Building your GlobalBenefits Strategy

February 17th 2016

Choosing the right HR & Benefits Technology

March 9th 2016

OUR GLOBAL BENEFITS STRATEGY SERIES

Webinar 1:Scene Setting & Current Global Benefits Trends

Webinar 2: Understanding the Problem &

Self-Assessment

Webinar 3:The Solution & Choosing the

Right Technology

[WEBINAR 1] LAST TIME OUT…

Lack of abilityto report benefitspend centrally

Lack of employee understanding

of benefits

High administration overhead and lack

of automation

[WEBINAR 1] LAST TIME OUT…

ConsistentComms

GlobalGovernance

6%

67%

27%

Effectiveness of Your Global Benefits Strategy

Very effective Effective Not very effective

Building Blocks of anEffective Strategy

Companies with a documented GBS were 40% more likely to have the building blocks in place and report a higher effectiveness to their approach

TODAY

AGENDA

The Global HR Challenge

What does this mean for Benefits?

Understanding your Current Position

Governance

Engagement

Infrastructure

Building your Global Benefits Strategy

GLOBAL HR CHALLENGE AND ITS APPLICATION TO BENEFITS

TRADITIONAL BENEFITS STRATEGY

Global Philosophy

Market Competitiveness

Retirement Programmes

Company Funding

Cost Control & Sustainability

Protection Programmes

PersonalChoice

Risk & Compliance

Health Programmes

Payroll & Taxation

Relevance & Diversity

Lifestyle Programmes

Supplier / Vendor L

OC

AL

G

LOB

AL

THE CHANGING HR LANDSCAPE

Policy(Reward)

Process(HR Ops)

THE DEMAND TO GO GLOBAL

HOW THIS APPLIES TO BENEFITS

StateProvision

Taxation & Relief

MarketMaturity

Workforce Profile

FOCUS OF GLOBAL BENEFITS STRATEGY

GLOBAL BENEFITS STRATEGY

GLOBALGOVERNANCE

CAPABILITY

GLOBALCOMMS

CONSISTENCY

GLOBALSYSTEMS

INTEGRATION

GLOBAL GOVERNANCE

STEP 1

WHAT ARE WE TRYING TO ACHIEVE

I want to provide aframework for local

markets to implementI want to report on our global spend

with accuracy andto inform decisions

I want visibilityof how processes

are running I want to quicklyunderstand issues

and challengesand be able to

respond quicklyI want to see the impact of communications onemployee engagement

THE REALITY

I’m still being asked todeliver consistent

Benefits, which I can’tI don’t have insight

to provide thebusiness on our

costs and any ROIAfter the fact, I found out we failed to cover

an executive andtheir familyI’m not close

enough to the pro-cess to

know how resolution to local issues

I have no idea whether benefits are understood or valued by employees

in our local markets

TEST YOURSELF…

Do you know the current benefits programme in each location, including legacy and exceptions?

Do you know whether you are compliant with all local legislation regarding benefits design?

Do you know the systems, processes and responsibilities for managing each benefit?

Do you know whether cover is confirmed with vendors and premiums paid and when?

NOW TEST YOUR COLLEAGUES…

Analyse

Collect

What are the gaps?

Where are they?

How much are they worth?

How long does ittake to get datayou’re missing?

What is the quality of that data?

What exposure/risk doyou have for those gaps?

What are the difference in what you thought you

offer/do and what’s happen-ing?

WHERE TO GO NEXT…

If you’re doing well… If you’re struggling…

You have full visibility of yourspend, or at least few gaps

The data was easy to come byin the local markets

It was easy for them to evidence the process they follow

There are few operational risks that could create cover gaps

You can pass go…let’s look atengagement and systems

There are gaps in understanding of what is offered and the costs

Even for data that was provided,the local market took a long time and provided inconsistent results

It is not clear there are robustprocesses used locally to manage

There is the potential for coverage gaps that expose you to big risk

There are some fundamentalsthat need to be addressed – let’s not run before we can walk!

EMPLOYEE ENGAGEMENT

STEP 2

IS THERE A CLEAR REWARD STRATEGY?

Vision

Objectives

RoleContribution

Reward

WHAT DO EMPLOYEES THINK?

Detractor

Promoter

What is the opinion of employees?

Do benefits add to or detract from your

EVP?

WHAT DO BUSINESS LEADERS THINK?

Considering your investment and the

culture of the business, what role

do they think benefits should play?

What is it’s relative importance to other

initiatives in engaging your workforce?

WHAT ABOUT TOMORROW'S EMPLOYEE?

DON’T FORGET THE NUTS AND BOLTS…Are you… Or are you…

Being consistent with messagesregarding approach andalignment to global philosophy?

Able to cascade messages to local markets and see it implemented?

Managing change effectively, at aglobal, local, individual level?

Able to measure employeeengagement with your comms?

Regularly asking employees forfeedback and measuring results?

If you are, great…ready to move on!

Not using a framework to ensureemployees all hear the same thing

Letting local markets communicatechanges in their own way (if at all)

Not ensuring that employees aremade aware of when and howchanges will impact them

Not able to identify whether yourcomms channels are effective

Not having an effective measure of employee perception of benefits

If so, you need a urgent review…!

INFRASTRUCTURE

STEP 3

CAN YOU QUANTIFY THE CURRENT BURDEN?

HR

Broker Insurances

Medical

Pension

EXPANDING THE GLOBAL HR SS MODEL

Benefits?

HR SS

Global Payroll

Global HR/HCM

FINAL THOUGHT

OUR NIRVANA