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Mobility and talent – common issues facing global organisations► Alignment and integration of talent

management programmes

► Global demographic shifts

► Relocating work to locations with good supply of talent

► Deploying global talent more efficiently and effectively

► Increasing complexity and challenges in deploying talent globally

► Growth markets

Recruit

Develop

Retain

Deploy

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Global mobility leading practicesFrom our experience with global mobility programmes, we have identified a number of key attributes of a leading practice program:

Multiple ad hoc policiesNo policy Multiple policies in the main hubs One clear set of global policies

Many exceptionsUnknown Specific tolerated exceptions(ad hoc, business driven)

Near 100% compliance

The obvious international assignee costs known

Total international assignee cost unknown

Most of the international assignee costs are known and

tracked

Costs understood in depth and return on investment link to

business needs clear

Poor Average LeadingGood

Overall known international assignee population tracked (annually)

Unknown International assignee population tracked (annually), including

accidental assignees

Clear ongoing tracking of international assignee

population

Ad hoc use of international assignees driven by in-country requirements

Ad hoc use of international assignees with no clear drivers

High-level global mobilitystrategy in place

Global mobility strategy linked to talent management strategy

Limited coordinationbetween local human resources teams

Managed withinlocal human resources

Managed by local human resourceswith central coordination

Strategy and process managedby central global mobility team

Policy

Complianceto policy

Return oninvestment tracking

Populationtracking

Strategic alignment

Global mobility operatingexcellence