Smarter moves
A new approach to global mobility
Margot Thom
Managing Director, Global Talent
The International Economic Forum of the Americas
June 6, 2011
Challenges driving new global mobility requirements
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The International Economic Forum of the Americas June 6, 2011
© Deloitte & Touche LLP and affiliated entities.
Global mobility framework
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© Deloitte & Touche LLP and affiliated entities.
International assignment lifecycle
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The International Economic Forum of the Americas June 6, 2011
© Deloitte & Touche LLP and affiliated entities.
Managing the whole mobility investment
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The International Economic Forum of the Americas June 6, 2011
© Deloitte & Touche LLP and affiliated entities.
Building blocks for effective global mobility
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The International Economic Forum of the Americas June 6, 2011
© Deloitte & Touche LLP and affiliated entities.
Global mobility and workforce strategy
• Identify which business and talent objectives
should be supported by global mobility
• Define a multi-year plan and budget for mobility
• Identify roles and career paths for which international assignments are
important to development
• Identify job families and employee types that should be prioritized for
mobility
• Identify preferred source and destination countries for global
deployments
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The International Economic Forum of the Americas June 6, 2011
© Deloitte & Touche LLP and affiliated entities.
Global employee rewards
• Differentiate employee compensation, benefits,
and support packages according to the value of
each assignment type
• Promote the value of learning and career development, not just
compensation and benefits
• Harmonize rewards programs to reduce mobility barriers
• Apply innovative approaches to participation in state-sponsored and
private benefits programs
• Share the cost of global assignments and mobility between employees
and employers
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The International Economic Forum of the Americas June 6, 2011
© Deloitte & Touche LLP and affiliated entities.
Global mobility service delivery
• Provide guidance to businesses on mobility-related
decisions
• Deliver the entire spectrum of HR services to assignees
• Integrate global mobility and talent management practices so assignees
are appropriately deployed to suitable positions when they return to their
home country (or are reassigned to another country)
• Utilize both internal resources and external service providers as needed
to deliver cost-effective, high-quality service
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The International Economic Forum of the Americas June 6, 2011
© Deloitte & Touche LLP and affiliated entities.
Technology
• Enable employee and manager self-service
• Support compliance
• Provide dashboard reporting for program performance
• Give leaders an integrated view of global talent demand
• Give leaders an integrated view of the workforce
• Enable in-depth analysis of expatriate data
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© Deloitte & Touche LLP and affiliated entities.
Business benefits of effective global mobility
• Reduces costs
• Develops talent
• Fits the needs of the business
• Improves ROI
• Reduces the risk of non-compliance
• Supports global growth
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The International Economic Forum of the Americas June 6, 2011
© Deloitte & Touche LLP and affiliated entities.
Our Deloitte experience
• Deloitte Canada has successfully managed 45 outbound and 105
inbound mobility assignments, contributing to a 30% increase in mobility
volumes over the past year
• Globally Deloitte recorded over 3500 mobility assignments in the past
year (mix of short term and long term); an increase of 15% over the prior
year
– Doubled our global ‘self-select’ mobility assignments posted
– Implemented a Global mobility system in 92 countries to manage,
track and report on mobility activity
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© Deloitte & Touche LLP and affiliated entities.
Moving forward
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The International Economic Forum of the Americas June 6, 2011
© Deloitte & Touche LLP and affiliated entities.