Smarter moves A new approach to global mobility Agenda: Exploring the critical business case for global mobility Why and why now? Introducing a new framework for global mobility An integrated and multi-dimensional approach What we’ve done in Deloitte Canada Recommended action steps to improve global mobility capability Margot Thom Managing Director, Global Talent The International Economic Forum of the Americas June 6, 2011

Challenges driving new global mobility requirements Business environment Emerging markets (Brazil, Russia, India, and China) forcing companies in mature economies to look abroad to achieve aggressive growth objectives Technology & workplace innovation making possible for companies to overcome traditional barriers of time and space When surveyed (Deloitte Talent Pulse 2020), senior business leaders noted acquiring/retaining customers, developing new prods/services expanding into new markets, competing for talent, retention and succession planning as critical challenges for the future Talent environment Baby boomer retirements, aging workforce, and declining interest in science and technology creating chronic shortage of critical talent Companies must find ways to engage ‘Millennial’ workforce & tap into the world’s talent wherever it resides & deploy it wherever it’s needed International assignments are necessary to cultivate leaders with global experience, to help run broad, geographic operations Internal Expectations To be competitive & grow, talent & business strategies must deliver flexible options to fit variety of situations Processes must be repeatable and nimble Business rationale for talent investment and leadership development must be clearly defined, and ROI quantified and measured Compliance Business under greater scrutiny from a regulatory perspective and risk is high Company’s operating across national borders have added challenge of navigating local, national, and international regulations The International Economic Forum of the Americas June 6, 2011

Global mobility framework The International Economic Forum of the Americas June 6, 2011

International assignment lifecycle The International Economic Forum of the Americas June 6, 2011

Managing the whole mobility investment The International Economic Forum of the Americas June 6, 2011

Building blocks for effective global mobility The International Economic Forum of the Americas June 6, 2011

Global mobility and workforce strategy Identify which business and talent objectives should be supported by global mobility Define a multi-year plan and budget for mobility Identify roles and career paths for which international assignments are important to development Identify job families and employee types that should be prioritized for mobility Identify preferred source and destination countries for global deployments The International Economic Forum of the Americas June 6, 2011

Global employee rewards Differentiate employee compensation, benefits, and support packages according to the value of each assignment type Promote the value of learning and career development, not just compensation and benefits Harmonize rewards programs to reduce mobility barriers Apply innovative approaches to participation in state-sponsored and private benefits programs Share the cost of global assignments and mobility between employees and employers The International Economic Forum of the Americas June 6, 2011

Global mobility service delivery Provide guidance to businesses on mobility-related decisions Deliver the entire spectrum of HR services to assignees Integrate global mobility and talent management practices so assignees are appropriately deployed to suitable positions when they return to their home country (or are reassigned to another country) Utilize both internal resources and external service providers as needed to deliver cost-effective, high-quality service The International Economic Forum of the Americas June 6, 2011

Technology Enable employee and manager self-service Support compliance Provide dashboard reporting for program performance Give leaders an integrated view of global talent demand Give leaders an integrated view of the workforce Enable in-depth analysis of expatriate data The International Economic Forum of the Americas June 6, 2011

Business benefits of effective global mobility Reduces costs Develops talent Fits the needs of the business Improves ROI Reduces the risk of non-compliance Supports global growth The International Economic Forum of the Americas June 6, 2011

Our Deloitte experience Deloitte Canada has successfully managed 45 outbound and 105 inbound mobility assignments, contributing to a 30% increase in mobility volumes over the past year Globally Deloitte recorded over 3500 mobility assignments in the past year (mix of short term and long term); an increase of 15% over the prior year Doubled our global ‘self-select’ mobility assignments posted Implemented a Global mobility system in 92 countries to manage, track and report on mobility activity The International Economic Forum of the Americas June 6, 2011

Moving forward The International Economic Forum of the Americas June 6, 2011