Global Talent and Global Mobility
Maureen Potts
Director, Global Mobility Programmes
Partnership between Global Talent Management and Global Mobility
allows us to put structure around issues and interventions to improve
talent management
Global Mobility should be seen as an important component of the talent
management interventions a firm can take
►
Focus on strategic goals of each business unit
►
Alignment with Global Talent planning for GSK
►
Designed for different programme application (PULSE)
Global
Mobility
Recognition,
Rewards and
Engagement
Sufficient talent to meet
the business plan:
The Market
Vision
Mission
Values
Strategy and
Business
Plan
Business Unit
Objectives &
Measurement
Recruitment
and
On-boarding
Succession
Planning and
Career
Mapping
Performance
Management
Talent
Management
Business
Results
Knowledge
Transfer and
Training
Stakeholders
Role and
Competency Leadership
Development
Design
2
►
Financial results
►
Organisational
effectiveness
►
Compliance and control
►
Employer brand and
reputation (underway)
►
Talent investment ROI
Effective Talent Management ensures you have the right
people in the right roles according to the current and
future business needs
The Role
Matrix assessing criticality of role to business needs with current talent population
Strategic
(Critical to
realising
business plan)
Resilient
(Critical to
maintaining
business
continuity)
Global
Mobility
This diagnostic approach can be used in
different ways to map the profile of:
►
One Business Unit or function globally?
►
The Global Assignee population?
►
All management of Grade X+?
►
The top 100/200?
Recruitment
and
On-boarding
Succession
Planning and
Career
Mapping
Support
Recognition,
Rewards and
Engagement
Performance
Management
Talent
Management
The Individual
Med Potential
High Potential
Med Potential
High Potential
Med Performer
Med Performer
High Performer
High Performer
(e.g., wait and see)
(e.g., new in role, needs
consolidation and
stretch)
(e.g., potentially
technical specialist –
need stretch/maximise
current competencies)
(e.g., need stretch or
promotion)
3
►
Career path design
►
Global Mobility
Policy, Management
Development
programs:
GIO/ESPRIT
►
Succession planning
Knowledge
Transfer and
Training
Role and
Leadership
Competency
Development
Design
(Supports
strategic or
resilient roles)
Do other core talent
processes support
mobility? e.g.,
GSK Talent Review 9 Box Model
4
Case study – Company that wasn’t sure if its GA
programme was cost effective or supporting its
business strategy
International talent investment will ensure that the future leaders of our organisation have the
required international experience to deliver our global strategy:
X%
Headcount
Growth Rate
1
Determine International Experience
Determine the International experience requirements
by Region/Business Unit/ Function for each role
1
Level of
International
Experience
required
2
Analyse the GA profile against
investment principles
3
Identify interventions to meet the
International Experience
requirements
4
Scope the controls and policies to
realise the benefits
3
2
4
Rest of Management Population
Improve the RoI of international talent investment
through adequate use of policy and assignment
management
GA that DO NOT meet programme principles
GA that meet programme principles
5
Five segments to categorise current GA
population
GA
population
segmentatio
n
Driver of
GAs
One-line
descript
or
A
B
C
D
E
Future Leaders
Development
Skill Based
Need Based
Non-Strategic
International talent
investment principles
Developing Key
Talent
Requirement for
specific skill
Reduced Local Market
Capability
Ineffective GA
Programme Controls
Meet the international
talent investment
principles
Graduate
programmes invested
in by the business,
but do not deploy onto
Type A roles
Assignee deployed to
in to meet specific job
need
Not type A, B, or C,
and deployed to fix
temporary talent gap
GAs that do not meet
the requirements for
type A,B, C or D
6
6
Principles for investing in international
experience - example
International talent investment strategy will ensure that the future leaders of our organisation have the
required international experience to deliver our global strategy by transferring and acquiring skills and
capabilities. This will focus on:
1
2
Customer and
consumer facing
functions
Strategic locations
80+% of our investment across the organisation will be in roles within x type functions
Our investment in markets and regions will focus on transferring skills to and building talent from strategically
important developing and emerging countries, or;
On building capability in strategically important hubs in mature markets ie Singapore
3
Leadership
80+% of our investment will be focused on leadership at level x+
4
Key roles
Our investment will be focused on deploying our best talent to strategically important roles
5
Key talent
Our investment will be focused on building the skills and experience of our key talent, i.e., High performers,
potential high performers, strategic high performers, etc.
6
Selective talent “gap
filling”
20% or less of our investment in international talent will dedicated to “filling” talent gaps
7
Global Talent Pipeline – International Experience
International “experience”
Input
Outcomes
Performance
People
and their characteristics
Assignment
Role
and
interactions
Policy
pay
and
terms
Support
scope
and
style
Development
Organizational
Impact
Talent Interventions
Corporate Context
8
Global Talent – Global Mobility Initiative at GSK
Global Talent owns the initiative at GSK
Partnered with TraQs in Phase 1 to develop and deliver benchmarking
and surveys
Phase 1
– Talent Program Benchmarking
Survey
– Talent Framework
– Talent Interventions
– Talent Platform
– Post-Repatriation Metrics
Survey
– Measure developmental and career impact of international assignments
– Progress of employee in the organization
– Effectiveness of the Global Mobility Program
Reed Elsevier – Talent and Global Mobility
9
Global Talent and Global Mobility
Q&A
Reed Elsevier – Talent and Global Mobility
10