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The new Mobility@SAP A 2014 vision Presented at the GLOBALHR BUSINESS LEADERS CONFERENCE, Geneva Switzerland April 6th 2011 by Iveta Spundova, HR Global.

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Presentation on theme: "The new Mobility@SAP A 2014 vision Presented at the GLOBALHR BUSINESS LEADERS CONFERENCE, Geneva Switzerland April 6th 2011 by Iveta Spundova, HR Global."— Presentation transcript:

1 The new Mobility@SAP A 2014 vision
Presented at the GLOBALHR BUSINESS LEADERS CONFERENCE, Geneva Switzerland April 6th 2011 by Iveta Spundova, HR Global Mobility, SAP

2 Talent Mobility – the new dimension
Workforce movement – expand the customer group Shared service organisation Talent Mobility – protect the investment Outlook of a Talent Mobility Framework

3 Talent Mobility – the new dimension
HR Global Mobility currently focuses mainly on handling the logistics of the move: Workforce movement Benefits / Allowances Immigration / Work Permit Tax / Social Security Relocation Success measured on KPI‘s Talent Mobility should touch more aspects of the talent cycle Workforce Planning Recruitment (Internal/External) Workforce Development Performance Management Rewards and recognition Requires that Talent Mobility is embedded in Business and HR strategy

4 How should Mobility develop – workforce movement & Talent Mobility
Where an expansion adds value IBTs have similar compliance issues as short term and long term assignments IBTs increasingly require Mobility infrastructure (e.g. permits, furnished apartments, taxes) Global Policy standards are required also for IBTs on questions like working on weekends, travel time, etcetera Domestic relocation faces similar issues as global relocation and requires similar infrastructure Better leverage economy of scale Clearer ownership and reduction of duplication of effort 2002 2005 Today Vision 250 cases Secondments Huge local variations & deviations 650 cases Secondments Transfers Global guideline but partly local execution 4.000 cases Assignments Transfers Foreign hires All work permits Global Visa ESS Global Policy Assignments Transfers Foreign hires All work permits Global Visa ESS All international travel All domestic travel Talent Mobility The same time we expand our services to IBTs and domestic relocations, we need to define and apply a Talent Mobility framework

5 Shared Service Centre Prague
August 2004 Location decision September 2004 Company established as a legal entity, first employees hired in November 2004 By January 2005 29 employees in HR and F&A services, March 2005 launch of first HR process (Mobility) and first country in F&A (CH) June July 2007 Various Service and Country migrations (cca. 85% of EMEA Employees served) April 2009 EMEA SSON Award “Best mature captive Shared Service Organization 2009” December 2011 260 FTE © SAP AG All rights reserved. / Page 5

6 HR Shared Services @ SAP EMEA Service Portfolio
Back office services in the center (e.g. job postings, check completeness of applications) Core recruiting tasks in countries Recruiting Benefits e.g. company pension administration Direct insurance administration Loan administration Time account administration Data Management Org Management Personal data changes Digital personal record HR related questions/ needs On-boarding Reference letters Contractual variations Exit interviews Statements HRdirect Global Mobility Business traveller services (e.g. visa, local permits) Mobility case consult. Mobility transactional processing Payroll Payroll relevant data management Payroll run Learning & Talent Management* E.g. training administration Performance management administration Electronic Bonus Letter Objective setting and appraisal Equity allocation Total Rewards* * Work in progress

7 HR Global Mobility Dashboard – December 2010

8 Talent Mobility Talent Mobility is about
Acquiring the best talent regardless of geography Deploying the best people from the global talent pool against the best business opportunities Developing leaders with a global mindset and experience to manage across cultural and geographic barriers Talent Mobility in broader sense is also about Mobility across jobs and functions Mobility across various forms of employment (full time, part time, home or office) – being able to work anytime, anywhere

9 Talent Mobility Framework – Possible Outlook
High Conceptual Learning Target employees: - Top talents and HiPos - Employees looking for diverse experience and growth Mobility Approach: - Assignment Light Strategic Position Target employees: - Future Leaders Mobility Approach: - Full Assignment - Career coaching and focus on development - Enhanced career planning Development Value Learning by opportunity Target employees: - Volunteers - Low cost talent Mobility Approach: - Local Transfers Expert Position Target employees: - Strong performers - Specialists, experts Mobility Approach: - Short term or local plus - Project based Assignments - Short dated moves Low Business Value High New tools required in the areas of: Job identification and evaluation Talent assessment and process Candidate selection and deployment On assignment evaluation and development Succession planning and repatriation

10 Talent Mobility Framework – Possible Outlook
Developing a solid Talent Mobility framework requires cross functional collaboration in design and process execution: Identification and Talent Assessment Candidate selection and deployment On Assignment Evaluation and Development Succession planning and repatriation Identify jobs that will develop skills and experience Assess candidates against job and talent criteria Measure and track perform against development objectives Planned reassignment to capitalize on skills and experience Identify a global talent pool of HiPos and TT and assess development needs Develop Mobility objectives for the employee and job Continually validate Mobility investment Repatriate talent and experience for greatest impact Determine the anticipated RoI Adjust assignment objectives and job scope as required to maximize RoI

11 Current trends in Mobility
Certain Business units are asking for always faster response time. Compliance requirements are significantly increasing. World economic crisis has led to the situation that local labor markets are more protected and tax authorities look for opportunities to increase tax revenue. Pressure of the Business to constantly reduce costs of the Mobility program while wanting to ensure equal treatment of all employees.

12 Questions & Answers


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