Global Assignment Policy Design Process and Considerations

1. Global Assignment Policy Design Process and Considerations Neil B. Krupp, CMC Vice PresidentHR Consulting & Global Compensation Services FEMJune 14, 2011

2. Policy Objectives • Comprehensive • Consistent with existing HR programs / professionally contemporary • Proactive and supportive of overall corporate philosophies and objectives • Minimizes assignees’ financial gains and losses • Encompasses a support system, which fosters a positive international experience and, as appropriate, career development • Responds to employee, family and business needs • Easily understood and communicated • Facilitates knowledge transfer upon repatriation

3. Nine Phases | Distinct Yet Inter-related Phase 1 - Diagnostic review and data gathering Phase 2 - Development of IHR vision Phase 3 - Benchmarking/best practices analysis Phase 4 - Internal data gathering and feedback Phase 5 - Data analysis and presentation Phase 6 - Policy development Phase 7 - Implementation process Phase 8 - Communications strategy Phase 9 - Rollout

4. Phase 1 | Diagnostic Review and Data Gathering • Establishes the tone and knowledge base for subsequent actions, recommendations, and decisions • Review of existing policy and program elements - “what is” • One-on-one task force team interviews to gain insights-strengths and or weaknesses of existing program, as well as future direction • Task force collaboration • Development of project schedule and timeline

5. Phase 2 | Development of HR Vision • Development of a collaborative formal IHR vision statementthat reflects a Company’s overall approach to global assignments, while aligning with its overall corporate and human resource philosophies • Once agreed upon by “stakeholders”, it forms the framework within which all future aspects of the assignment program are developed

6. Phase 3 | Benchmarking/Best Practices Analysis • An appropriate and necessary exercise • Identifying and obtaining reliable metrics in vogue in market place • Identifying which (or type of) organizations to be aligned • Establishes relative competitive position amongst peer companies

7. Phase 4 | Internal Data Gathering/Feedback • Assignee Surveys are a key indicator in: • Determining effectiveness and receptiveness of specific program • Assignee’s understanding and acceptance of its objectives and processes • Whether or not it meets a perceived need on their part • Instrument for determining: • How important a particular provision is, or procedure/process was, or may be during the term of assignment • If assignees and/or eligible dependents are satisfied with the level of “benefit” or service delivery

8. Phase 5 | Data Analysis and Presentation • This phase synthesizes the findings of the earlier phases: • “Data” form stakeholders (one-on-one interviewing) • Understanding of the external market (benchmarking) • Feedback from current and former assignees and spouses (Assignee Survey) • Serves as the foundation for Global Assignment Policy Development

9. Phase 6 | Policy Development • Appropriate application of “data” by applying its positive elements and mitigating the negative ones • Serves as charter throughout Phase 6 • Identify new program elements • Eliminate gaps in existing program • Meet desired objectives • Apply sound tax planning techniques • Tools which can be employed to facilitate business case approval process include: • Policy summary and abbreviated version of policy documentation • Customized Cost Estimates - comparing actual or estimated costs associated with current program vis-à-vis projected costs under new policy provisions. Identifies any potential cost or savings of the proposed program provisions.

10. Phase 7 | Policy Implementation Process • A critical success factor in addition to policy design is the effectiveness of the implementation process employed and answers to a complex combination of issues: • When to implement? • Over what period of time? • Who and how to “grandfather”? • How to communicate? • How to integrate with other corporate departments (payroll, legal, finance, tax, etc.)? • Phase-in considerations and process? • “Buy out” considerations, etc.?

11. Phase 8 | Communications Strategy • Finally, success of new or revised program is significantly affected by how it is received/understood by those who are administering or affected by its components • Depending upon an organization’s typical approach in communicating with its employees, a combination of any of the following may be appropriate: • Development of written communication literature • Development of Company intranet communications • Formal presentations via video conferencing of program intent to management and/or employees • Design and production of employee handbooks

12. Phase 9 | Rollout • Commencement of Company rollout of policy, communications, implementation process in partnership with both internal and external HR consulting related resources • Opportunity for any potential 13th hour policy transition adjustments which may be determined to be appropriate during “Implementation Process” phase

13. Thank You!Q&A