What questions should you be considering when developing mobility best practices as a strategic component of global talent management?

1. 2012 Human Capital Conference
23–26 October
Sending employees to a new
t h t ti
country: what questions
should you be asking?

2. Disclaimer
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l tit
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► The views expressed by panelists in this session are not necessarily
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should you be asking

3. Introduction
► Bill Leisy ► Mona Haws
► Ernst & Young LLP ► Abercrombie & Fitch
► william.leisy@ey.com ► mona_haws@abercrombie.com
► Peter Ferrigno ► Andrew Wheeler
► Ernst & Young LLP (UK) ► Abercrombie & Fitch
► pferrigno@uk.ey.com ► andrew_wheeler@abercrombie.com
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should you be asking

4. Objectives
► Conduct a panel discussion with significant audience
p g
participation discussing current and leading practices.
The moderator will summarize the key 8 to 10 takeaways.
Page 4 Sending employees to a new country: what questions
should you be asking

5. What questions should you be asking?
► Many organizations are developing mobility best p
y g p g y practices
as mobility is a strategic component of the global talent
management program, and talent and mobility have to
effectively integrate to effectively globalize. Do you agree
with this, and how is your organization effectively
integrating talent and mobility?
► What questions do you ask and what due diligence do
you conduct (from a mobility and/or talent management
perspective) before you send someone to a new market?
Does it differ by market? Differ by length of assignment?
Differ by local hire vs. expat? Differ by job level? Others?
Page 5 Sending employees to a new country: what questions
should you be asking

6. What questions should you be asking?
► How do you ( you do) assess and select the right
y (if y ) g
individual with the right experiences for the assignment?
How much discussion and decision-making is around the
career experience/succession planning experience for the
individual? Do you evaluate the effectiveness of this
process? If yes how often? What are the outcomes?
yes,
► Does your organization identify the key jobs that need
international experience, in what markets for what length
experience markets,
of time, for what career opportunities? If yes, are these
experiences formally defined in career/leadership
development plans?
Page 6 Sending employees to a new country: what questions
should you be asking

7. What questions should you be asking?
► Do you try to show and/or measure the return on
y y
investment of the assignment? If yes, what type of
questions do you ask and how do you measure
(financially, non-financially)?
► Over the next few years, what will you be working on to
improve th i t
i the integration of mobility and t l t th success
ti f bilit d talent, the
of assignments, the return on investment of these
assignments?
Page 7 Sending employees to a new country: what questions
should you be asking

8. Questions
Page 8 Sending employees to a new country: what questions
should you be asking