The Global mobility
function – evolve or
die!!!
Andy Piacentini, Standard Life &The RES Forum,
February 2016
Good practice global mobility philosophy
Aim of today’s presentation
Share key assignment trends/drivers
amongst RES membership in 2015
Discuss with you what you see as the
key trends/drivers from where you sit
Understand how we (mobility
professionals) can adapt/reflect on those
trends going forward
Global mobility talent management
should be………………….
Global mobility talent
management is………………….
How do we go from the current
state to the desired state?
On the face of it..the answer is
simple…
Step (1)..mastery of Dickman’s grid…..
Strategy
Strategic
Advisor
Global Talent
Manager
Processes
People
Global People
Effectiveness
Expert
Expert on Due
Diligence
Operations
Dickmann, 2013
On the face of it..the answer is
simple…
Step (2)..bed the function into the Ulrich model
On the face of it..the answer is
simple…
Step (3)..mastery of consulting skills and technology + KPIS……..
On the face of it..the answer is
simple…
....et VOILA!........the perfect HR
operating model…
..if only life were that simple
GM practitioners currently spend
their time……
Strategy
Strategic
Advisor: 51%
Global Talent
Manager: 7%
Processes
People
Global People
Effectiveness
Expert: 14%
Expert on Due
Diligence: 79%
Operations
Dickmann, 2014
Most valued roles of GM practitioners
by Senior management today
Strategy
Strategic
Advisor: 56%
Global Talent
Manager: 15%
Processes
People
Global People
Effectiveness
Expert: 9%
Expert on Due
Diligence: 42%
Operations
In the future GM practitioners want
to spend their time……
Strategy
Strategic
Advisor: 94%
Global Talent
Manager: 42%
Processes
People
Global People
Effectiveness
Expert: 46%
Expert on Due
Diligence: 82%
Operations
On the face of it..the answer is
simple…but….
the future of the work place
might not agree…
Lynda Gratten and the hollowing
out of work
Some thoughts from RW3…….
• All jobs that do not require thinking will soon
be automated
• Organizations will thrive on the quality of
intellectual contribution of its workforce
• Empowering thought, encouraging creativity,
and motivating intelligence requires leaders at
all levels of the organization
But will it really happen?
....it is happening already in
HR…
Standard Life new operating model
Conclusion……
....evolve or die
……but there is hope
The future of Talent Mobility –
look at the HR function
Reward
Talent
HRIS
Competences
• Rewards align
with
shareholder
value
• Reward aligns
with business
performance
• Cost
management
• Optimised
spend
• Competencies
assessed and
development
plans created
• Framework to
measure and
assess talent
• ROI on talent
and post
assignment
progress
• Work flow
management
• Systemisation
• Process
management
• Self service
• Data
management
• Human
capital/big
data
• Review skills
against each
competency
framework at
the end of
each chapter
of the report