H E A L T H W E A L T H C A R E E R
M E R C E R W E B C A S TG L O B A L I S A T I O N S E R I E S
G L O B A L I S AT I O N : T H EM E G A - T R E N D C H A N G I N GT H E H R F U N C T I O N
Mark HobleChris CharmanFinn KeoughAnna Tweed
30 SEPTEMBER 2015
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G L O B A L I S A T I O N W E B C A S T S E R I E SW H E R E W E A R E
Title Date Speakers
1 Globalisation: The Mega-Trend Changing the HR Function 30 September
Chris CharmanMark HobleFinn KeoughAnna Tweed
2 One Size Fitting All? The Impact of Globalisation on Executive andWorkforce Compensation and its Management. 14 October
Chris CharmanMark Hoble
3 Think Globally, Engage Locally: Managing Engagement Across aDiverse Organisation 27 October
Finn KeoughKimmo Parkki
4 Building the global skills for the future 11 NovemberMichael GroverTegwen MorganAnna Tweed
5 Rewriting the Rule Book for Managing Performance Globally 25 NovemberJen SaundersAnna Tweed
6 From Barriers to Borders: Developing Diverse Global Talent 8 December Michael Grover
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T O D AY ’ S S P E A K E R S
Mark HoblePartner
Chris CharmanPrincipal
Anna TweedAssociate
Finn KeoughPrincipal
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GLOBALISATION:THE MEGA-TRENDCHANGING THEHR FUNCTION
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G L O B A L I S A T I O NA N I N T E R - C O N N E C T E D W O R L D
The increased interconnectedness andinterdependence of peoples andcountries that represents afundamental change from a world ofindividual and independent states to aworld of state interdependence1
1. The World Health Organisation
A single cup of Starbucks coffeecan depend upon as many as 19different countries. Between thecoffee beans, the milk, the sugar
and the paper cup, Starbuckscoffee is a global hub that connectsthe poorest countries in the world
with some of the wealthiest.
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T R A D EA N I N T E R - C O N N E C T E D W O R L D
Total value of world trade exploded from $57 billion in 1947 to$14.9 trillion in 20101
1. Manfred Steger, Globalization: A Very Short Introduction (3rd edn), Oxford (2013)2. World Trade Organisation World Trade Report 2013
The number ofMNC’s
globally hasrisen from
7,000 in 1970to about
80,000 in 2012
100 largest MNC’shave a total
foreign directinvestment of over
US$374 billion
200 largestMNC’s accountfor over half of
the world'sindustrial
outputMNC’s
account forover 70 per
cent ofworld trade
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M I G R AT I O NA N I N T E R - C O N N E C T E D W O R L D
Source: Wittgenstein Centre for Demography and Global Human Capital
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O U T S O U R C I N GA N I N T E R - C O N N E C T E D W O R L D
IT firms in India alone grew their global market share to 27.1%in the period between Jan – Jun 2015 from 23.6% in the firsthalf of 20141
0
20
40
60
80
100
120
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
Rev
enue
($U
SB
illio
n)
Global market size of outsourced services 2000 - 2014
1. The Times of India – August 2015
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D I G I T A LA N I N T E R - C O N N E C T E D W O R L D
Internet users per 100 inhabitants
In 2015 there are more than 1.3 billion Facebook users – thatis more users than were on the entire internet in 20081
1. PostCapitalism: A Guide to Our Future – Paul Mason
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G L O B A L I S A T I O N W E B C A S T S E R I E S
Globalisation trends will have a profound impact on all areas of the HR function andthese will each be covered in a separate webcast throughout the season
COMPENSATION
ENGAGEMENT ANDCOMMUNICATION
PERFORMANCEMANAGEMENT
TALENT DIVERSITY
GLOBALLEADERSHIP
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G L O B A L I S A T I O N W E B C A S T S E R I E SO N E S I Z E F I T T I N G A L L ? T H E I M P A C T O F G L O B A L I S A T I O NO N E X E C U T I V E A N D W O R K F O R C E C O M P E N S A T I O N A N DI T S M A N A G E M E N T
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G L O B A L I S A T I O N W E B C A S T S E R I E SO N E S I Z E F I T T I N G A L L ? T H E I M P A C T O F G L O B A L I S A T I O NO N E X E C U T I V E A N D W O R K F O R C E C O M P E N S A T I O N A N DI T S M A N A G E M E N T
Convergence of structure & governanceHomogenisation of regulationInstitutional shareholder views globallyDiversity of Board nationality
Career frameworksConsistency and efficiencyEnabling global career mobilityStrategic insight through data and metrics
Remuneration philosophyBenchmarking in a global talent marketEqual vs. fair: currency and cost of livingIncentive plan design and payouts
Isremuneration
becomingmore and
more similarglobally?
CONSISTENTGLOBAL
FRAMEWORKS
THE MARKETFOR TALENT
VS.THE MARKET
FOR PAY
GOVERNANCEAND PLAN
DESIGN
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G L O B A L I S A T I O N W E B C A S T S E R I E ST H I N K G L O B A L L Y , E N G A G E L O C A L L Y : M A N A G I N GE N G A G E M E N T A C R O S S A D I V E R S E O R G A N I S A T I O N
The situation…
• Governance, centralisation and mobility are increasingly important, as is a uniformcustomer/client experience
• Social media enables employees and potential recruits to quickly form and shareopinions about you – building or eroding your reputation
…yet in different geographies…
• Employees have diverse needs, wants and skills
• Work/life conditions and market expectations will vary
Therefore…
• Having a robust and authentic global employee value proposition (EVP) is critical toengaging your employees, but it’s equally critical that it allows for localdifferentiation and implementation
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G L O B A L I S A T I O N W E B C A S T S E R I E ST H I N K G L O B A L L Y , E N G A G E L O C A L L Y : M A N A G I N GE N G A G E M E N T A C R O S S A D I V E R S E O R G A N I S A T I O N
Approach
1. Define where you want to be – must be authentic because there is no hiding
2. Know where you are – employee research + public information
3. Address your challenges – e.g. virtual teams, acquisition integrations, etc.
4. Cascade globally, allowing for flexibility – requires resource to build capability in allgeographies
5. Implement locally – allows for tailoring to meet employee needs and engage in away that’s relevant
How it can be done – case study
• Nestlé – global launch of flexible total rewards policy with:• Supporting introductory materials• Toolkit to enable local implementation
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G L O B A L I S A T I O N W E B C A S T S E R I E ST H I N K G L O B A L L Y , E N G A G E L O C A L L Y : M A N A G I N GE N G A G E M E N T A C R O S S A D I V E R S E O R G A N I S A T I O N
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G L O B A L I S A T I O N W E B C A S T S E R I E SB U I L D I N G T H E G L O B A L S K I L L S F O R T H E F U T U R E
Geographicexpansion
Global mergers,acquisitions, JVs
Global customersand suppliers
Global talent
The requirements of global leaders are different - an appreciation of diversity and crosscultural knowledge is critical and has never been in greater demand
Today’s reality requires leaders to think & act globally regardless of level or travel budget
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G L O B A L I S A T I O N W E B C A S T S E R I E SB U I L D I N G T H E G L O B A L S K I L L S F O R T H E F U T U R E
Passagefive
Passagefour
Passagethree
Passageone
Passagetwo
GlobalExecutivePassage
Fullpackage
BaselineAttributes
GlobalMindset
GlobalMindset
GlobalSkills
If you wait until top level leadership forglobal development you’re too late
We have defined the baseline attributes,skills and mindset for global leadership
Develop leaders with and withoutassignments
Identify the criteria for global leadershipsuccess & assess leaders against them
Set up an infrastructure and cultureto grow your talent pipeline
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G L O B A L I S A T I O N W E B C A S T S E R I E SR E W R I T I N G T H E R U L E B O O K F O R M A N A G I N GP E R F O R M A N C E G L O B A L L Y
EAST COAST / CENTRAL
W EST COAST
CENTRAL AMERICA
NORTH AMERICA MIDDLE EAST & ASIA
PACIFICAFRICA
EUROPE
DECLINED
IMPROVED
DECLINED
SAMESAME
DECLINED
IMPROVED
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G L O B A L I S A T I O N W E B C A S T S E R I E SR E W R I T I N G T H E R U L E B O O K F O R M A N A G I N GP E R F O R M A N C E G L O B A L L Y
EAST COAST / CENTRAL
W EST COAST
CENTRAL AMERICA
NORTH AMERICA MIDDLE EAST & ASIA
PACIFICAFRICA
EUROPE
Technologyto retain
objectivity
Disruptivepractices
Focus onthe
individual
Segment theworkforce
Increaseautomation
Managers ascoaches
Drive TalentManagement
Our point of view• Clarifying the point of performance
management• Redefining performance• Managing the performance of a
diverse workforce• Consequences for reward
200 millionunemployed
globally Globally 34% ofemployers can’t fill
available jobs2
74% technical skills
68% supervisory/managerial skills4
Talentism isthe new
Capitalism1
1Klaus Schwab, Founder & Executive Chairman of the World Economic Forum; 2ILO 2013 and Manpower Group’s Talent Shortage Survey;317th Annual Global CEO survey, PwC 2014; 4Mercer global Oil & Gas Talent Outlook and Workforce Practices Survey 2014
CEOs areconcernedabout findingkey skills3
63%
G L O B A L I S A T I O N W E B C A S T S E R I E SF R O M B A R R I E R S T O B O R D E R S : D E V E L O P I N G D I V E R S EG L O B A L T A L E N T
G L O B A L I S A T I O N W E B C A S T S E R I E SF R O M B A R R I E R S T O B O R D E R S : D E V E L O P I N G D I V E R S EG L O B A L T A L E N T
BUYERS66%
BUILDERS1
34%Borrow
?
1Mercer Talent Barometer Survey 2013
NewTalent
SourcesMobility
WOMEN
GENERATIONS
LGBT
Source: Mercer Worldwide International Assignment Policies and Practices Survey: Boston Consulting Group “Decoding Global Talent” study
G L O B A L I S A T I O N W E B C A S T S E R I E SF R O M B A R R I E R S T O B O R D E R S : D E V E L O P I N G D I V E R S EG L O B A L T A L E N T
88%concerned about findingsuitable candidates for
international assignments
64%globally would considerworking abroad rising to
70% of Millennials
Internationalexperience
pre-requisite forexecutive or leadership
roles
Only 20%female
assignees
LGBT Mobility
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Q U E S T I O N S
Mark HoblePartner
Chris CharmanPrincipal
Anna TweedAssociate
QUESTIONSPlease type your questions in the Q&A section of the toolbarand we will do our best to answer as many questions as wehave time for.
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Finn KeoughPrincipal
© MERCER 2015 24
G L O B A L I S A T I O N W E B C A S T S E R I E SS T I L L T O C O M E
Title Date Speakers
1 Globalisation: The Mega-Trend Changing the HR Function 30 September
Chris CharmanMark HobleFinn KeoughAnna Tweed
2 One Size Fitting All? The Impact of Globalisation on Executive andWorkforce Compensation and its Management. 14 October
Chris CharmanMark Hoble
3 Think Globally, Engage Locally: Managing Engagement Across aDiverse Organisation 27 October
Finn KeoughKimmo Parkki
4 Building the global skills for the future 11 NovemberMichael GroverTegwen MorganAnna Tweed
5 Rewriting the Rule Book for Managing Performance Globally 25 NovemberJen SaundersAnna Tweed
6 From Barriers to Borders: Developing Diverse Global Talent 8 December Michael Grover
© MERCER 2015 25
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