HRM Report_Group 7_Section C

8/12/2019 HRM Report_Group 7_Section C

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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.



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/

http://www.saba.com/solutions/solutions-and-best-practices/



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HRM Report_Group 7_Section C