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: Contrast and compare - the Global Mobility ...EY
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: 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: Building a global mobility policy from the ...EY
This presentation outlines the steps needed to build a global mobility policy; the components of effective policy building; the constituents of global mobility policies and their role in building those policies; and illustrates GlaxoSmithKline’s (GSK) approach to crafting their policies.
EY Human Capital Conference 2012: Contrast and compare - the Global Mobility ...EY
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.
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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.
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This presentation outlines the steps needed to build a global mobility policy; the components of effective policy building; the constituents of global mobility policies and their role in building those policies; and illustrates GlaxoSmithKline’s (GSK) approach to crafting their policies.
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Create and identify sustainability strategies that promote broad organizational success through an effective suite of actions.
Apply global sustainability principles to your specific organizational context by integrating your organization's own perspective through a lens of sustainability with a global-context.
Employ leadership competencies and behaviors that are critical to leading lasting, transformational change.
Communicate effectively about sustainability with key stakeholders and audiences.
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
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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.
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Create and identify sustainability strategies that promote broad organizational success through an effective suite of actions.
Apply global sustainability principles to your specific organizational context by integrating your organization's own perspective through a lens of sustainability with a global-context.
Employ leadership competencies and behaviors that are critical to leading lasting, transformational change.
Communicate effectively about sustainability with key stakeholders and audiences.
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RESEARCH II Grade Sheet Agency Assessment Paper Part I D.docxverad6
RESEARCH II Grade Sheet
Agency Assessment Paper Part I Description of the Program
Name of Student _________________________________________________
1.An overview of the program (Heading)
2. History of the organization?
3. Mission statement in the organization
4. Organization Structure
5. History of the program within the organization
6. Program’s rationale /
definition. General purpose of the program
7..Social problems addressed by the Program (Explain in full detail with statistics) (Heading)- 1pg.
8.Intervention Methods (Heading)
9. Methods proposed to achieve the
program’s results
10. Theories that underlie the proposed
Interventions
11.Logic within the program in using these
interventions to achieve its goals
12 Describe the length of services
13.Program Funding and Cost –cost per day in hospice in New Jersey.
(Subheadings)
14. Method for Program Funding
(Public, private, state, federal, or
Local money? Public or private
Organization/) This is a private company
15.Characteristics of the staff providing services –(Heading)
16.Professional and non-professional
staff Role and credentials
(What are professional and non-
professional staff background? Are
they trained in the type of
intervention being utilized by the
program? What are the
professionals’ perspectives on
the model of intervention being
utilized?
17.What standardized method is used to
evaluate the staff performance and
client satisfaction? (Provide
SAMPLEs)
Implementation issues –(Heading)
(Subheadings)
18. Successes and Challenges in the program?
19.Do the intervention methods seem
appropriate?
20. Are people coming for services?
21.Are they the types of clients expected to come?
22.Has the amount of outreach work been underestimated and has this delayed program implementation?
Conclusion: The students demonstrate knowledge and skills by writing a summary of the evaluation process. Describe the successes and limitations of the program and the difficulties you encountered in writing this paper? What do they think needs to be changed in order to enhance this program? How would implement these changes? How does this program evaluation paper relate to social work policy, practice and research?
What Constitutes Graduate Level Writing.pdf
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Dy.
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ...Sustainable Brands
In this data-rich session, top-notch researchers will share their latest observations around the state of play of corporate sustainability within the broader economy, focusing on appetizing new market conditions, incentives, ROI studies and risk management opportunities. Each presentation will be followed by Q&A allowing attendees to glean additional insight on the spot and identify knowledge gaps by discussing the landscape of available data. Expect a wealth of hard information, accompanied by a great opportunity for Q&A with researchers and peers to help inform your strategy for 2014 and beyond.
THE UNITED NATIONS
GLOBAL COMPACT
WORKS WITH
BUSINESSES IN THE
REALMS OF HUMAN
RIGHTS, LABOUR,
ENVIRONMENT AND
ANTI-CORRUPTION TO
TRANSFORM OUR WORLD.
WE’RE SHAPING A
SUSTAINABLE FUTURE,
AND YOU NEED TO BE A
PART OF IT.
Similar to EY Human Capital Conference 2012: Global mobility performance improvement (20)
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3. Presenters
► Nancy Garber
y ► Micheal Westphall
p
► The Hershey Company ► Abbott Laboratories
► ngarber@hersheys.com ► micheal.westphall@abbott.com
► Jason Ward
► Ernst & Young LLP
► jason.ward@ey.com
Page 3 Global mobility performance improvement
4. Agenda
► Introduction to our panelists
► Abbott Laboratories and The Hershey Company address
recent changes to their mobility functions:
► Business drivers
► Methodology applied
► Looking ahead to the next 12 months for both companies:
► Areas of interest
► Desired future state
► Recommendations from our panelists when looking to
transform mobility
Page 4 Global mobility performance improvement
5. Theme/key points
► Define what is meant by global mobility performance
improvement
► Identify areas of the mobility function that often receive
focus when companies are seeking to drive improvement
► Explain strategies to help achieve a successful outcome
when transforming mobility
Page 5 Global mobility performance improvement
6. Introduction to our panelists
Abbott Laboratories
► Micheal Westphall, Manager, Talent Deployment
p , g , p y
► Abbott Laboratories – health care industry
► 2011 global revenue: US$38.9b
► Operates in more than 130 countries
► Headquartered in North Chicago Illinois US
Chicago, Illinois,
► 1,100 participants in mobility program
► Fun fact: What is her name?
Page 6 Global mobility performance improvement
7. Introduction to our panelists
The Hershey Company
y p y
► Nancy Garber, Global Mobility Manager
y , y g
► The Hershey Company – confectionery industry
► 2011 global revenue: US$6b
► Operates in 10 countries
► Headquartered in Hershey Pennsylvania US
Hershey, Pennsylvania,
► Over 100 participants in mobility program
► Fun fact: Hershey is the largest producer of quality
chocolate in North America
Page 7 Global mobility performance improvement
9. Recent changes to the mobility function
Abbott Laboratories
► Tiered existing long-term assignment p
g g g policy into four
y
separate policies:
► Aligned assignment with talent management objectives
► Created less expensive assignment options
► Implemented global assignment management and payroll
system:
t
► Created consistent experience for customers globally
► Streamlined process creating opportunity to realign resources
process,
within the team to better serve our businesses
Page 9 Global mobility performance improvement
10. Recent changes to the mobility function
The Hershey Company
y p y
► Enhanced compensation reporting p
p p g processes to improve
p
overall compliance:
► Implemented global compensation accumulation methodology
► Enhanced cost estimates to consider global equity and aid with
accruals
► Aligned mobility decision matrix initiation controls and
matrix,
supporting documents:
► Requires additional sign-offs to validate business acceptance of
sign offs
cost
► Increases consistency in approach for mobile employees
► Delivers earlier focus on potential corporate exposure implications
associated with mobility
Page 10 Global mobility performance improvement
12. Looking ahead to our next 12 months
Abbott Laboratories
► Support Abbott’s g
pp global separation into two companies:
p p
► Transition of resources and personnel
► Sharing of data for day-one operations in both companies
► Continue to identify process improvements:
► Each new company will take its own direction with mobility
► Continue to align mobility processes as a lever to support talent
strategy
Page 12 Global mobility performance improvement
13. Looking ahead to our next 12 months
The Hershey Company
y p y
► Redefine talent vision for executive leadership team:
p
► Develop a common approach
► Implement the vision organizationwide
► Refresh the mobility function to align with talent strategy:
► Outline stakeholder roles and responsibilities
► Revisit policy and process for overall alignment
► Support growth initiatives for the company through mobility
Page 13 Global mobility performance improvement
15. Closing thoughts based upon experience
Abbott Laboratories
► Keep an open mind
p p
► Align transformation to business objectives
► Manage stakeholders through the process and beyond
Page 15 Global mobility performance improvement
16. Closing thoughts based upon experience
The Hershey Company
y p y
► Engage leadership early on and often
g g p y
► Don’t sweat the small stuff – empower yourself to make
as many decisions as possible; engage others when
y p g g
necessary
► Think globally; act globally
Page 16 Global mobility performance improvement
18. Conclusion
► Transforming the mobility function is a continuous
process,
process driven by an ever changing business
ever-changing
environment.
► Mobility plays a key role in attracting motivating
attracting, motivating,
developing and retaining professionals essential to
company g
p y growth ( , talent and workforce p
(i.e., planning).
g)
► When seeking to improve performance of the mobility
function, one must continually align with the stakeholders
and have their buy-in to drive success.
Page 18 Global mobility performance improvement