McLean & Company1 McLean & Company is a research and advisory firm that provides practical solutions to human resources challenges with executable research, tools, and advice that will have a clear and measurable impact on your business. © McLean & Company. McLean & Company is a division of Info-Tech Research Group Inc. Optimize the Global Talent Mobility Program Focus on repatriation to achieve long term ROI. McLean & Company is a research and advisory firm providing practical solutions to human resources challenges via executable research, tools and advice that have a clear and measurable impact on your business. © McLean & Company. McLean & Company is a division of Info-Tech Research Group

McLean & Company2 This Research is Designed For:This Research Will Help You:This Research Is Designed For:This Research Will Help You: Our understanding of the problem HR leaders looking to optimize their current global talent mobility program. Business leaders responsible for global talent mobility in their divisions. Assess your current global talent mobility practices. Define the best fit global talent mobility program use cases. Develop your global talent mobility policy. Set global talent mobility initiatives to support employee performance before, during, and after a global assignment. Measure the effectiveness of your global talent mobility program.

McLean & Company33 Resolution Situation ! Complication ? McLean & Co. Insight Executive Summary In today’s increasingly globally connected environment, global business is no longer limited to large organizations. Companies of all sizes are expanding their footprint around the world and fast: over the past two to three years, organizations have seen a 63% increase in the need for cross-border work. ( Source: Harvard Business Review, 2014) The increasing economic presence of emerging markets means transactions must include a two-way cultural understanding – not just implants of ideas and operations from Western countries. Cultural training has become more than a nice to have – it is essential to forming lasting global relationships. Since repatriation is the biggest challenge for employers, focusing the program with the end in mind is especially important for career planning and retention of key global assignees. Organizations must focus on creating pro-active global talent mobility programs that support their business strategy, workforce planning needs, and address all compliance issues seamlessly. Otherwise they risk failed assignments and disengaged repatriating employees who often leave taking their global knowledge with them. Global talent mobility is no longer about transplanting home office leaders to foreign countries – it’s about stationing the best talent in the right place, at the right time, for the right reasons. Furthermore, organizations must support the employee before, during, and after their assignment in order to optimize the talent development opportunities associated with a global assignment. Only then will organizations see the cost benefits of global assignments.

McLean & Company4 McLean & Company offers various levels of support to best suit your needs Consulting “Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.” Guided Implementation “Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.” DIY Toolkit “Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.” Workshop “We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.” Diagnostics and consistent frameworks used throughout all four options

McLean & Company55 Activities 1.1: Determine if your Talent Mobility Program is meeting your needs. 1.2: Roles and responsibilities of all stakeholders. 1.3: Record the high-level business strategy and workforce plan. 2.1: Define the use cases for global talent mobility. 2.2: Document the metrics that define the global talent mobility program’s success. 2.3: Identify the components of your global talent mobility policy. 3.1: Select the qualities potential candidates must possess and the selection process to be used in selecting assignees. Tools and Templates Step 1 Tools and Templates:Step 2 Tools and Templates:Step 3 Tools and Templates: Guided Implementations Call 1: Discuss the assessment results to determine how to prioritize next steps and manage stakeholders. Call 2: Identify key stakeholders and their respective roles and responsibilities. Call 1: Decide on employee global talent mobility use cases that best support your business and workforce goals. Call 2: Define programming components required to send employees abroad. Call 1: Define the characteristics and competencies for each global talent mobility use case to evaluate employees before they are chosen for assignments abroad. Step 1 Outcome: An understanding of your global talent mobility program and its impact A list of all stakeholders and their roles and responsibilities Step 2 Outcome: Defined use cases for global mobility Metrics to measure the success of the global mobility program Baseline program components for each use case Step 3 Outcome: Key skills and attributes required in potential candidates A clear process for selecting global assignees Optimize the Global Talent Mobility Program – Project overview Assess the current state of the global talent mobility program Define the global talent mobility program Select the best candidates for global assignments Global Talent Mobility Assessment Checklist Global Talent Mobility Playbook

McLean & Company66 Activities 4.1: Document the terms of the overseas project before employees depart to set expectations and to prepare them for their role abroad. 4.2: Identify the initiatives for pre- departure. 5.1: Identify the during-the-assignment initiatives. 6.1: Identify the initiatives for repatriation. Tools and Templates Step 4 Tools and Templates:Step 5 Tools and Templates:Step 6 Tools and Templates: Guided Implementations Call 1: Discuss which supporting initiatives work best for each type of global talent mobility use case to support employees before their assignment. Call 1: Discuss which supporting initiatives work best for each type of global talent mobility use case to support employees during their assignment. Call 1: Discuss which supporting initiatives work best for each type of global talent mobility use case to support employees after their assignment. Step 4 Outcome: Clear set of expectations for global assignments Set of initiatives to support employees before their assignment Step 5 Outcome: Set of initiatives to support employees during their assignment Step 6 Outcome: Set of initiatives to support employees after their assignment Optimize the Global Talent Mobility Program – Project overview Optimize the pre- departure process Optimize the assignment abroad Optimize the repatriation process Global Assignment Template Global Talent Mobility Playbook

McLean & Company77 Activities 7.1: Track the global talent mobility program against pre- established metrics. Tools and Templates Step 7 Tools and Templates: Guided Implementations Call 1: Discuss the track of the program against pre- established metrics. Call 2: Discuss the global talent mobility program’s strengths and opportunities for improvement. Step 7 Outcome: The results of the measurement used to evaluate the global mobility program effectiveness and its impact. Prioritized areas to improve the program. An action plan to review and revise the program and make changes as necessary. Optimize the Global Talent Mobility Program – Project overview Measure and reflect on global mobility program effectiveness Global Talent Mobility Playbook

McLean & Company8 Global Talent Mobility is the movement of talent around the world to fulfill business goals and workforce plans Global talent mobility programs are the mandate and support structures in place to move employees around the world to conduct business. Mobility practices target executives, managers, and professional/technical employees. More than 50% of the organizations surveyed have up to 50 employees on international assignments. ( Source: KPMG, GAPP Survey 2015) A low percentage of employees are involved in global talent mobility programs Global skills deployment Talent development Leadership development Satisfies business strategy needs Fulfills workforce planning Delivers eventual return on the investment required to move talent around Complies with tax, immigration, employment, and security laws Optimizing your global talent mobility program won’t impact everyone, but it will effect key employees that drive business results. An effective global talent mobility program: Global talent mobility programs support key business and HR priorities: Global growth strategy Supply chain management Presence in emerging markets Global project management Business priorities HR priorities

McLean & Company9 Global labor shortages are driving the movement of talent internationally Globalization has evolved from a strategy confined to the world’s largest public companies into a business imperative for nearly all enterprises. Private mid-sized, and even smaller, companies are expanding their activities outside their home countries to realize cost advantages, access new markets, and tap new talent pools. – Source: Schneider and Hollister An imbalance in supply and demand will propel organizations to have globalization as a major focus to meet workforce demands over the next 10 to 20 years. Source: “Creating People Advantage 2014 – How to set up great HR Functions: Connect, Prioritize, Impact,” 2014

McLean & Company10 A 2012 KPMG study found that workforces had experienced significant geographical changes in the previous three years. HR must support global business needs, especially when it comes to moving talent across borders Globalization Factor % Citing Factor as Much or Somewhat More Common Today Working across borders (e.g. teams in different geographies collaborating) 71% Creating HR policies to address the global nature of the workforce 59% Transferring key talent between cross-border operations 57% Sourcing key talent outside our home market 55% Cross-border reporting lines 54% Adding new cross-border offices 52% Many strategic business imperatives for HR are becoming global, including governance and compliance, risk management, benefits harmonization, talent management, and global mobility. – Source: Mercer, 2013 Where and how employees are working is shifting at a staggering rate. Employees are working in global teams and are transferring between countries.

McLean & Company11 Cost reduction and talent management integration are key priorities in the optimization of global mobility programs Cost-effective, accessible programs that support talent needs are what organizations are planning for. Source: Global Mobility Survey, 2013 Key Global Talent Mobility Priorities

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