0. 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

1. 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

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

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

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

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

6. 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

7. 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

8. 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

9. 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

10. 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

11. Our Deloitte experience
Deloitte Canada has successfully managed 45 outbound and 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

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