1 / 47

Entering the Age of Talentism 45 th Annual Forum

Entering the Age of Talentism 45 th Annual Forum. Stephen Cryne President & CEO CERC. Agenda. Drivers of Talent Mobility From Tactical to Strategic Good Practices and Organizational Strategies Q & A. About CERC. Established in 1982 Canada’s leading authority on talent mobility

missy
Download Presentation

Entering the Age of Talentism 45 th Annual Forum

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Entering the Age of Talentism45th Annual Forum Stephen Cryne President & CEO CERC

  2. Agenda Drivers of Talent Mobility From Tactical to Strategic Good Practices and Organizational Strategies Q & A

  3. About CERC • Established in 1982 Canada’s leading authority on talent mobility • Research • Advocacy • Education • Knowledge Transfer • Membership includes many of Canada’s top FP100 companies

  4. Drivers of Change • Demographic changes • Globalization of trade and human capital mobility • Transformation to knowledge based economies

  5. Drivers of Change “The success of any national or business model for competitiveness in the future will be placed less on capital and much more on talent …the world is moving from capitalism to talentism” Klaus Schwab, Founder and Executive Chairman World Economic Forum, 2012

  6. Canada’s Population Growth Source: Urban Futures Institute HRPA Talent Pipeline Conference April 19, 2012

  7. Population Aging Canada’s aging population Source: Statistics Canada

  8. Population Aging Courtesy Economist Magazine

  9. The Shrinking Workforce *2025 total population Source: UN population prospects, 2008

  10. Labour Force Growth • Between 1996 ‐ 2008, Canada created 3 million net new jobs – a 23% increase. • Between 1991 – 2001, immigration accounted for 70 per cent of Canada’s workforce growth • Immigration will account for all workforce growth over the next decade • 2.1 workers supporting 1 retiree

  11. Employment Trends Canadian employers have created over 700,000 net new jobs since July 2009 Source Statistics Canada

  12. Employment Trends Canada’s Unemployment rate = 7.2 % Source: Statistics Canada HRPA Talent Pipeline Conference April 19, 2012

  13. Employment Trends HRPA Talent Pipeline Conference April 19, 2012

  14. Talent Index Heidrick Struggles Global Talent Index Report HRPA Talent Pipeline Conference April 19, 2012

  15. US Employment Trends 2012 13.1% 8.4% 7.2% 4.2% HRPA Talent Pipeline Conference April 19, 2012

  16. Employment Forecasts • 25 million new workers needed in the US by 2030 • 1 million job openings in B.C. by 2019 - 75% will require secondary education • 800,000 new Oil Sands jobs over next 20 years / $250 billion investment • 25 million – new workers needed in EU by 2030 • $1.8 trillion investment in Australia’s mining industry – 750,000 new jobs HRPA Talent Pipeline Conference April 19, 2012

  17. Employment Forecasts Human Resources and Skills Development Canada HRPA Talent Pipeline Conference April 19, 2012

  18. Employment Forecasts HRPA Talent Pipeline Conference April 19, 2012

  19. Talent Mobility is Key HRPA Talent Pipeline Conference April 19, 2012

  20. Recommendations for Government • Develop a talent mobility blueprint • Lead cross-border collaboration with other governments • Share access to labour market data / forecasts • Develop a framework for a collaborative approach to talent mobility

  21. Recommendations for Organizations • The Talent Mobility function is often viewed as being transactional role • Leading companies see Talent Mobility as a strategic opportunity to create a competitive advantage & grow new markets • Talent Mobility is a strategic function that supports business objectives HRPA Talent Pipeline Conference April 19, 2012

  22. Aligning Mobility and Business Strategies • 88% of companies said it was important, or critically important to align their global talent mobility strategy with their business strategy • But only 2% feel that current programs are aligned • Only 35% of respondents believe senior executives understand the role of global mobility Deloitte, Strategic Moves January 2012 HRPA Talent Pipeline Conference April 19, 2012

  23. From Tactical to Strategic Align the talent mobility programs with the organization’s talent and strategic business objectives Talent Acquisition and Retention Talent Development (Individual & Strategic) Leadership Development Compensation Performance (Business and Individual) Return on Investment Finance/Budgeting Tax Planning/ Compliance/ Reporting (Corporate and Individual) Security, Travel Systems (HRIS) HRPA Talent Pipeline Conference April 19, 2012

  24. Good Practices in Talent Mobility HRPA Talent Pipeline Conference April 19, 2012

  25. Global Mobility Essentials DEVELOPMENTVALUE BUSINESS VALUE

  26. The Assignment Lifecycle HRPA Talent Pipeline Conference April 19, 2012

  27. Good Practices CERC 2011 Survey • 90% track assignment costs • 90% have formal relocation program • 60% pre-qualify candidates • 51% have specific International global mobility program CERC Employee Relocation Policy Survey, 2011

  28. Repatriation Practices • 82% track success of assignment • 1/3 of companies have a formal repatriation program • 50% of those include career planning

  29. Tactical to Strategic 2011 CERC Employee Relocation Policy Survey • 88% of companies have a formal mobility policy • The (HR) management objectives that mobility policy supports • talent acquisition • talent development • Greatest management challenge for international assignments - tax &immigration compliance

  30. Tactical to Strategic Marriott International: centralized global mobility operations • higher retention of its high performing GMs, • improved organizational efficiencies Source WEF Report January 2012 HRPA Talent Pipeline Conference April 19, 2012

  31. Tactical to Strategic COM DEV: Harmonized approach to mobility– • better mobilization of staff • Benefits to the Organization • Attracts first-choice candidates • Fosters talent retention • Enhances ROI Source WEF Report January 2012 HRPA Talent Pipeline Conference April 19, 2012

  32. Tactical to Strategic ITT Corporation Mobility Principles • Strategic Workforce Planning • Compliance • People • Innovative Administration and Best Practices CERC annual conference 2010 HRPA Talent Pipeline Conference April 19, 2012

  33. Managing Mobility HRPA Talent Pipeline Conference April 19, 2012

  34. Purpose/objectives of assignment Type of assignment Employee level Budget and cost implications Repatriation considerations Assignment Policy Considerations HRPA Talent Pipeline Conference April 19, 2012

  35. Key Policy Elements Pre-assignment assessment Immigration Compensation Pension and benefits Pre-visit, destination services, cultural training Allowances and incentives Housing Tax Moving Social Insurance/Security Payroll Home leave Language training Schooling Repatriation HRPA Talent Pipeline Conference April 19, 2012

  36. International Assignment Cost

  37. But Will They Go? HRPA Talent Pipeline Conference April 19, 2012

  38. CERC Global Mobility Study Imagine if you had a full-time job opportunity in the near future that would mean relocating to another city for a minimum of two years with at least a 10% pay raise and all of your moving expenses covered. How likely would you be to take the job? CERC Global Trends in Talent Mobility Feb 2012

  39. CERC Global Mobility Study Imagine if you had a full-time job available in another country for 2-3 years & 10% increase in your pay. How likely would you be to consider moving to this new job? CERC / IPSOS Research Global Mobility Study September 2011

  40. Why Employees Decline International Assignments Spouse’s career Loss of dual income Elder care Safety and security concerns Children’s education/special needs Uncertainty of role/position upon return HRPA Talent Pipeline Conference April 19, 2012

  41. Mobility Model Talent Strategy & Business Objectives • Workforce Planning + Talent Management =Business Objectives • Assignment VS Local Hire • Policy design for employee levels & demographics • Repatriation and succession planning • Internal administration & ROI Management • Centralized control – C Suite sponsor/ Authorizations, • Compliance and risk mitigation • Provider and service level management Service Delivery • An outsourced or “in-house mobility team” global providers? • Regional delivery/administration • Standards for service level performance HRPA Talent Pipeline Conference April 19, 2012

  42. Corporate Responsibilities / Obligations • Senior management commitment to talent management • Clearly define roles and responsibilities for mobility management • Systems to ensure compliance with internal controls & statutory regulations • Service provider agreements for global supply chain • Communication HRPA Talent Pipeline Conference April 19, 2012

  43. Communication • The value of mobility to the enterprise • The value of mobility to the employee and accompanying family • Ownership and authorizations • The risks consequences of non compliance HRPA Talent Pipeline Conference April 19, 2012

  44. HR Strategy • Use performance measures to track progress and identify leaders / expertise • Ensure retention through effective repatriation programs • Benchmark assignment policy HRPA Talent Pipeline Conference April 19, 2012

  45. Conclusion • Make workforce planning Job# 1 • Design and promote talent mobility strategies internal to the organization • Manage talent like other forms of capital • Establish a direct link between mobility and talent development • Embrace cultural diversity as a business strength HRPA Talent Pipeline Conference April 19, 2012

  46. Conclusion • Align business and mobility objectives • Match business goals and assignee selection • Set out the purpose and specific objectives to be met • Adjust objectives and purpose to meet changing business realities HRPA Talent Pipeline Conference April 19, 2012

  47. Questions Thank you scryne@cerc.ca www.cerc.ca

More Related