range of
options that help leaders find an appropriate balance
between an assignee’s growth and development on
the one hand, and an assignment’s short and long term
business impact and importance on the other.
In order to achieve this next level, organisations will
need to refocus and develop their global mobility
program in the following four business critical areas:
1. Global mobility and workforce strategy
2. Global employee rewards
3. Global mobility service delivery and compliance
4. Technology
Deloitte has developed an approach and global mobility
framework that can provide a fully integrated solution,
aligning your business and talent strategies to provide
scalable, flexible, repeatable mobility processes through
implementation of a strategically aligned execution
framework that:
• meets the assignees’ needs and expectations
• provides organisational and service delivery efficiencies
• delivers operational excellence and compliance
• adds real value to the business.
The ability to get the right people to the right places at the right cost
quickly and efficiently is now expected as the entry point rather than
a competitive advantage. Regardless of whether companies operate in
mature or rapidly developing markets, there is a critical need for
speed and efficiency, to move dozens, hundreds, or often thousands of
professionals, technical specialists, managers, and executives around
the world, far from their home offices.
3. 3
Understanding the value proposition of Global
deployments
In order to harness the full power of global mobility,
companies must improve their global mobility capabilities
in four key areas
To manage global mobility needs effectively, companies must
master and integrate four essential building blocks - strategy,
rewards, service delivery & compliance and technology
What and why
Supporting trends
How
Learning
experience
Strategic
opportunity
Commodity job Skilled position
Developmentvalue
Business value
Global mobility portfolio framework
Global mobility execution framework
Global employee rewards
Global mobility service
delivery and compliance
Technology
Global mobility
and workforce
strategy
1 2
3
4
Moving from To
Globality mobility used to fill open jobs
Global mobility used as a strategic investment in high potemtial
talent
Having a ‘one size’ fits all policy approach to long-term moves
Policy proliferation based on intent of assignment/cadre of
assignee
Mobility reserved for senior executives with less development
potential and a shorter “give-back” period
Diversified mobility programmes that enable deployment of
more junior people and leverage employee objectives
Assignees retaining assignment benefits and allowances
irrespective of duration of assignment
Transition off long-term assignment programmes onto localised
packages
Employees view international assignments as hardships for which
to be compensated
Employees view international assignment as a career
development opportunity to be embraced resulting in less
financial reward
No ongoing re-evaluation of the Return on Investment (ROI) of
mobility decisions
Clearly defined goals for every assignment that are re-evaluated
to relative to cost at least once per year
Traditional home-based approach for tax and social security Tax planning and social security optimisation
Mobility programme focus areas
Pre-qualification
and selection
Assignment
initiation and planning
Development
support for assignees
Talent assessment
and assignment ROI
Re-assignment
planning
• What talent does the
organisation need to
support the business goals?
• How does the organisation
acquire, develop and retain
the talents needed to
support the business?
• What business goals does
the organisation set out to
achieve?
• How does it fit with our
business objectives?
• Who are we sending on
assignment?
• Why are we sending them?
• How does this fit with our
talent agenda?
• How does this fit with the
individual’s career plan?
Business plan
Workforce and succession
• How can global mobility
be utilised to help achieve
the talent objectives?
Strategic mobility plan (SMP)
• How to plan an
assignment properly to
achieve the objectives(s)
outlined in the SMP?
Individual assignment plan
• What alternatives are
there to mobility?
• Should we be better at
developing local talent?