© MERCER 20171

B A L A N C I N G M O B I L I T Y O B J E C T I V E S :

TA L E N T V S . B U S I N E S S N E E D S

L a u r a R o d r i g u e z

G l o b a l D i r e c t o r , Ta l e n t M o b i l i t y

J o h n s o n & J o h n s o n

© MERCER 20172

T O D AY ’ S P R E S E N TAT I O N

• SHARE HOW JOHNSON & JOHNSON APPROACHES BALANCING

BUSINESS AND TALENT NEEDS FOR INTL. MOVES

• KEY AREAS OF FOCUS FOR OUR MOBILITY PROGRAM

• SERVICE DELIVERY MODEL & SERVICES

• MANAGING THE FACTORS THAT DELIVER BALANCE

• TOOLS / METHODOLOGIES THAT SUPPORT OUR PROCESS

• ALLOW TIME FOR QUESTIONS AT CLOSE

© MERCER 20173

H O W C O N V E R S A N T A R E Y O U W I T H

I N T E R N AT I O N A L M O B I L I T Y ?

A. Have worked in Mobility space, have considerable

experience

B. Have moved my fair share of talent, good understanding

of logistics & challenges

C. Understand the basic components, with no/little

experience moving int’l. talent

D. No background, Mobility is new for me

© MERCER 20174

J O H N S O N & J O H N S O N ’ S G L O B A L P R E S E N C E

• Global Leader in Health

Care

• More than 275 Operating

Companies in more than 60

countries

• Selling Products in over

175 Countries

• Approximately 122,000

Employees Worldwide

• 1475+ Intl. Talent Moves

in over 230 unique

home/host country

combinations

© MERCER 20175

B A L A N C I N G M O B I L I T Y O B J E C T I V E S :

A S Y S T E M S V I E W

BUSINESS STRATEGY

TALENT STRATEGY

SERVICE MODEL

POLICY FRAMEWORK

MOBILITY PLANNING &

GOVERNANCE

OUTCOMES, METRICS & ANALYTICS

© MERCER 20176

M O B I L I T Y ’ S K E Y A R E A S O F F O C U S

PROVIDE EXCELLENT

CUSTOMER

EXPERIENCES

ASPIRATION

UTILIZE TECHNOLOGY TO

DELIGHT CUSTOMER

STREAMLINED /

STANDARDIZED

ENTERPRISE PROCESSES

DELIVERY

PROMOTE DIVERSE

WORK EXPERIENCES

FOR CAREER

DEVELOPMENT,

GLOBALLY

ASPIRATION

PROVIDE BROADER ACCESS

AND TRANSPARENCY TO

GLOBAL OPPORTUNITIES

SHAPE DIFFERENTIATED

INVESTMENT IN THE

TALENT PORTFOLIO

ASPIRATION

DEVELOP TODAY AND

TOMORROW’S LEADERS

ENABLEMENTSTRATEGY

BusinessCUSTOMER

HRBP, EmployeeCUSTOMER

Mobile EmployeeCUSTOMER

© MERCER 20177

O U R H Y B R I D S E R V I C E M O D E L

ADVISORY SERVICES

MOBILITY CENTER OF EXCELLENCE (COE)

• CENTRALIZED ENTERPRISE GOVERNANCE FOR STRATEGY, POLICY,

TECHNOLOGY, VENDOR & SERVICES MANAGEMENT & ANALYTICS

• ENSURES PROGRAM DUTY OF CARE & COMPLIANCE

• MANAGEMENT OF OUTSOURCED US DOMESTIC RELOCATIONMobility

Center of

Excellence

HELPLINE FOR MGR & HR:

RELOCATION MGMT

CONSULTANT:

• POLICY GUIDANCE

• CASE INTAKE & INITIATION

• COST ESTIMATES

• TALENT MOVE APPROVALS

• TRIAGE QUESTIONS

LOGISTICAL EMPLOYEE SUPPORT

INTL. ASSIGNMENT CONSULTANT

• EXCEPTION MANAGEMENT

• LIAISON FOR INTERNAL &

EXTERNAL PROCESS PARTNERS

IDP PROGRAM + DAS SUPPORT

GOALS & OUTCOMES SUPPORT

• ASSIGNMENTS INTENDED TO

“ACCELERATE“ TARGET JOB FOR

DIR 1 LEVEL & BELOW

• MANAGE IDP PROGRAM

STRATEGIC PARTNER TO HR

& BUSINESS MGR.

• STRATEGIC PLANNING &

ADVISORY ANALYTICS:

• COMPLEX ASSIGNMENT

STRUCTURING

Advisory

Services

Mobility

Logistical

Services

MOBILITY

ADVISORY

IDP & DAS

SUPPORT

HELP

LINE

EMPLOYEE

SUPPORT

LOGISTICAL SERVICES (RELOC. MNGMT VENDOR)

Tax, Policy & Compliance

Talent Mobility Strategy &

Services Integration

25 J&J STAFF LOCATED ACROSS 3 REGIONS

REPORTING TO TALENT MANAGEMENT

© MERCER 20178

A N E T W O R K O F S E R V I C E V E N D O R P A R T N E R S W I T H S P E C I A L I Z E D E X P E R T I S E …

• WORK PERMITS

• VISAS

• RENEWALS

• LEGAL COUNSEL

• PE ASSESSMENT

Immigration Services

• TRAVEL & EXPENSE

• MOVERS

• INSURANCE

• HOUSING

• HOME SALE & PURCHASE

• COST ESTIMATES

• EMPLOYEE ORIENTATION

Relocation Services

• TAX STRATEGY

& COUNSEL

• HOME/HOST TAX

FILING

• LTI & TRAILING

LIABILITIES

• SOCIAL

BENEFITS &

PENSION

Tax Services

• MARKET DATA

• COST ESTIMATES

• PAYROLL INSTRUCTION

• METRICS & REPORTING

• SUPPLIER INTEGRATION

• CONSULTING TOOLS

• ANALYTICS, PORTALS & SURVEYS

Expat Data&

Technology

• SECURITY & SAFETY

• EMERGENCY MGMNT.

• VENDOR CONTRACTS

• SOX, BUSINESS SOPS

• DATA PRIVACY

• AUDIT SVCS.

• STAKEHOLDER COMM’S

Duty of Care

• SUPPORT TO EMPLOYEE & FAMILY

• PROCESS ORIENTATION

• BALANCE SHEET REVIEW

• INTERFACE ON SERVICES ESCALATION

• DESTINATION SERVICES

Assignee Facing

Services

© MERCER 20179

M O B I L I T Y ’ S I N T E R N A L PA R T N E R N E T W O R K

TALENT

MOBILITY

HR BUSINESS

PARTNERS

BUSINESS

LEADERS

TALENT

MANAGEMENT

TALENT

ACQUISITION

TOTAL

REWARDS

HR OPERATIONS

CORP INTL. BENEFITS

COUNTRY

PAYROLLS

HR IT

FINANCE

CORPORATE

TAX

CORPORATE

LEGAL

PROCUREMENT

GLOBAL

SECURITY

ACHIEVING THE RIGHT BALANCE REQUIRES STRONG RELATIONSHIPS WITH BUSINESS LEADERS, SECTOR & REGIONAL HR BUSINESS PARTNERS

AND FINANCE

© MERCER 201710

W H E R E D O Y O U R E P O R T & H O W

I S Y O U R PA R T N E R I N G ?

A. REPORT WITHIN COMPENSATION / FINANCE?

B. REPORT WITHIN TALENT MANAGEMENT / DEVELOPMENT?

C. REPORT TO TALENT ACQUISITION?

D. NOT APPLICABLE – NOT INVOLVED WITH MOBILITY

HOW STRONG IS THE PARTNERSHIP WITH YOUR NON-MOBILITY

INTERNAL PARTNERS TO DELIVER INTEGRATED EMPLOYEE SERVICES?

A. NO CLEAR PROCESS / VENUES FOR PARTNERSHIP

B. REQUIRES SOME EFFORT BUT WE GET THE JOB DONE

C. WE HAVE WELL ESTABLISHED PROCESSES / VENUES FOR PARTNERSHIP

D. NOT APPLICABLE – NOT INVOLVED WITH MOBILITY

© MERCER 201711

C L A R I F Y I N G B U S I N E S S & TA L E N T N E E D S

ENTERPRISE

EMPLOYEEBUSINESS

CAPABILITIESEMERGING & GROWTH MARKETSNEW COUNTRY ENTRIESREORGANIZATIONS

CHANGING DEMOGRAPHICSACCELERATED DEVELOPMENTACQUISITIONS, DIVESTITURES

DUAL CAREER & FAMILYPERSONAL INTERESTSGLOBAL EXPERIENCECAREER PROGRESSION

NEW SERVICESNEW PRODUCTSMARKET EXPANSIONKEY SKILL SETS

BALANCING INDIVIDUAL & AGGREGATE BUSINESS FACTORS

DIFFERENTIATION: BUSINESS & TALENT NEEDS

© MERCER 201712

M A N A G I N G T H E FA C T O R S T H AT

D E L I V E R B A L A N C E

THE WHAT, WHY, HOW, WHEN AND WHO OF INT’L. ASSIGNMENTS

STRATEGIC INTENT OF ASSIGNMENT

STRATEGIC MOBILITY PLANNING &

GOVERNANCE

DIFFERENTIATED INVESTMENT FOR

OUTCOMES

PROCESS, EXPERIENCE &

EMPLOYEE VALUE

ANALYTICS & ROI

© MERCER 201713

5 K E Y Q U E S T I O N S F O R B A L A N C E …

WHATBUSINESS OUTCOMES NEEDED?

WHYPRIMARY DRIVER FOR TALENT MOVE?

HOWPOLICY TYPE?

DURATION OF STAY?

WHENSPEED TO DEPLOY?

EARLY CAREER?

STRATEGIC GOVERNANCE?

WHODESIRED CANDIDATE PROFILE

EXPERIENCE / LEARNING OPPORTUNITY

© MERCER 201714

G U I D I N G P R I N C I P L E S F O R P O L I C Y D E S I G N

FOUNDATION : JOHNSON & JOHNSON CREDO VALUES

Key

Inputs

J&J’S BUSINESS &

TALENT OBJECTIVES

MARKET LEADING

PRACTICES

STRATEGIC MOBILITY

PRIORITIES

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

• A VARIETY OF POLICIES THAT ALIGN TO THE VALUE OF DIFFERENT KINDS OF MOVES

C O N T R O L L E D F L E X I B I L I T Y F O R B U S I N E S S D I S C R E T I O N

• TO EMPOWER BUSINESSES TO MAKE THE BEST CHOICES ON THEIR INVESTMENTS

S I M P L I C I T Y & C L A R I T Y

• POLICIES THAT ARE SIMPLE, CLEAR AND TRANSPARENT

C O S T E F F E C T I V E N E S S

• ALLOW COST EFFICIENCY WITHOUT SACRIFICING EMPLOYEE / FAMILY NEEDS

• OPTIMIZE THE IMPACT OF EACH BUSINESS INVESTMENT IN MOBILITY

R I S K & C O M P L I A N C E

• COMPLIANT WITH EXTERNAL LAWS AND INTERNAL CONTROLS

• WE ARE MINDFUL OF RISKS

© MERCER 201715

AC

HIE

VE

AC

CEL

ERA

TE ACCELERATE DEVELOPMENT

FOR A TARGET JOB

STRATEGIC REGIONAL /

BUSINESS GOVERNANCE

SELF INITIATED

EARLY CAREER EXPERIENCE

PROCESS / PRODUCT TRANSFER

SKILL GAP IN COUNTRY

KNOWLEDGE TRANSFER / CAPABILITY BUILDING

PROJECT

STRATEGIC

INTENT OF

ASSIGNMENT

DURATION

A“MISSION

APPROPRIATE” POLICY FRAMEWORK, ALIGNED TO BUSINESS

AND TALENT

STRATEGY AND

CRITICAL NEEDS IS

FUNDAMENTAL FOR

SUCCESSFUL

ASSIGNMENTS

POLICIES TO SUPPORT DIFFERENT TYPES OF MOBILITY

NOTE: 4 BOX MATRIX ADAPTED FROM DELOITTE GLOBAL EMPLOYER MODEL

© MERCER 201716

S T R AT E G I C I N T E N T O F A S S I G N M E N T

A

C

C

E

L

E

R

A

T

E

ACCELERATEDEVELOPMENT FOR TARGET JOB

• DEVELOPING MID – SENIOR TALENT FOR IDENTIFIED TARGET POSITION

• DEVELOPING A FUNCTION / ORGANIZATIONAL EXPERTISE TO ENHANCE CAREER OPPORTUNITIES

STRATEGIC BUSINESS GOVERNANCE

• BRINGING CORPORATE VALUES, SYSTEMS AND STRATEGIC DIRECTION TO HOST BUSINESSES /NEW GEOGRAPHIES

A

C

H

I

E

V

E

EARLY CAREER• DEVELOPING KNOWLEDE / EXPERTISE OF EARLY CAREER

TALENT TO BUILD CAPABILITIES

SKILLS NEED• BUILD OR FILL SKILL / COMPETENCY GAPS IN LOCAL

MARKETS BY DEPLOYING SKILLED SUBJECT MATTER EXPERTS

PROJECT• SPECIALIZED EXPERTISE THAT IS NOT AVAILABLE LOCALLY TO

LEAD A TIME-BOUND INITIATIVE / PROJECT

SELF INITIATED• VOLUNTEER MOVE FOR EARLY CAREER OPPORTUNITY /

FAMILY, DUAL CAREER OR PERSONAL REASONS

© MERCER 201717

C O R E - F L E X F E AT U R E S O F D I F F E R E N T I AT E D

P O L I C Y F R A M E W O R K …

SHORT TERM

3 MOS – 1 YR

LONG TERM

2 TIERS, 1-5 YRS

1-3 YRS

COMMUTER

3 MOS – 5 YRS

ONE WAY

MOVE

2 TIERS

SELF INITIATED

CORE: KEY COMPLIANCE

SERVICES & SUPPORT FOR ITEMS OF COMPLEXITY

CREDO VALUES

FLEX: ALLOWANCES NOT NEEDED

BY SPECIFIC EMPLOYEE / DON’T ALIGN TO DIFFERENTIATED

INVESTMENT STRATEGY

© MERCER 201718

A R E Y O U A D D I N G / C H A N G I N G

P O L I C I E S T O S E R V E D I F F E R E N T

TA L E N T S E G M E N T S ?

A. STILL WORKING WITH TRADITIONAL POLICY FRAMEWORK

B. ARE CONSIDERING EXPANDING POLICY OFFERINGS TO PROVIDE

GREATER OPTIONS FOR EMPLOYEES & MANAGERS

C. HAVE INCREASED SELECTION OF POLICIES AND ARE INTRODUCING

MORE

D. NOT APPLICABLE – NOT INVOLVED WITH MOBILITY

© MERCER 201719

T H E F O U N D AT I O N : S T R AT E G I C M O B I L I T Y P L A N N I N G

19

ARE WE

SENDING

THE RIGHT

TALENT

PROFILE?

ARE WE

SENDING

TALENT TO

THE

STRATEGIC

LOCATIONS?

ARE THE

RIGHT

PEOPLE IN

THE RIGHT

FUNCTIONS?HOW WE WILL

MEASURE

SUCCESS?

DO WE HAVE

ROBUST TALENT

PIPELINES?

Strategic Mobility

Plan

ENCOURAGE BEHAVIORS

TO MEET GOALS.

COLLECT AND TRACK

MOBILITY DATA AND

BUSINESS INSIGHTS BASED

ON THE DEFINED MEASURES

SET MOBILITY GOALS,

BASED ON BUSINESS

STRATEGY AND

INTEGRATED WITH TALENT

STRATEGY

ASSESS PERFORMANCE

AGAINST THE MEASURES AND

DETERMINE A SUBSEQUENT

ACTION PLAN

STRATEGIC PRIORITIES OF TALENT MOBILITY

Connect. Shape. Lead. Deliver

ASKING THE

RIGHT QUESTIONS

BUSINESS STRATEGY

MOBILITY DATA& INSIGHTS

HR STRATEGY

© MERCER 201720

S T R AT E G I C M O B I L I T Y P L A N : 3 P I L L A R S

• DEFINE AND LEVERAGE OPTIMAL MIX OF TALENT MOVES TO/FROM OUR

EMERGING MARKETS TO ALIGN WITH BUSINESS AND HR STRATEGIES

PRIORITIZED GEOGRAPHIES

• FOCUSED USE OF INTERNATIONAL MOBILITY TO REINFORCE TALENT

PIPELINES AND BUILD KEY CAPABILITIES

DIFFERENTIATED INVESTMENTS

• BRINGING SUPPORT & TOOLS TO OUR HRBP COMMUNITY TO MAXIMIZE

VALUE OF TALENT MOVES WITHIN THE TALENT STRATEGY

MAXIMIZE VALUE

OUR PURPOSE IS TO PARTNER WITH THE SECTOR HRLT IN DEFINING KEY TALENT MOBILITY PRIORITIES THAT WILL ENABLE

THE FUTURE SUCCESS OF THAT SECTOR’S BUSINESS STRATEGY.

BASED ON INPUT FROM THE SECTOR BUSINESS STRATEGY AND THE HR TALENT STRATEGY, WE IDENTIFY 3 PILLARS CRITICAL

FOR SUCCESSFUL OUTCOMES.

BUSINESS

STRATEGY

MOBILITY DATA

& INSIGHTS

HR STRATEGY

© MERCER 201721

Drive strong Home-Host HR partnerships to maximize value of global assignments by leveraging Talent Mobility tools and best practices

INCREASED PROMOTION AND RETENTION RATES OF MANAGERS AND DIRECTORS

INCREASED % OF LEADERS IN CRITICAL PIPELINE WITH GLOBAL EXPERIENCE

PURPOSE STATEMENT

PRIORITY DETAILS:

METRICS

HOW WE CAN MAXIMIZE VALUE OF GLOBAL ASSIGNMENTS?

J&J TALENT

MOBILITY

EXPERIENCE

DEVELOPMENTAL

ASSIGNMENT

SUPPORT

INTEGRATED

HR STRATEGY & TALENT

COUNCILS

STRONG

PARTNERSHIP

BETWEEN HOME & HOST STAKEHOLDERS

© MERCER 201722

B A L A N C E I S A C H I E V E D T H R O U G H S O U N D

S T R AT E G Y A N D P E R S I S T E N T E X E C U T I O N

BETTER OUTCOMES

BETTER PLANNING

BETTER GOVERNANCE

BETTER DECISIONS

BETTER METRICS & ANALYTICS

© MERCER 201723

QUESTIONS

© MERCER 201724