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HUMAN RESOURCE MANAGEMENT
PROJECT REPORT
ON
“TALENT MOBILITY - A WORFORCE ON THE
MOVE”
BY
GROUP-7
Anshul Garg 130
Arun Kumar 134
Pooja Sunder 153
Reetika Singh 160
Sharan U R 165Shreya Anil 170
SECTION C
INDIAN INSTITUE OF MANAGEMENT KOZHIKODE
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ACKNOWLEDGEMENTS
We wish to express our gratitude to our Professor for Human
Resource Management, Prof. Manoranjan Dhal, for giving us the
opportunity to work on such an enriching project and apply
concepts learnt in the course.
We also extend our gratitude to the employees of Samsung,
especially to senior executive Mr. Chinar Goel,Lead Engineer-2,Software Process Consultant, Samsung R&D, Noida, for the
valuable time and inputs.
Lastly, we also acknowledge the support and encouragement of
our friends.
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Table of Contents
1. Introduction _________________________________________________________________________________ 4
2. Changing Times _____________________________________________________________________________ 5
2.1 Traditional View v/s Modern View ________________________________________________ 5
2.2 Challenges Bringing about the Change ____________________________________________5
2.3 How it is Changing___________________________________________________________________ 6
2.4 Types of Mobility____________________________________________________________________ 7
3. Steps to Talent Mobility _____________________________________________________________________ 9
3.1 Talent Segmentation ________________________________________________________________ 9
3.2 Talent Execution ____________________________________________________________________ 10
3.3 Returning Home ____________________________________________________________________ 12
4. Benefits and Risks of Talent Mobility ______________________________________________________ 12
4.1 Benefits _____________________________________________________________________________ 12
4.2 Risks ________________________________________________________________________________ 13
5. Global Mobility Program ___________________________________________________________________ 14
4.1 Process _____________________________________________________________________________ 14
4.2 Eligibility ___________________________________________________________________________ 16
4.3 Job Profile __________________________________________________________________________ 17
4.4 Inaugural and Induction Program _______________________________________________ 17
4.5 Compensation and Benefits ______________________________________________________ 19
4.6 Redeployment _____________________________________________________________________ 23
References _______________________________________________________________________________________ 24
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Talent Mobility – A Workforce on the Move
1. Introduction
Around the close of the 20th century, the shifting trend in the talent landscape was
becoming apparent. The emerging marketplaces were producing most valuable talent
resources in different fields from engineering to healthcare, professional services to
technology.
As the world is seeing the 21st century, the critical and valuable talent war has only
intensified. Big business houses continue to focus on expanding their reach into global
markets and are in constant search for new workforces. In the quest to acquire the best
talent regardless of boundaries of geography, to deploy best people against best
business opportunities and to groom leaders to manage businesses across the globe,
Talent Mobility has evolved and has transformed into a potential tool to equip
companies with the competency to beat the best.
What is Talent Mobility?
Talent Mobility is the physical movement of workers within or across
organizations, industries or countries, and globally. Alternately, it is the
professional movement of workers across occupations or skills sets. Mobility
may be temporary or permanent and may also involve moving people from
unemployed to employed, moving jobs to people, or allowing for virtual mobility.
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2. Changing times
2.1 Traditional View v/s Modern view
There has been tremendous change in the way talent mobility is viewed today as
compared to earlier
2.2 Challenges Bringing about the Change
The Short-Term Talent Challenge for Global Talent Mobility: to effectively
support moves driven by business needs
Business-driven moves are based on sourcing and deploying people to fill open
positions – “fitting people to jobs”
Traditional View
• Transactional
• Focus on costs• One size fits all
• An island with HR
Modern View
• Strategic
• Focus on value creation• Segmented by talent type
• Human Capital andBusiness Goals
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Support the business line in the new talent environment
Provide options and a decision-making policy for the business line
o Getting the people to the work in emerging markets
o Work with line HR and staffing to build appropriate mobility platforms
The Long-Term Talent Challenge for Global Mobility: Support the development of
new competencies around the world
Moves driven by talent are based on identifying top talent and then finding the right
jobs to develop target competencies – not “fitting people to jobs” but “fitting jobs to
people”
Come up with new approaches of mobility to attract top talent into the program and
maximize development potential of the assignment opportunity
Making the mobility related investment in the correct people
2.3 How it is changing
Early Phase: Most of the international assignments were provided by large
multinationals based in the US and Europe. The organizations used to send talent from
the HQ country out into the field to manage operations in other parts of the world. Staff
was regularly sent to more far-flung locations, mostly in the area of oil, gas and natural
resource mining. The expatriate period was typically a five‐year period, incentivized
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with attractive expatriate packages.
Current Phase: With new markets for your goods and services and to leverage on
economies of scope and scale, demand for talent mobility increased. Offshoring is
gathering pace. An all-new mobile work force, apart from the expatriated ones is
emerging, with the emergence of various kings of mobility programs. The flow of talent
is still predominantly from West to East, or intracontinental, but companies have
started to tap into rich talent pools in emerging markets, primarily in China and the
Indian Subcontinent.
Future View: Global mobility continues to grow. The growth of acquisitions across
borders, public investments in private business concerns, greater cooperation between
nations as far as security is concerned, and information technology that can identify
and connect talent in an instant, global mobility becomes part of the new normal.
Mobility of talent is fluid. For example, a Chinese company may engage a European
team to manage an investment
in Africa.
2.4 Types of Mobility
Short-term assignments: often they last for less than a year. Such assignments
are more attractive to the younger people who do not have family
commitments. Having to pay lower costs (generally), this is very appealing to
employers too.
Project-based assignments: Employees with specific talents, from different
parts come together for a project, which requires some to temporarily relocate
or commute to and fro frequently.
Commuting and extended business travel: Employees with families find this
as a viable option, as they can commute frequently without having to relocate.
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Intra-country mobility: To maximize their returns on mobility investment,
companies are eyeing intra-country mobility, as it is less costly.
Rotational employee programmes: Often used in the development of high‐
potential employees and in specific industries
Reverse transfer : Top performers from emerging countries are sent to
developed countries, mostly for a short-term, to gain valuable experience and
skills.
Global nomads: Regional business heads and specialists often are required to
travel extensively and practically have no home.
One-way relocation: This means permanent relocation of the employee and
his/her family in order to be closer to international business.
Contingent labour: is increasingly being used by organizations to meet short-
term and specialist demand.
Virtual mobility: Technological innovation has allowed employers to bring the
people most suited for job, wherever they may be, to work and train together.
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3. Steps to Talent Mobility
3.1 Talent Segmentation
One of the most important things as far as the initial steps of Talent Assessment and
Candidate selection goes is Talent Segmentation. In this regard, the Global Mobility
Framework is a very useful tool, to map development value for an individual against the
business that the enterprise shall derive out of it.
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In particular, it helps a company ensure that the level of support it provides to
assignees is justified based on the expected business value of their assignments .
For example, a company might offer an “expat light” level of support for an assignment
that is categorized as a “learning experience,” meaning that the assignee is expected to
bear some of the costs associated with the move in exchange for valuable global
experience and personal growth.
Also, the framework aims to identify ways to use global mobility to develop the next
generation of leaders, thus helping the organization meet both its current and future
talent needs.
3.2 Talent Execution
The key to an effective global mobility strategy lies in its efficient deployment and
sustenance.
3.1.1 Global Employee Rewards
Global employee rewards includes both (1) company-sponsored compensation
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and benefits programs to support global mobility, and (2) state-sponsored
programs such as retirement and medical benefits.
Global employee rewards should be aligned with the value of each and every
assignment, meet the needs of assignees, and help break down barriers.
Many companies are slowly switching from the Balance Sheet Approach to the
Going Rate Approach.
To manage cost and control issues, companies to make their expatriate reward
program more consistent
The new trend is to follow an innovative approach to state-sponsored benefits.
Many countries allow the employer to follow a more flexible compensation scheme
and have treaties to implement cost effective plans. For eg., combination of host
country social security benefits with home country pension fund.
Companies with large numbers of international assignees can have standardized
rewards scheme as well as compensation and benefits. Simple things like following
a global timeline for rise in pay scale can simplify things.
To be effective, the global mobility function must work hand in hand with the tax
and compliance functions to manage compliance risks and costs, using their
knowledge to guide the proper tax and regulatory treatment of expatriate rewards
in a cost effective manner.
3.1.2 Global Employee Service Delivery
Global mobility program should be able to support the business and assignees with
high-quality service that is cost-effective, consistent, and easy to use, manage, and
administer.
Coordinate physical moves, help assignees and their families with integration and
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settling and deliver basic HR services.
Let expatriates use the same resources and tools as the local employees.
Install mechanisms allowing international assignees to stay appropriately plugged in to
their home-country talent management processes.
3.1.3 Technology
Using technology effectively to support global moves can help reduce costs while
improving service quality and compliance. It also enables business leaders to make
better, more informed mobility decisions.
Dashboard reporting for continuous performance monitoring. Also to manage
their benefits and compensations. Basically giving leaders a broad view of the
global talent being managed along with in-depth analysis of individual expatriate
data. (HRIS and HR ERP)
3.3 Returning Home with New Knowledge and Skills
The early phase is almost ending, and the world is seeing a number of expatriates
returning home. HR managers must be mindful of this pool of people who have gained
immensely in terms of experience and plan their career back home before they return to
ensure seemingly smooth transition and retention.
4. Benefits and Risks of Talent Mobility
4.1 Benefits
Helps companies leverage their organizational talent pool judiciously to fuel
business growth.
Build deep skills in the areas that matter most to their business objectives.
It helps develop strong leadership (pipeline) for management and professional
roles that are critical for growth
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Talent mobility allows companies to eliminate huge disruptions resulting from loss
of talent at a critical position by creating an talent pool throughout the
organization, developing successors and quickly backfilling the critical position.
Talent Mobility engages and retains your key employees by making organization-
wide career opportunities available to them.
4.2 Risks
Western employers lose their appeal : Emerging country employers are
surpassing the western counterparts. This is resulting in a number of expatriates
returning home. HR needs to be able to manage this exodus soon expected.
Pressure on pay : With the standard of living gap soon bridging pay scales
expected by employees are increasing, especially after an international
assignment. Decision of Going Rate or Balance Sheet Approach still remains.
The politicization of immigration: Those countries that facilitate the free
movement of labour are more likely to become the most economically competitive.
Countries with an ageing work force have already started pooling young talent.
Immigration issues are going to be the worst challenge for companies in a n
unstable world political scenario.
Pressure on HR: HR needs to manage the end to end process of talent mobility
from selection to deployment, benefits to compensation.
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5. Global Mobility Program: Samsung Electronics Limited
(@Samsung R&D Centre, Noida)
5.1 The Process
Samsung Electronics Limited has 16 R&D centres located throughout the globe. Jobs are
identified by the HR team in Headquarters in Seoul, South Korea. Every year top
performers matching the requirements of the jobs are selected from each of these R&D
centres for the prestigious Global Mobility Program. With this program, Samsung
Electronics limited aims to make a pool of global leaders who can lead operations on a
multinational scale.
The Global Mobility Program is a one year long program. Job requirements from the
Headquarters are sent to HR departments of all the R&D centres. The HR department then
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contacts the senior managers inside the company to update them about the requirements
and to assign them task of identifying potential candidates to be nominated for the
program.
These potential nominees are filtered on the basis of their performances in previous
years. The results of appraisal processes of the past are taken into account for evaluating
performance. Apart from technical skills that form a very major part of the Management
by Objectives (MBOs), intangible skills like teamwork, leadership qualities are also very
important for this program.
These MBOs vary with the job relevance and job ranking/designation. Since Samsung is a
Korean company, a formal hierarchical structure is widely followed in the organisation,
where seniors are given high respect and tenure of job plays an important role in
promotions and appraisals. Although, over the past one decade, Samsung has consciously
tried to involve performance parameter significantly into the appraisal process. Thus,
tenure requirements for a job have been significantly reduced and there could be 50%
difference in compensation of high and poor performer over the long time.
The hierarchical structure at Samsung R&D centre, Noida, formerly Samsung India
Software Centre(SISC), looks like this:
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5.2 Eligibility
To be eligible for the Global Mobility Program, the employee should at least be a Lead
Engineer 1 with minimum 5 years of experience on his CV.
Every year overall ratings are given on a scale of 1-5 points, with 5 being the worst and
1 being the best rating. To be eligible for the program, the employee should have
received rating 1 in last three appraisals.
The employee should have demonstrated teamwork and leadership skills during his
job tenure at Samsung. These skills are also evaluated during appraisals, and hence
subjective opinions and decision making is removed from the selection process.
ManagingDirector
GeneralManager
DeputyGeneralManger
DevelopmentLead
ChiefEngineer
LeadEngineer 1, 2
SeniorSoftware
Engineer 1, 2
SoftwareEngineer 1, 2
0-1
15
10-14
9-10
5-8
2-4
Proven
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Once the employee at the Indian office has been nominated by technical/development
leads, his/her details are sent to the HQ, Seoul, South Korea. Similarly, other R&D centres,
across the globe send their nominations for required job profiles of HQ. A team consisting
of HR managers and technical managers in HQ reviews nominations received from all the
R&D centres of SEL. After review, the foreign R&D centers are intimidated of final
selections for the Global Mobility Program.
The selected employees are informed in time to make a final decision whether to
participate in the program or not, as this would include family relocation for 1 year to
Seoul.
5.3 Job Profiles
Ideally, the jobs selected for this program are those, which are common to most of the
R&D centres of Samsung Electronics Limited (SEL). The rationale behind this is that
global leaders, which SEL hopes to groom by inducting into this program will be equipped
to take up job responsibilities in any of its R&D centres across the global. Thus ideally job
profiles such as Software Engineering Consultants and Software Process Engineers are
most common in this program.
5.4 Inaugural and Induction Process
Every year around 50 employees are selected for this program from 16 global R&D
centres of Samsung Electronics Limited. They all have to travel to Seoul, South Korea to
participate in the program. Initial accommodation is provided in a hotel, after that proper
accommodation to meet the family requirements is handed over.
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A nine day long induction process is organised for the group where:
First ice-breaking activities are conducted
information about Korean culture and job attitude is provided
Process information of headquarters is provided
o Daily and routine procedures required to work in the organisation are
explained
Mandatory local administrative formalities are completed
o Bank Account
o Registration to avail company benefits
o Registration with local authorities
o School admissions for children
o Medical Insurance
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After the induction process, every employee is assigned to a manager or technical lead in
one of the many business domains of SEL. These details of these jobs are formalized much
before the start of the program.
As when feasible, an outdoor training program of 4-5 days is conducted for the
participants of this program, which is an experiential learning training. Lot of games and
physical activities are conducted like treasure hunt drill, plays and adventure sports.
Intention of outdoor training is to incept seeds of teamwork, leadership, sincerity and a
strive for excellence.
5.5 Compensation and Benefits
Salary
An amount of $2000/month is paid to the employee, in addition to regular salary being
credited to his account back home.
Accommodation
Fully furnished accommodation is arranged for the family of the employee for the entire
period of 1 year. However, the accommodation is charged at subsidised rates.
Schooling for children
Schooling for employees’ children is ensured by the company.
Relocation Allowance
Relocation allowance is given to employee on moving to Seoul.
Medical insurance and other permissible social benefits
Visa and other such formalities are taken care off by the HR department itself.
Discounts on Samsung Products as per HQ policies.
Although the employee has moved to HQ to work for 1 year, on paper he will still be
considered employee of the foreign R&D centre. Thus, his performance review is
conducted at both the places. This often develops problems for the employee, as he will
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have to join his home office after one year, where job appraisal is done by local managers
on past years performance.
Job assessment
This is the most crucial part of the program. Normally, performance is reviewed annually
in SEL, but during the course of the Global Mobility Program, it is done every 6 months.
The stages of performance evaluation are as following:
a. Objectives are registered on the basis of the MBO provided by the management. It gives
a chance to modify objectives and targets to suit individual needs and project
requirements.
b. These objectives need to be approved by the chief engineer and then it is forwarded to
the HR department to record.
c. Employees are given a form to jot down their own self-evaluation, so that nothing
important is missed by the management while reviewing performance.
d. Independent reviewers verify the review process at two stages, one of them is the chief
engineer itself. It is done to eliminate any biasing effects.
e. Finally results of the evaluation are displayed on individual web portals of the
employees and ratings on the scale of 1-5 are given, as described earlier.
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Average rating is 3, while 1 and 2 are top performers. Employees with ratings 4 and 5 do
not receive increments and are not promoted to next designation.
It is important that in this context, MBO of the R&D centre is explained in this report, as it
will help in understanding the performance review process in a better way. Following is
the MBO set by management for a Lead Engineer, who are generally selected for the
Global Mobility Program:
In the MBO, there are 10 defined objectives for clear understanding of the employee.
MBO is provided to the employee every year before the start of new appraisal calendar.
Targets have been clearly mentioned, which the employee needs to meet to ensure that he
receives a good rating after performance evaluation. Employee can get the targets
modified based on the requirements of the project.
The objectives include:
a. Project on-time delivery: a 10% weightage has been attached to this objective and
target is 100%, which means that every project undertaken by the employee mudt be
delivered on time.
b. Timeliness: with 5% weightage, this objective demands the employee to update the
status and work done on modules of the project on a daily basis in a centralized portal.
c. Code quality: 80% quality has to be maintained for the software code written by the
employee, this includes cleanliness, informative and optimized coding variables
assessed by an experienced code assessor.
d. Code review: 10% weightage and 100% target, evaluation done on basis of no. of
reviews done by the LE. It helps in overall improvement of code quality.
e. Design review: 10% weightage and 100% target, it is calculated on basis of Debt
Report.
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f. Defect Density/SQE Defects: This is perhaps one of the most important objectives
even though the weightage attached is 10%. Every coder has to keep the count of
software bugs to a minimum target per thousand lines of code (KLOC). This objectives
impacts the overall impression of the performance reviewer in a significant way.
Target is kept at less than 2.5 bugs/KLOC for added code and less than 0.01 bugs/KLOC
for reused code.
g. New projects through ideas to HQ/ patents prototype: Samsung is driven through
innovation. So this objective enjoys the most weightage i.e. 15%. To get favourable
points in this component the target is set at 5 new ideas to be proposed every year
with Proof of Concept of the idea.
h. SRS design improvements: Another heavy weight objective with 15% weightage. The
code flow should be designed using UML tools. This helps in laying down software
requirements. Improvements in this helps in reducing the time spent on completing
projects, as requirements are clear. Evaluation done on the basis of amount of usage of
UML tools while doing the project.
i. Programming Language Trainings: Skill development is considered very important
part of evaluation. So 5% weightage is awarded to this objective with a target of 4
days/person/year.
j. Specification/ Domain Trainings: This training pertains to specific business unit an
employee works in and is supposed to acquire skills for the benefit of the business unit.
Its given 10% weightage and target of 5 days/person/year.
Now employee is evaluated on the basis of how many and how much has he met the
targets during the year. In Global Mobility Program this is done every six months. In case,
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an employee performs very badly, he may be asked to leave the program and return to
home country’s office. But this is very rare.
The final ratings and evaluations of the program are sent to the home country to use them
during appraisal process of the employee. Final rating of the employee is decided in the
home country only. This sometimes leads to poor performance review as during the
period employee was away for the program, management people, who were familiar to
him, might be changed.
5.6 Redeployment
After successful completion of the program, a pool of global leaders has been built. These
leaders can be deployed in any of the global R&D centres of SEL. Even when working in
their home country, they handle the responsibility of catering to the needs of any R&D
centre across the globe. They continue to work in their home country, and enjoy the
compensation and benefits as per local HR policies but they are frequently sent on
business trips to different countries for handling various kinds of assignments.
All in all, the Global Mobility Program results in creating global leaders ever ready to take
up a challenge in any part of the world, anytime.
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References:
Talent Mobility 2020-The next generation of international assignments.
PwC Report
www.the-network.com/...talent-mobility.../GTMS_Wave3.pdf
www.saba.com › Solutions › Talent Management Best Practices
www.oracle.com/us/media1/talent-mobility-wp-1676685.pdf
www.pwc.com/gx/en/managing.../talent-mobility-2020.pdf
www.hrpa.ca › HRPA › Professional Development
www.studymode.com/subjects/talent-mobility-page2.html
http://www.articles.totallyexpat.com/talent-mobility-2020-pwc-report-
investigates-the-future-of-international-work/
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