© MERCER 2019 0

Kim Abildgaard

Senior Partner

Balancing priorities

in Mobility M A K I N G I T W O R K :

F O R B U S I N E S S , E M P L O Y E E

… A N D Y O U

1 9 S E P T E M B E R

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T H E W O R L D I S C H A N G I N G : G L O B A L I S AT I O N

A N D F U T U R E O F W O R K

People will work alongside technology

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M O B I L I T Y H O T T R E N D S

• Business/People are

changing: life&work

style, individuals /

want flexibility, etc.

• Increased

importance of risks

& compliance

• Centralization vs.

Decentralization

• Increased desire for

analytics/insights

• Why we do it:

Beyond business,

now e.g. also for

talent management

• Changed scope:

People to job/job to

people – many new

types of assignments

• Changing labor

population (multiple

generations, fixed

vs. temp: contractors

& gigs)

O P E R AT I O N AL - > S T R AT E G I C

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Q U E S T I O N : A R E Y O U P L A N N I N G T O

T R A N S F O R M T H E G M F U N C T I O N W I T H I N T H E

N E X T 2 Y E A R S ?

NO YES

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D I F F E R E N T S TA K E H O L D E R S D I F F E R E N T

N E E D S B U T A L L W A N T E A S Y …

Easy &

Effective

Easy to

manage Easy &

Great experience

Business

HR

Assignee 1

3

2

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M A N A G I N G T H E R O I

PROTECTING THE

INVESTEMENTS

MADE IN

MOBILITY

PROGRAMS

Require a Business Case to staff a position with an

international assignee*

OF ORGANIZATIONS

61.5%

*Mercer’s 2017 survey of Worldwide International Assignment Policy and Practice. N = 462

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W H Y A R E W E D O I N G I T ?

THE IMPORTANCE

OF

SEGMENTATION

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P I C K T H E R I G H T T Y P E

ENSURING

CONSISTENCY

WITHIN THE

FLEXIBILITY

The importance of Decision Trees

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B A L A N C I N G A S S I G N E E H A P P I N E S S A N D

C O S T

ENHANCING THE

VALUE

PROPOSITION:

EXAMPLES OF

ALTERNATIVES

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H E L P T H E B U S I N E S S T O M A K E R I G H T

D E C I S I O N

ACT AS

STRATEGIC

ADVISOR USING A

FACT BASED

APPROACH

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U N D E R S TA N D A N D M E A S U R E T H E I M PA C T

PROTECTING AND

MAXIMIZE THE

INVESTEMENTS

MADE IN

MOBILITY

PROGRAMS

Number of Assignments & cost Assignees voluntarily leaving while on

assignment

Assignees involuntarily leaving while on

assignment

Assignees repatriated or taking a new

assignment at the same job level

Expat to Local headcount ratio Diversity of expat population

Compliance metrics Etc.

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T H E A S S I G N E E P E R S P E C T I V E

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F I V E B I G G E S T O B S TA C L E S T O M O B I L I T Y

93% 87% 71% 61% 51%

Package lack of

attractiveness

SOURCE: MERCER 2017 WORLDWIDE SURVEY OF INTERNATIONAL ASSIGNMENT POLICIES AND PRACTICES – TRENDS AND METRICS- NORTH AMERICA

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56%

46%

44%

39%

28%

25%

24%

22%

F A C T O R S R E S P O N S I B L E F O R A S S I G N M E N T

F A I L U R E

POOR CANDIDATE SELECTION

DIFFICULTY ADJUSTING TO

HOST COUNTRY

POOR JOB PERFORMANCE

OTHER FAMILY CONCERNS

SPOUSE OR PARTNER

UNHAPPINESS

ASSIGNEE OFFERED A BETTER

JOB IN A DIFFERENT COMPANY

POOR MANAGEMENT OF

INTERNATIONAL ASSIGNEES

JOB DID NOT MEET ASSIGNEES’

EXPECTATIONS

SOURCE: MERCER 2017 WORLDWIDE SURVEY OF INTERNATIONAL ASSIGNMENT POLICIES AND PRACTICES – TRENDS AND METRICS- NORTH AMERICA

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E N H A N C I N G A S S I G N E E E X P E R I E N C E

POLICIES,

PROCESSES &

COMMUNICATION

• Streamline processes to eliminate unnecessary steps and

duplication of efforts

• Collect assignee and assignment information only once,

regardless of how many parties are involved in the process

• Provide clear visibility of “where we are” in the process and

“what happens next”.

• Clear issue resolution and escalation process

• Reduce the number of touchpoints – Ideally, provide a single

point of coordination and accountability for Assignees and

Line Managers

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W H A T D O E S T H I S M E A N F O R Y O U ？ E N G A G E D A N D M O B I L E E M P L O Y E E S T H R I V E

Supported

Feel secure during change

Feeling confident that

they and their families’

security needs are met

Connected

Create stronger networks

Motivated to form and

sustain strong

relationships

Growing

Achieve more for themselves and the

company

Having a positive

experience expanding

personal and professional

capabilities

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T H E H R P E R S P E C T I V E

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T H E R O L E O F G L O B A L M O B I L I T Y

I N Y O U R O W N W O R D S

Consultant role

(compliance, risk mitigation,

new assignment categories).

Better integrated with

Talent Management.

Moving from administrative

role (compliance, and

process targets) to a

business partnering role

(business and developmental

value of mobility.

The “coming of age” of the

mobility function - need for a

competent partner

Source: “How Global Mobility is Responding to New Dilemmas” Aug 2018

“ ”

“

“

“

”

”

”

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D O Y O U T H I N K T H A T Y O U R G L O B A L M O B I L I T Y

F U N C T I O N I S W O R K I N G P R O P E R LY ?

Under-resourced to cover

all strategic development,

follow-up verification, pro-

active services,

immigration and corporate

tax side

There are not

enough

resources for

development

and

reporting

We are currently in

organizational

transformation, and

looking to add additional

resources in the new

financial year

It feels under resourced currently

due to the lack of standards

and process developed to

support the program. We are

putting extra efforts toward

building these standards which,

in a year or so, will reduce the

effort to manage the program

and be quite manageable

Under-resourced, considering that

we also manage a domestic

relocation population of 150+

transferees per year and we are a

somewhat high touch culture

Due to lack of technology

support, there's a fair bit of

operational/admin work

involved in the role.

We are at the beginning of

establishing our Global Mobility

function. More expertise is

required in our team in order to

be more strategic rather than

just doing the day-to-day which is

where our focus mainly is at the

moment due to tight resourcing

High complexity, high-

touch expat culture,

limited standardization,

many cross-border topics

land in Global Mobility,

HR-Business Partner rely

on Mobility

Need better resources to

deal with administrative,

operational side to the

function as too much

time is spent in-house on

these rather than

business partnering

and Mobility strategy

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W H AT G E T S O U T S O U R C E D ?

THE CHOICE OF

“WHO DOES THE

WORK” WILL

IMPACT:

COST

EMPLOYEE

EXPERIENCE

ADMINISTRATION

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T E C H N O L O G Y I N F R A S T R U C T U R E

TECHNOLOGY

INFRASTRUCTURE

WILL IMPACT:

COST

EMPLOYEE

EXPERIENCE

ADMINISTRATION

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D I G I TA L I Z AT I O N

12% 49% 13% 25%

1 Poor: most task interactions are performed with local applications, phone or emails

2 Restricted, limited use of online tools and resources, rely primarily on Officeapplications or equivalent

N = 1 1 6

H O W D O Y O U E V A L U A T E T H E L E V E L O F D I G I T A L I Z A T I O N

O F Y O U R G L O B A L M O B I L I T Y M A N A G E M E N T ?

Sources: 2019 Mobility Organization/Transformation Survey

4% 12% 31% 38% 14%

1 Poor 2 3 4 5 Keen to use latest technology

N = 1 1 8

P L E A S E R A T E Y O U R O R G A N I Z A T I O N ’ S A P P E T I T E F O R

U S E O F T E C H N O L O G Y

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C O M PA N I E S N E E D I N C R E A S E D

A U T O M AT I O N A N D G R E AT E R V I S I B I L I T Y

M O BI L I T Y & H R

PR O F ESSI O N AL S :

ASS I G N EES:

Put the focus back

on employees

Give each assignment

a measurable outcome

Improve employee

experience

See the career path

Lift administrative burden

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P E R S O N A L I Z E D P O R TA L

23

PROVIDE INSTANT ANSWERS TO QUESTIONS

1

ADJUST BASED ON MY PERSONAL SITUATION

ALLOW EMPLOYEES TO REQUEST ANY

SERVICE

AUTOMATICALLY ROUTE CASES TO THE RIGHT PEOPLE

PROVIDE A CONSUMER-LIKE SERVICE EXPERIENCE

2

3 5

4 Office

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Accenture

“ ...by 2020 we will have more

conversation with chatbots than with

our partner. “

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H R L E A D E R S N E E D T O S E E A L L

I N F O R M AT I O N I N T H E S A M E P L A C E

D a t a i s s p r e a d a c r o s s d i s p a r a t e

p l a t f o r m s , e m a i l s , a n d d o c u m e n t s

o u t s i d e o f yo u r H R s o f t w a r e

O n e h o l i s t i c p o r t a l ,

p l u g g e d i n t o yo u r

H R s o f t w a r e

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W H E R E A R E Y O U O N Y O U R G L O B A L

M O B I L I T Y M E T R I C S A N D A N A LY T I C S

J O U R N E Y ?

Our focus is on capturing and

reporting basic information

about assignments 46%

BASI C M ETRI CS AND AN ALYTI CS

DETAI LED M ETRI CS AND

AN ALY TI CS

We are successfully tracking

information about assignments and

can produce basic aggregated

metrics to capture assignment

patterns and give an overview of

costs

38%

We produce detailed analytics to evaluate the

success of assignments and optimize the costs of

mobility

We produce detailed metrics about assignment patterns and

costs and are introducing analytics to evaluate the

performance of assignments and/or the mobility function

3%

12%

1% We produce detailed analytics on most

aspects of mobility/calculate ROI of mobility

and have predictive analytics in place to

predict the success of an assignment and

its impact on an assignee’s career

Sources: 2019 Mobility Metrics and Analytics Survey

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A R E A S I N W H I C H M O B I L I T Y A N A LY T I C S

C O U L D M A K E A D I F F E R E N C E I N

O R G A N I Z AT I O N ( N = 1 3 6 )

Evaluating

assignments’ overall

ROI

Achieving better

alignment between

global mobility and

the organization’s

overall business

objectives

Better understanding of

assignment patterns,

specific problems and cost

drivers (geography, type of

moves)

Sources: 2019 Mobility Metrics and Analytics Survey

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“ D I S R U P T I O N I S A L L A R O U N D U S . A N D

W H A T T H I S M E A N S I S F O R O R G A N I Z A T I O N S

T O B E A G I L E , T O B E N I M B L E , T O H A V E A

V E R Y S H A R P F O C U S O N C U S T O M E R S , A N D

T O B E V E R Y D A T A - D R I V E N . A N D T H A T

M E A N S A L O T O F C H A L L E N G E S F O R T H E

H R F U N C T I O N T O A D A P T I T S E L F . ”

~ S U B H A N K A R R O Y C H O W D H U R Y ,

E X E C U T I V E D I R E C T O R & H E A D O F H R —

A S I A P A C I F I C , L E N O V O

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Q&A

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