Building a Strategic Vision of Global Mobility Beth

Building a Strategic Vision of Global Mobility Beth Warner and Ross Markham February 2016 1 Global Mobility Transformation Practice Overview and Insight

What are the HR trends which will impact the direction of Global Mobility? @

Human Capital – the latest macro trends Simplification is an emerging theme; HR is part of the problem “Softer” areas such as culture and engagement, leadership, and development have become urgent priorities Leadership and learning have dramatically increased in importance, but the capability gap is widening @ 2016 Deloitte LLP. All rights reserved Talent and people analytics are a high priority and a tremendous opportunity, but progress is slow HR organisations and HR skills are not keeping up with business needs HR technology systems are a growing market, but their promise may be largely unfulfilled Source: Deloitte Global Human Capital Trends 2015 3

Human Capital macro trends importance index Culture & engagement 78 Leadership 78 Learning & development 74 Reinventing HR 71 Workforce capability 70 Performance management 68 HR & people analytics 66 Simplifying work 63 Machines as talent 55 People data everywhere 50 0 @ 2016 Deloitte LLP. All rights reserved 10 20 30 40 Source: Deloitte Global Human Capital Trends 2015 50 60 70 80 4

Mega trends in work, workforce & workplace @ 2016 Deloitte LLP. All rights reserved

The need for Global Agility @ 2016 Deloitte LLP. All rights reserved 6

HR trends and the impact on Global Mobility HR executives’ assessment of performance management capability levels Weak 5% Adequate 9% 9% 43% 49% Excellent 14% 56% 60% 29% 27% 33% 62% 48% 42% Redesigning work to Moving people to work Understanding future Understanding where Understanding current access skills in (global mobility) skill requirements skilled workers are skills and capability different places located gaps Difficult to access those skills, particularly when Companies doing moving talent to an adequate job the work and redesigning work of identifying to access skills both skill gaps and where skilled in new places workers are located 70% When HR readiness compared more than 20 talent practices, the implementation of global mobility and career programmes was one of the lowest rated @ 2016 Deloitte LLP. All rights reserved HR executives who rate their ability to deliver on global mobility as “weak” Global Mobility rated 40% lower than average compared to all other HR practices Source: Deloitte Global Human Capital Trends (2014) 7

What are the Global Mobility trends in relation to strategy? @ 2016 Deloitte LLP.

Closing the Global Mobility gap In order to close the gap of business requirements and global mobility effectiveness, specific improvement initiatives have been conducted since 2012. In 2015, respondents from over 100 different companies report what progress has been made. Completed in 2012 Policy review and redesign Operating model or structure design Vendor review @ 2016 Deloitte LLP. All rights reserved Underway in 2015 31% 71% 27% 24% 69% Source: Strategic Moves 3. 0 9

Closing the Global Mobility gap @ 2016 Deloitte LLP. All rights reserved Source: Deloitte

Moving the goal posts @ 2016 Deloitte LLP. All rights reserved Source: Deloitte Strategic

Moving the goal posts @ 2016 Deloitte LLP. All rights reserved Source: Deloitte Changing

Goal posts will continue to move Will people move to work or will work move to people? Will we assess gaps in the project or gaps in the person? From Global Mobility to Global Agility… Now is the time for Global Mobility to get ahead of the curve By planning proactively and creating a business driven Global Mobility competitive advantage @ 2016 Deloitte LLP. All rights reserved 13

Key challenges to move to a strategic Global Mobility There remain challenges to overcome before Global Mobility is able to partner with additional HR work streams, provide input on additional business initiatives and perform a completely strategic role. @ 2016 Deloitte LLP. All rights reserved Source: Deloitte GES EMEA Conference Survey (2015) 14

Structuring Global Mobility @ 2016 Deloitte LLP. All rights reserved Source: Deloitte GES EMEA

Example delivery model Business customer Talent solution advisory Talent functions • Strategy and oversight • Risk and compliance Management Buy: Acquire Borrow: Deploy • Deep skillset (“expertise”) • Program and policy Build: Develop Advance: Plan Operational delivery Vendor mgmt @ 2016 Deloitte LLP. All rights reserved Data analytics Employee support Administration 16

How can you build a strategic vision for Global Mobility? @ 2016 Deloitte LLP.

Global Mobility Leading Practices There are two overarching areas where global mobility should typically be enhanced in order to meet both the current and future requirements of the business: A defined mobility strategy aligned to an enhanced global talent and global workforce planning strategy @ 2016 Deloitte LLP. All rights reserved An increased investment within mobility to deliver centre of expertise capability to support wider business partnering and global workforce planning capabilities in line with wider HR investments 18

1. Start with the “Why” 1. Vision: Why does Global Mobility matter to your organisation’s future business? WHY 2. Programme: WHO will the programme support in future? WHO WHAT @ 2016 Deloitte LLP. All rights reserved 3. Function: What Service Delivery Model should we have to deliver the vision? 19

2. Move from left to right The Global Mobility Building Blocks is a framework developed by Deloitte to assist companies who are looking to optimise their global mobility programme. This framework encourages initial alignment to business and talent objectives before programme enablers are utilised or changed. 1 4 3 5 2 6 What questions will you receive answers to? Why do we use global mobility? @ 2016 Deloitte LLP. All rights reserved Who are we sending and why? What should a great service look and feel like? How do we achieve this in practice? 20

3. Align Global Mobility and Talent Companies are increasingly using assignment programmes to develop talent Developing leadership with a global mindset is a priority Building international management experience is a top reason for sending employees on international assignments Benefits of linking Mobility and talent Definition of the assignment objectives Business justification Mobility is seeking alignment with talent management Use of international assignments as a developmental tool is a growing trend @ 2016 Deloitte LLP. All rights reserved Formal career management process in place Measuring value to business Reduced failure and attrition rates 21

4. Move from Global Mobility to Global Agility Traditional long-term assignments are falling out of favour with new, cost-effective options being considered One assignment may not be enough for future global leaders Consecutive assignments are becoming increasingly popular for global companies Rotator Commuter @ 2016 Deloitte LLP. All rights reserved Projectbased Extended business trip Approaches to family support, compensation, long-term benefits and end-ofassignment planning will need to evolve Redesign of traditional deployment models frameworks which link to supply demand matching of talent Short-term, high impact mobility used to enable individuals to have the experiences required to develop a global mind-set 22

5. Free up time for the Global Mobility team @ 2016 Deloitte LLP. All

Deloitte insights and market trends publications Global Workforce Management Best Practice Approach to Global Employment Companies This article provides insights into the key considerations when determining if a GEC is right for your organisation as well as alternative solutions to GECs. It also outlines our approach to GECs and how we can support you right through your journey, from setting up a GEC to ongoing reviews in light of legislative and corporate governance changes. Strategic Moves 3. 0: An evolution in global mobility Three years after our 2012 Strategic Moves report, Deloitte investigated how Global Mobility has evolved and whether Global Mobility programmes are beginning to fulfil their strategic potential. http: //www 2. deloitte. com/content/dam/Deloitte/ uk/Documents/tax/deloitte-uk-strategic-moves 3 -years-on. pdf Think global; Global agility and the development of a global mind-set Following on from our 2011 ‘fostering a global mind-set’ this article details how four years on the business environment and talent landscape have evolved, making the development and utilisation of a global mind‑set amongst employees equally, if not more, critical for companies, but often more challenging to accomplish. http: //www 2. deloitte. com/content/dam/Deloitte/ uk/Documents/tax/deloitte-uk-global-mindsetnov-2015. pdf Strategic Moves Lab 2015: Moving together, making tomorrow Output from the Deloitte Strategic Moves Lab 2015 into the Strategic Moves Lab Booklet which assimilates the attendees’ collective thoughts and insights from the day alongside an overview of the input from our guest speakers: Dr Katerina Hanna (Linked. In), Eckhard Störmer (z_punkt) and Jeffrey Scott Saunders (SIGNAL). http: //www 2. deloitte. com/uk/en/pages/tax/articles /strategic-moves-lab. html The Changing Role of Global Mobility; Strategic or Supporting Role? Results from Deloitte Pulse survey indicating how many Global Mobility professionals are struggling to meet the strategic demands now being placed on them. The report looks at reasons for this such as the embedded culture and lack of holistic training. http: //www 2. deloitte. com/uk/en/pages/tax/articl es/global-mobility-publications. html#business @ 2016 Deloitte LLP. All rights reserved Agility in Global Mobility: Technology, Media and Telecoms sectors Results from Deloitte’s pulse survey and insights from research in the Technology, Media and Telecoms sector to help better understand the challenges, priorities and how the most successful companies have handled their global mobility programmes to implement effective agility. http: //www 2. deloitte. com/content/dam/Deloitte/uk/Doc uments/tax/deloitte-uk-agility-in-global-mobility-tmt. pdf 24

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