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                              Talent mobility
                              2020 and beyond
The future of mobility in a
globally connected world
Background
Our globally connected world and your business
The year 2020, which once seemed so                    We’ve drawn from several sources in       Our conclusions paint a business world
distant, is approaching rapidly. The                   producing this report:                    that’s far removed from that of today.
future promises to look very different,                                                          Talent and mobility strategies will need
particularly in the way the global                     •	 Information from our database          to progress significantly to keep pace with
workforce is sourced, organised and                       representing 900 companies that have   this change and the further increases in
managed; an explosion of activity and                     been surveyed on assignment trends     mobile employee numbers we expect to
business growth potential in emerging                     over the past 20 years.                see. We’re not yet consigning existing
markets has already contributed to                     •	 Findings from scenario planning        models for international assignments
a significant increase in the need for                    studies for our Managing tomorrow’s    to the history books, but the changes
companies to move people and source                       people series, which explored the      underway surely call for a radical rethink.
talent from around the world. Talent                      future of work to 2020.1
mobility is in the grip of radical change              •	 Results from PwC’s annual global
and in this report we investigate the                     CEO survey.2
emerging trends, what they mean for                    •	 Findings from PwC’s 2011 survey of
talent, mobility and resourcing strategies,               millennials, which resulted in more
and the urgent need for alignment with                    than 4,300 responses.3
wider business growth plans and strategy.              •	 Interviews with PwC talent mobility
                                                          specialists supported by the views
                                                          of several global organisations from
                                                          around the world.                      “The demographic changes that we see occurring in many of the
                                                                                                 regions where we operate – shrinking populations, an ageing
                                                                                                 workforce and diversifying demographics – compound the
                                                                                                 challenges we face and intensify the war for talent.”

                                                                                                 Dr Rüdiger Grube Chairman and CEO,
                                                                                                 Deutsche Bahn AG, Germany



1 Managing tomorrow’s people: The future of work to 2020, PwC
2 PwC’s 15th Annual Global CEO Survey, 2012
3 Millennials at work: Reshaping the workplace, PwC, 2011
Contents
Executive summary                             1
A changing world – the next decade            5
	   Populations change and shift              6
	   Urban populations on the rise             7
	   Future view: New cities                   9
	   The nature of work in 2020               10
Modern mobility                              11
	   Mobility, but not as we know it          11
	   Future view: Mobility without moves      13
	   Mobility in financial services           14
Managing modern mobility                     15
	   Talent on the agenda                     16
	   Retaining the best                       16
	   Growing talent from within               17
	   Adapt and survive                        17
	   Managing millennials                     19
	   Future view: Choice and flexibility      22
The risks of modern mobility                 23
	   Western employers lose their appeal      23
	   Pressure on pay                          24
	   Focus on Africa                          24
	   The politicisation of immigration        25
	   Pressure on HR                           25
Creating a ‘modern mobility’ strategy        27
	   Future view: Delivering the experience   28
Conclusion                                   29
Executive summary

                                   The world in 2020 and beyond                 But this isn’t mobility as it’s been
                                   The business world is changing rapidly       understood in the past; this is modern      •	 New talent, new destinations.
                                   and this has transformed the way the         mobility and it brings its own unique set      The growing importance of emerging
                                   global workforce is sourced, organised and   of challenges:                                 markets has created a significant
                                   managed. Knowledge, trade, technology,                                                      shift in mobility patterns. Skilled
                                   capital and goods are more globally          •	 More mobility – but not as                  employees from emerging markets are
                                   connected than ever before.                     we know it. Assignee levels have            increasingly in demand at home and
                                                                                   increased by 25% over the past decade;      abroad. Domestic multinationals are
                                   Explosive growth in emerging markets is         we predict a further 50% growth in          increasingly attractive to local talent.
                                   creating a huge increase in the number          mobile employees by 2020. But the           delivery of the mobility experience and
                                   of employees working outside their home         era where assignments meant a three         the underpinning career promise (or
                                   location and critical shortages in talent       or four-year relocation followed by         ‘deal’) will become more critical in the
                                   in specific markets and disciplines have        a return home is coming to an end.          future as new, unfamiliar and often less
                                   pushed mobility up the boardroom agenda.        New forms of global mobility have           desirable locations come into play.
                                                                                   developed in response to business
                                                                                   demands and employee preferences,        •	 Giving people what they want.
                                                                                   many of which don’t involve                 Mobility opportunities are now
                                                                                   relocation at all.                          recognised as a key element in
                                                                                                                               attracting, retaining, developing and
                                                                                                                               engaging talent. This is particularly
“We’re deploying our assets and operations in a more flexible                                                                  true of the millennial generation; 71%
manner so that we can control costs not only with regard to                                                                    say they want and expect an overseas
predictable business cycles, but also to cope with unpredictable                                                               assignment during their career. But as
macro-economic events.”                                                                                                        the workforce becomes more diverse
                                                                                                                               this inevitably affects global mobility
                                                                                                                               strategies. The number of female
Jouko Karvinen, CEO,                                                                                                           assignees, for example, has doubled
Stora Enso Oyj                                                                                                                 in the past 10 years from 10% to 20%.
                                                                                                                               The preferences and expectations
                                                                                                                               of mobile employees will have to be
                                                                                                                               carefully managed in the next decade.

1
•	 Bringing down the political                •	 Powered by technology. Technology         The mobile population in large organisations is increasing
   barriers. Businesses need to move             will play a key role in global working
   and deploy people quickly, but tax,           arrangements and help to support
   social security and immigration               compliance obligations; however,
   requirements often stand in their             technology will not erode the need to
                                                                                                                                                 200                          50%
                                                                                           Average number                                                                      growth
                                                                                                                                               25% growth
   way. Politics and political unrest            have people deployed ‘on the ground’.     of mobile
   are constantly shifting the barriers                                                    employees1
   to mobility and any global mobility        •	 Mobility functions rising to the                                  0              100              200              300             400                500
   strategy needs to be nimble enough            challenge. The pressure on HR to                                      1998       2009      2020
   to react quickly to changes. By 2020,         provide evidence and insight to support
   governments and regulators will need          mobility decisions and to manage          1. 2020 projection: As the business model of an organisation evolves from multinational to international to global,
   to accept the economic benefits of            programme costs will only increase in     the mix shifts accordingly (from 80% of mobile employees from HQ to 60% from HQ to 40% from HQ). Numbers
   talent mobility to stimulate economic         the future, and this means developing     continue to increase and the definitions of mobility have broadened – even with increasing numbers, costs may
                                                                                           be flat due to changes in package design and focus on lower cost alternatives. Mobile employee type mix has
   growth. This acceptance smooths the           a predictive way of thinking – and        evolved from 50% executive to 10% executive.
   way to greater collaboration between          embracing the analytical techniques
                                                                                           Source: PwC international mobility database – sample 900 companies
   governments and businesses to remove          that support it.
   some of the barriers to mobility
   around the world.                          How will your business operate in this new   Companies are hosting mobile employees in more countries than ever before
                                              environment? What talent will you need,      The average number of host locations supported by a global organisation continues to rise
•	 More sophisticated programmes.             to compete, and how will you safeguard
   As we look forward, mobility strategies    your talent pipeline for the long term?
   will need to be more sophisticated         And how will you align your Mobility,
   to deal with growing deployment            Global Resourcing and Talent Management
                                                                                                            1998                            13                                                 50%
                                                                                                                                                                                                growth
                                                                                                            2009                                                     22
   demands, while simultaneously              strategies with wider business strategy?
   managing the very different needs          The winners of 2020 and beyond will                           2020                                                                                  33

   and expectations of three generations      be those companies that adjust their                                            5           10           15          20         25          30           35
                                                                                                                   0
   of workers. The best mobility              strategies now.                                                                        Average number of host locations per organisation
   strategies will be agile, adaptable and
                                                                                           Source: PwC international mobility database – sample 900 companies
   constantly evolving to meet the specific
   requirements of the business and
   different groups of employees.

                                                                                                                                                            Talent mobility – 2020 and beyond                    2
Three eras of international assignments

1970–1990
International assignments are mostly driven by large
multinationals based in the US and Europe. These
organisations send talent from the HQ country out into
the field to manage operations in other parts of the
world. Many assignments are from the US into Europe,
but oil and gas, mining and other industries dependent
on natural resources regularly send staff to more
far‑flung destinations. Assignees are usually sent off
for a two to five-year period and are incentivised with
attractive expatriate packages.




1990–2010
Demand for global mobility of talent increases as new
markets emerge for companies to sell their products
and services to, and also manufacture their goods
at lower cost. Offshoring gathers pace. A new breed
of mobile worker emerges alongside the expatriate
and meets the globalisation demand through
commuter, rotational, and technology-enabled virtual
assignments. The flow of talent is still predominantly
from West to East, or intracontinental, but companies
begin to tap into rich talent pools in emerging markets,
particularly India and China.



3
Future view
2020
Global mobility continues to grow in volume. Within
the context of closely aligned international regulatory
frameworks, the growth of cross-border acquisitions by
sovereign wealth funds, lingering public investments in
private business concerns, greater security cooperation
between nations, and information technology that
can identify and connect talent in an instant, global
mobility becomes part of the new normal. Mobility of
talent is fluid. For example, a Chinese company may
engage a European team to manage an investment
in Africa.




“We try to avoid overseas assignments just to fill a gap, but
sometimes you just can’t avoid it.”

Marijn Dekkers, Chairman,
Bayer AG



                                                                Talent mobility – 2020 and beyond   4
A changing world – the next decade

The global marketplace is a constantly shifting
landscape and in recent years the primary
development has been a steady but relentless
migration of economic power from West to
East. Over the coming decades, demographic
changes and economic forces will combine
to transform the business landscape
still further. New centres of growth will
emerge; Western multinationals are already
struggling to compete with new and dynamic
multinationals from emerging economies in
the fiercely competitive battlegrounds of Africa
and Latin America. The next decade promises
to be even more testing.




5
Populations change and shift                  Proportion of the world population aged 60 years or more     Median age
A combination of population changes and                                                                                              2011          2050
                                              25%
an ageing workforce in many countries,
                                                                                                           World
and the evolution of country-based                                                                  21%                             26             36
                                              20%
multinationals into truly global entities
                                              15%                                                                                   years          years
has created a fundamental change in how
and where business is carried out. A sharp    10%
                                                              8%                   10%
growth in international mobility is a clear                                                                Lowest median age
                                              5%
consequence of this, as organisations
                                                                                                                                  Yemen           Niger
work hard to make sure that they have the                                                                                         (15 years)     (20 years)
people they need, where they need them.
                                                                                                           Highest median age
These demographic shifts are intensifying.            1950                     2000                 2050
The ageing workforce and impending                                                                                                Japan          Spain
retirement of the baby-boomer generation      Source: UN report World Population Ageing 1950–2050                                 (41 years)     (55 years)
will pose serious challenges for most
developed countries and even some             Investment in education in Asia and Africa
emerging markets such as China. By 2015,      is creating a steady stream of talented
one‑third of China’s population will be       youngsters who will increasingly be in
over the age of 50 and annual workforce       demand at home and abroad. At the same
growth will be less than 5%. In India, by     time, the population of Europe is in steady
contrast, over half of the population is      decline. These are serious challenges that
under the age of 30.                          multinational organisations must face if
                                              they are to succeed in the future.




                                                                                                                                Talent mobility – 2020 and beyond   6
Urban populations on the rise                 whose population is projected to                Urban and rural population trends 1950–2050
    The world urban population is                 increase from 2.7 billion in 2011 to
    expected to increase by 72% by                5.1 billion in 2050. Over the same
                                                                                                                  6,000
    2050, from 3.6 billion in 2011 to             period, the rural population of the
    6.3 billion in 2050. By mid-century           less developed regions is expected
    the world urban population will               to decline from 3.1 billion to 2.9                              5,000

    likely be the same size as the                billion. In the more developed




                                                                                          Population (millions)
    world’s total population was in               regions, the urban population is                                4,000

    2002. Virtually all of the expected           projected to increase modestly,
    growth in the world population                from 1 billion in 2011 to 1.1 billion                           3,000
    will be concentrated in the urban             in 2050.
    areas of the less developed regions,                                                                          2,000


                                                                                                                  1,000
    World urban population

                                                                                                                     0
                                                                                                                     1950     1960     1970   1980    1990    2000      2010   2020   2030   2040   2050

                                                                                                                            More developed regions – Urban population
                                                                                                                            More developed regions – Rural population
                                                                                                                            Less developed regions – Urban population
                                                                                                                            Less developed regions – Rural population




       72%                 The world urban population is expected
                           to increase by 72% by 2050
        Increase

    Source: World Urbanization Prospects: 2011 Revision, produced by the UN
    Department of Economic and Social Affairs




7
Population of urban centres with 10 million inhabitants or more
Rank – 2011                                          Rank – 2025

Population                                           Population
1. Tokyo, Japan                               37.2   1. Tokyo, Japan                                  38.7
2. Delhi, India                               22.7   2. Delhi, India                                  32.9
3. Ciudad de México (Mexico City), Mexico     20.4   3. Shanghai, China                               28.4
4. New York, USA                              20.4   4. Mumbai, India                                 26.6
5. Shanghai, China                            20.2   5. Ciudad de México (Mexico City), Mexico        24.6
6. São Paulo, Brazil                          19.9   6. New York, USA                                 23.6
7. Mumbai, India                              19.7   7. São Paulo, Brazil                             23.2
8. Beijing, China                             15.6   8. Dhaka, Bangladesh                             22.9
9. Dhaka, Bangladesh                          15.4   9. Beijing, China                                22.6
10. Kolkata, India                            14.4   10. Karachi, Pakistan                            20.2
11. Karachi, Pakistan                         13.9   11. Lagos, Nigeria                               18.9
12. Buenos Aires, Argentina                   13.5   12. Kolkata, India                               18.7
13. Los Angeles, USA                          13.4   13. Manila, Philippines                          16.3
14. Rio de Janeiro, Brazil                    12.0   14. Los Angeles, USA                             15.7
15. Manila, Philippines                       11.9   15. Shenzhen, China                              15.5
16. Moskva (Moscow), Russian Federation       11.6   16. Buenos Aires, Argentina                      15.5
17. Osaka-Kobe, Japan                         11.5   17. Guangzhou, China                             15.5
18. Istanbul, Turkey                          11.3   18. Istanbul, Turkey                             14.9
19. Lagos, Nigeria                            11.2   19. Al-Qahirah (Cairo), Egypt                    14.7
20. Al-Qahirah (Cairo), Egypt                 11.2
                                                     20. Kinshasa, Democratic Rep. of the Congo New   14.5
21. Guangzhou, China                          10.8
                                                     21. Chongqing, China New                         13.6
22. Shenzhen, China                           10.6
                                                     22. Rio de Janeiro, Brazil                       13.6
23. Paris, France                             10.6
                                                     23. Bangalore, India New                         13.2
                                                     24. Jakarta, Indonesia New                       12.8
                                                     25. Chennai, India New                           12.8
                                                     26. Wuhan, China New                             12.7
“37 cities will have 10million                       27. Moskva (Moscow), Russian Federation          12.6
or more citizens by 2025.                            28. Paris, France                                12.2
                                                     29. Osaka-Kobe, Japan                            12.0
The number with more than                            30. Tianjin, China New                           11.9
20million citizens will double.”                     31. Hyderabad, India New                         11.6
                                                     32. Lima, Peru New                               11.5
                                                     33. Chicago, USA New                             11.4
                                                     34. Bogotá, Colombia New                         11.4
                                                     35. Krung Thep (Bangkok), Thailand New           11.2
Source:United Nations, Department of Economic and
                                                     36. Lahore, Pakistan New                         11.2
Social Affairs, World Urbanization Prospects,
The 2011 Revision                                    37. London, United Kingdom New                   10.3




                                                                                                             Talent mobility – 2020 and beyond   8
Future view

New cities
Population shifts will have a strong          10 million. It’s estimated that Wuhan’s
influence on where organisations will         economy is growing at an annual rate
do business over the coming decades.          of over 12% and that GDP will double
Much of the population growth over            within five years.
the next 30 years will be concentrated
around urban areas in emerging                China is not alone – a similar pattern is
economies as these countries begin to         emerging in Brazil, India and Mexico,
mirror developed economies. Today, for        albeit at a slower rate. The emergence
example, in developed countries 75%           of new commercial centres away from
of the population live in urban areas         capital cities will create a new demand
and this will rise to 84% by 2030; in         for domestic mobility in the next decade
less developed regions only 40% live in       as well as difficult challenges for HR –
urban areas today, but this will increase     such as whether ambitious employees
to 56% by 2030.                               will see assignments to newer cities in
                                              their home economy as a step backward.
China’s growth means that new urban
centres are constantly evolving.
New cities are initially selected by
the government, which through tax
incentives and grants creates a fertile
site for companies. Housing, schools and
hospitals soon follow and a new thriving
city, ripe for multinationals, is born. One
of the newest is Wuhan, 750 miles inland
from Shanghai, with a population of




9
The nature of work in 2020
In the longer term, economic, social and                   2020: three worlds                                                      Fragmentation
demographic forces are steadily leading
towards a fundamental change in the way
we work, and in the way corporations                                                                                   ‘Orange World’, where businesses are
                                                                                                                       fragmented and companies are small and
organise their workforce. We’ve predicted                                                                              nimble, relying on an extensive network of
that modern trends will help to create                                                                                 suppliers. Companies have multiple clients
a future where tensions exist between                                                                                  and contracts and they routinely supplement
                                                                                                                       their workforce with a globally diverse network
fragmentation and consolidation and                                                                                    of ‘team workers’ – technologically savvy,
between collectivism and individualism.                                                                                networked employees who are contracted
We speculated that three possible business                                                                             on a supply and demand basis, anywhere in
                                                                                                                       the world.
approaches coexist,4 each impacting on
a company’s strategy for dealing with                              Collectivism                                                                                                                        Individualism
talent issues.

Each of these scenarios calls for a unique                                      ‘Green World’, where companies have                                           ‘Blue World’, where corporations are king
approach to talent management and to                                            developed a powerful social conscience that’s                                 and individual preferences override belief
                                                                                closely tied to their brand. Their focus is on                                in collective social responsibility. These
global mobility, which will place specific                                      sustainable and ethical business practice and                                 companies have invested heavily in the talent
demands on HR and business.                                                     they attract employees with values that reflect                               pipeline and believe in developing people as
                                                                                their own. Their success is largely driven by                                 assets and take a paternal approach to their
                                                                                a high degree of employee engagement. This                                    workforce. While the work is pressurised and
                                                                                impacts business decisions about mobility and                                 fast-paced, employees are committed, well
                                                                                the way employees work.                                                       trained and more likely to remain with a single
                                                                                                                                                              employer long-term.



                                                                                                                                      Integration




4 Managing Tomorrow’s People: How the downturn will change the future of work                                                                                                  Talent mobility – 2020 and beyond       10
Modern mobility

                  Mobility is evolving from a straightforward   Organisations are innovating in their
                  transfer of skills to a far more complex      approach to global mobility, partly through
                  concept, designed to address a diverse set    necessity as they adapt to the requirements
                  of business needs:                            of the changing business world and partly
                                                                to adapt to the preferences of different
                  •	 The need to develop well-rounded           generations of employees.
                     leaders of the future, with a truly
                     international perspective.                 Mobility, but not as we know it
                  •	 The need to offer exciting career          The critical need for companies to shore
                     opportunities to the best talent as        up skills in particular disciplines, regions
                     competition to attract and retain the      and projects is creating a sea-change
                     best intensifies.                          in international assignments. Where
                  •	 The recognition that an organisation       assignments were typically ‘duration
                     can benefit from a two-way transfer        based’ e.g. for three to five years,
                     of knowledge, skills and experience        followed by a return to headquarters
                     – every market is a fertile ground for     or home location, short-term ‘purpose-
                     new ideas.                                 based’ assignments are becoming
                  •	 The recognition that in an increasingly    increasingly popular.
                     international world where key roles
                     often have a regional perspective          The main priority for organisations is that
                     and travel is relatively painless, the     they have the right skills in the right place
                     idea of a ‘home’ country is becoming       at the right time. How that’s done is set
                     less relevant.                             to become a more fluid concept, driven
                                                                by strategic need but also by the desire
                                                                to optimise the investment in a mobility
                                                                programme. Many more mobility solutions
                                                                are developing, designed for tomorrow’s
                                                                business realities:




11
Short-term assignments, often lasting             Commuting and extended                      Global nomads. Regional leaders often         Virtual mobility is the final piece in
a year or less have become more popular;          business travel allows assignees to work    find that their role requires extensive       the jigsaw. Technological innovation
20% of assignments now last less than 12          in a specific location without relocating   business travel and as a result they are      has allowed employers to bring the best
months, compared with 10% in 2002.5               and has become a viable alternative to      constantly on the move. Similarly, some       people, wherever they may be, to work and
Short-term assignments are generally more         relocation for employees with family        specialists move from project to project      train together.
appealing to younger workers who want             commitments, and in roles that require      to the extent that they effectively have no
to broaden their experience than to those         extensive travel by their nature.           ‘home’ country.                               Mobility is evolving, but this greatly
with families, as disruption is minimised.                                                                                                  increases the complexity of managing
The (generally) lower costs simultaneously        Intra-country mobility is on the rise       One-way relocation, as organisations          a global mobility programme that
make short-term assignments appealing             as organisations look to maximise their     move their regional or global headquarters    may involve a diverse selection of
to employers.                                     investment in mobility. It may be easier    in order to be closer to business interests   approaches and in an environment
                                                  and more effective, for example, for a      and the fastest-growing markets, meaning      where organisations need to move
Project-based assignments.                        company to transfer skilled workers from    the permanent relocation of key managers      talent quickly, as well as monitoring the
Organisations are bringing selected               Shenzen to Huangshan or from Mumbai to      and their families.                           risk and compliance, costs and return
employees from different parts of the             Ahmadabad, than to move workers from                                                      on investment.
organisation together for a specific project,     the US or other mature markets.             Contingent labour is increasingly being
requiring some to relocate temporarily,                                                       used by organisations to meet short-term
or travel frequently while the work is            Rotational employee programmes,             and specialist demand.
carried out.                                      often used in the development of
                                                  high‑potential employees and in specific
                                                  industries, are becoming increasingly
                                                  internationalised.

                                                  Reverse transfers, where top
                                                  performers from emerging markets are
                                                  moved into developed markets, usually on
                                                  a short-term assignment, to gain valuable
                                                  experience and skills.




5 PwC Global Mobility Effectiveness Survey 2012                                                                                              Talent mobility – 2020 and beyond          12
Future view

     Mobility without moves                             Long-distance commuting, on a weekly
     Many of the new approaches to global               or monthly basis, is no longer seen as
     mobility have an element in common –               unusual and potentially, has no limits
     the lack of relocation. Organisations are          – it’s not strange, for instance, for key
     questioning whether, in this connected             employees to fly regularly between
     society, there’s a pressing need for a             California and China. Increasingly,
     worker to physically relocate for their            employers are leaving the choice of
     work: Does the employee need to be in a            where to live to the individual worker,
     particular location all the time? Or just          but this leaves significant challenges for
     when they need to be?                              the HR function, which must make sure
                                                        that immigration and tax compliance
     The best candidates for overseas                   requirements and duty of care
     assignments may not be ready or willing            obligations to the employee - for example
     to relocate, so alternatives to traditional        healthcare and security - are met.
     mobility such as virtual meetings and
     commuting are an efficient way of                  The main impetus for mobility without
     making sure that the best skills are               moves is not necessarily cost control, as
     made available. Extended business                  short-term assignments and commuting
     travel and short-term, as-needed visits            are often expensive once per diem
     are an effective way of moving skills              rates, accommodation and travel are
     where they need to be and often make               taken into account. And there are other
     the most sense for roles that require              risks to manage such as the perception
     extensive travel anyway. Overall,                  that a commuting worker is not fully
     assignees (in the traditional sense)               committed to either location, and
     represent 1% of the global workforce,              the challenge of keeping a travelling
     but our latest figures suggest that mobile         employee engaged.
     workers, encompassing these new
     forms of non-traditional movement,
     account for between 7% and 8% of the
     working population.6




6 PwC Global Mobility Effectiveness Survey, September 2012


13
Mobility in financial services             We already see a more systematic and
The fast-emerging markets of South         centralised approach to assignment
America, Asia, Africa and the Middle       management emerging including
East are widely seen as more important     a new emphasis on shorter, more
than developed markets to the future of    targeted, purpose‑based assignments.
the financial services industry as these   And looking forward to the future,
markets continue to expand.                organisations are making extensive
                                           use of talent mapping, forecasting
It’s estimated that China’s banking        and analytics to improve their talent
sector will overtake the US by 2023, and   management strategy and align it more
that India will become the third largest   closely with the wider business plan.
domestic banking sector, behind China,
by 2050. By the same year, the leading
emerging economies of China, India,
Russia, Brazil, Turkey, Mexico and
Indonesia will have banking assets and
profits that exceed that of the G7.

Financial services firms may have
ambitious growth targets, but a
shortage of talent in key areas and
regions could hold them back.




                                            Talent mobility – 2020 and beyond      14
Managing modern mobility

             As the best companies work to align          Global mobility functions and HR                   This will be particularly important for
             their global mobility programmes more        professionals have always held                     employers in emerging markets, most
             closely with business planning and talent    responsibility for addressing the                  notably in parts of Asia, who are relatively
             management, the goal is to react with        regulatory, compensation and tax issues            new to the management of global mobility
             greater agility as the world’s economic      associated with global mobility, and               and who perhaps lack the sophisticated
             growth engines continue to shift, the        for developing the relevant policies               global mobility functions of their
             population ages and a new generation of      and streamlined processes needed for               competitors in developed economies.
             employees takes over.                        assignees and the organisation itself.
                                                          But as talent management becomes
             In practice, this means looking beyond       strategically critical, their role will take on
             the traditional concerns of logistics,       a new level of importance.
             compensation and tax issues, and aligning
             global mobility more closely to talent,      Talent constraints are imposing tangible costs on global companies
             succession planning and global resourcing.
                                                          Q: Have talent constraints impacted your company’s growth and profitability
             As well as serving to meet skills demands    over the past 12 months in the following ways?
             in different regions, international
             assignments are seen as critical in the
             development of well‑rounded talent, in the
                                                          Direct
                                                          costs           43% Our talent-rated expenses rose more than expected
             retention of key workers and development
                                                                          31%
                                                                              We weren’t able to innnovate effectively
             of talent pipelines for the next decade.
                                                                          29%
                                                                              We were unable to pursue a market opportunity


                                                          Opportunity
                                                          costs
                                                                          24% We cancelled or delayed a key strategic initiative
                                                                          24% We couldn’t achieve growth forecasts in overseas markets
                                                                          24% We couldn’t achieve growth forecasts in the country where we were based
                                                                          21% Our quality standards fell
                                                                                      0%                                     50%


                                                          Base: All respondents 2012 (1,258).
15                                                        Source: PwC 15th Annual Global CEO Survey 2012.
Talent on the agenda                            In their efforts to address the talent
Talent management has become a                  challenge, CEOs are increasingly choosing
headache for CEOs, with only 30% saying         to integrate HR, talent and succession
that they have the talent they need to fulfil
their future growth ambitions.7
                                                planning, and global mobility programmes
                                                in particular, with business planning at the
                                                highest level.
                                                                                                       78%
Business leaders face a dual challenge:
the short-term problem of acute skills’         Retaining the best
shortages in specific markets and               With attrition rates in many regions
disciplines, and the longer term concern        very high, retaining talent has become a       CEOs – making changes to their
of finding and developing the talent the        priority; retention is a particular concern     strategy for managing talent
business will need in the future. It’s hardly   in Asia, where hiring levels and resignation
surprising, then, that talent management        rates are almost twice that in the West,
is right at the top of CEOs’ agendas.           and the churn rate of high-performance         Resignation rate by region
Two‑thirds say that they plan to devote         employees is also significantly higher.
more attention to developing the talent
pipeline and the future leaders of their
                                                                                               6%       LATAM


organisation, and 78% said they expected
to see changes in the way their company
                                                                                               7%       Western Europe


manages talent in the near future.
                                                                                               8%       US



                                                                                               9%       UK

“Our starting point is to have a human capital strategy that, as
much as possible, pre-empts and mirrors our business strategy and                              10%      CEE

business plan. And that’s a challenge in itself.”
                                                                                               15%      Asia-Pacific


Rohana Rozhan, CEO,
ASTRO Malaysia Holdings, Malaysia                                                                     0%                                        20%




7 PwC 15th Annual CEO Survey                                                                                                    Talent mobility – 2020 and beyond   16
CEOs have a new focus on retaining the       Growing talent from within                       Adapt and survive
     best: two‑thirds say that it’s more likely   There is a growing recognition that the          The changing composition of the
     that talent in their organisation will       best future leaders of today’s organisations     workforce inevitably has consequences
     come from internal promotions in the         must reflect the world in which they             for assignment strategy, as does the fluid
     future. Mobility is increasingly being       operate. International experience is             concept of family. Employees may have
     recognised as playing an important role      an essential part of their development;          ailing parents to care for, and working
     in attracting, retaining and engaging        despite the prevalence of technology that        parents form an increasing proportion of
     talent. The challenge HR faces is in         brings us all closer together, there’ll never    the workforce; the proportion of female
     convincing organisations to look beyond      be a substitute for experience gained on         assignees has doubled over the past 10
     the quantitative costs of international      the ground.                                      years, from 10% to 20%. Our projections
     assignments and to take a longer term view                                                    see this rising to 27% by 2020.
     of investment in talent mobility.            The demand for home-grown future
                                                  leaders is particular strong in Asia and, as a   The emergence of a new approach
                                                  result, many organisations are accelerating      to mobility is a clear indication that
                                                  the progress of high-potential employees         organisations understand that one
                                                  into leadership positions as they look to        size doesn’t fit all when it comes to
                                                  the future. The importance of mobility           assignments. The preference of the
                                                  in building up the experience of future          individual employee will become a
                                                  leaders is recognised by governments in          major factor in mobility decisions,
                                                  Asia as well as businesses; the Singaporean      with employers flexing their strategy
                                                  government, for example, is encouraging          accordingly. The best mobility strategies
                                                  local talent to gain international               will be agile, adaptable and constantly
                                                  experience in the hope that this will create     evolving to meet the specific requirements
                                                  a new generation of Singaporeans who             of each generation and each group of
                                                  will cement the country’s reputation as an       employees, and the business as a whole.
                                                  international business and financial hub in
                                                  the next decade.




17
“The evolution of senior leadership teams is going to continue.
I think people will have to be more global in their perspective. They
will have to understand the interconnectedness around the world.
That’s going to be a very important element.”

F William McNabb III, Chairman,
President and CEO, The Vanguard Group Inc




                                   Talent mobility – 2020 and beyond   18
Managing millennials                           This trait is particularly pronounced in                 Millennials keep one eye on the job market
The millennial generation, which will          Asia, where job-hopping is fast becoming
form the majority of the workforce by          the norm. The resignation rate in Asia
2020, has particular characteristics that      currently stands at 15%, compared
employers can’t afford to ignore. They
expect to burn through a number of
                                               with 6% in Latin America.8 This could
                                               deteriorate further in the future. Many                              38%                                        43%                           18%
employers during their career and they’re      millennials have made compromises to
looking for job satisfaction, fulfilment and   get themselves into the marketplace over
fast career progression. Their focus is on     the past few years, which means that the
interest and opportunity rather than on        chances of them moving on once better
monetary awards.                               times arrive is higher than normal. 38% of                   I am always actively on                     I am not actively looking for   I plan to stay in my current
                                               millennials said they’re on the lookout for                    the lookout for other                       another job, but would be             job long‑term
                                               new opportunities, while a further 43%                      opportunities and keep an                           open to offers
                                               said they were not actively looking, but                       eye on the job market
           1
                                               would be open to offers.


How many employers do you expect to have       I would like to work outside my home country in my career
in your career?



 4% 1
54% 2-5
                                                                              North America
                                                                            and The Carribean                                           Central and

                                                                             69%
                                                                                                                                       Eastern Europe


16% 6-9                                                                                                             Western            72%                                  Asia
                                                                                                                    Europe


 9% 10+                                                                                                             70%                                     Middle
                                                                                                                                                                         69%
 3% None – I expect to work myself
                                                                                                                                                             East


                                                                                                                                                          74%
14% Don’t know                                                                                                                Africa



            0%                                 60%
                                                                                                South and Central
                                                                                                    America
                                                                                                                              93%
Base: All graduates                                                                              81%
                                                                                                                                                                                               Australasia and
                                                                                                                                                                                               Pacific Islands


                                                                                                                                                                                               76%
8 Key Trends in Human Capital, 2012


19                                             Graduate respondents by current location
Where outside your home country would you most want to work (Top 20)   The opportunity to travel and gather          Australia firmly at the top of their wish
                                                                       new skills and experience is a strong         list. And while over half said they would
                                                                       incentive for this generation and one many    be willing to work in a less developed
58% US                                                                 employers are harnessing in their efforts     country to further their career, only 11%
48%                                                                    to attract and retain the best. Millennials   were willing to work in India and 2% in
    UK
                                                                       have a strong appetite for working abroad;    mainland China – the same proportion
39%
    Australia
                                                                       71% of those questioned at the end of         that are willing to work in Iran.
                                                                       2011 said they wanted, and expected, an
33% Canada                                                             overseas assignment during their career.
32% Germany                                                            While this is excellent news for employers,
                                                                       the reality is a little more complex. When
31% France                                                             asked where they would most like to work,
28% Switzerland                                                        millennials placed the US, the UK and

23% Japan
23% Italy
23% New Zealand                                                        “Let’s face it. There are 80 million Baby Boomers who are going
                                                                       to retire over the next five to seven years, and they’re going to
22% Hong Kong                                                          be replaced by 40 million Generation Xers. That’s two to one,
21%
    Singapore
                                                                       so you’d better be developing your next generation now if you’re
20%
    Spain
                                                                       going to be ready for that transition.”
19% Sweden                                                             Michael White, Chairman, President and CEO,
16% Netherlands                                                        The Directv Group Inc
16% Brazil
16% Denmark
14% Finland
13% Norway
13% Belgium
           0%                                             70%


Base: Those who like to work outside their home country


                                                                                                                                     Talent mobility – 2020 and beyond   20
21
Future view

                                                                          Choice and flexibility
                                                                          Employee choice will become a critical      Employee-driven assignments are by
I would be willing to work in a less developed country in order to gain   element in mobility strategy in the         no means unusual, particularly when
experience and further my career                                          future, as employers recognise that         an organisation is keen to retain key
                                                                          different groups of workers have            talent. This is beginning to go beyond a
                                                                          different needs and preferences. By         straight choice of assignment location,
                      7%                                                  adapting to the preferences and needs       though to a more extreme lifestyle
                                                                          of different generations and groups of      or circumstance-driven decision. If
                                          Strongly disagree
                           18%                                            employees, organisations are likely to      a valuable worker wants to live in a
  34%
                                          Disagree                        bring about a fundamental change in         particular country, modern technology
                                                                          the assignment duration, package type       makes it possible, even if the work is
                                          Strongly agree
                                                                          and value. Also, allowing flexibility for   elsewhere. And if an employer wants to
                                          Neither                         employees within a global framework,        keep them, they’ll make it happen.
                           19%
                                                                          so that the individual can select the
                                          Agree
                                                                          assignment benefits of most value to        It’s become increasingly clear that
             22%
                                                                          them, the sense of employee ownership       one size doesn’t fit all when it comes
                                                                          of the assignment increases, as well        to employees and that’s also true
Base: All graduates
                                                                          as recognition of the investment the        of mobility. Allowing assignees the
                                                                          organisation is making.                     flexibility to choose from a range of
                                                                                                                      benefits that best meet their needs and
                                                                          The millennial generation is leading        preferences and those of their family
                                                                          the way and many employers have             (however they may define it – and
                                                                          already modified their global talent        the definition is changing every year)
                                                                          mobility strategy specifically to           increases the likelihood of a candidate
“I expect to travel and my career will be more about                      appeal to this growing section of the       accepting an assignment, of retaining
enjoying the experience than earning money.”                              workforce. Some organisations are           the employee at the end of the posting
                                                                          offering international experience to        and maximising the investment made by
Female graduate employee,                                                 new recruits straight out of college, and   the employer.
Republic of Ireland                                                       one company PwC is working with has
                                                                          tailored its international assignment
                                                                          strategy to millennials by making
                                                                          overseas’ assignments available earlier,
                                                                          before they have family ties, and for
                                                                          shorter periods.




                                                                                                                       Talent mobility – 2020 and beyond         22
The risks of modern mobility

                         Western employers lose their appeal           Highly skilled Chinese workers start to favour
                         Workers from emerging economies               domestic employers
                         have historically placed a high value on
                                                                       2007
                         education, experience and skills earned
                         in the West. But not for much longer
                         – by 2020, domestic multinationals in
                         China, India and other emerging markets
                         will match and even exceed Western
                         multinationals in terms of remuneration
                                                                               41%                                   9%
                         and career development.

                         This means that skilled workers from
                         emerging economies will return home
                                                                         Would like to work for a             Would like to work for a
                         to exploit their new-found skills in the
                                                                         Western multinational                  Chinese employer
                         lucrative domestic markets. Local workers
                         with international experience are often       2010
                         far more attractive to domestic employers
                         than foreign workers in the same market;
                         we’ve already seen Brazilian organisations,

                                                                                                                  28%
                         for example, that are more than willing
                         to search for the best Brazilian workers
                         overseas and tempt them home. These
                                                                               44%
                         returning locals can typically command
                         better pay than their local counterparts,
                         and an entirely new compensation
                         structure is developing. HR professionals
                                                                       Would like to work for a               Would like to work for a
                         need to be prepared to manage the career
                                                                       Western multinational                    Chinese employer
                         and remuneration expectations of these
                         East–West–East pioneers.

                                                                       Source http://www.executiveboard.com

23
Pressure on pay
Economies, living standards and
                                                Focus on: Africa
compensation levels are beginning to
harmonise across the globe, although
                                                Africa has become one of the major           The strong growth in Africa has              Local employees: Generally, local
the transition won’t be easy. Pay scales in
                                                battlegrounds for large multinationals.      inevitably exacerbated a skills’ shortage,   nationals, these permanent employees
emerging markets are relatively low up to
                                                Natural resources have long been the         and managerial and specialist workers        receive a local compensation and benefits
a certain level, but salaries are beginning
                                                focus for organisations entering the         are in very short supply. While the          package in line with local market
to reflect the boom and the local salary
                                                African arena, but increasingly, investors   region is rich in human capital – 40%        practices.
structures for executives may be higher
                                                are attracted to the fast‑growing            of the population are under the age of
than in mature markets. Higher pay,
                                                infrastructure and consumer                  15 – there is a critical need for better     ‘Local plus’ employees: A relatively
sometimes combined with lower tax rates
                                                markets. Sectors on the rise include         education and training.                      new group of employees are these
creates local anomalies that have the
                                                telecoms, financial services, retail and                                                  returning nationals, who were often
potential to sabotage a multinational’s
                                                pharmaceuticals.                             A three-tiered compensation structure        educated and/or gained work experience
assignment compensation strategy,
                                                                                             is already evolving in some African          in the West. This group can command
making the ‘local-plus’ pay approach
                                                Traditionally, Africa’s major business       countries, particularly across central       a premium local salary and other
more attractive.
                                                partners have been the US and Europe,        Africa. This has previously been seen in     benefits such as a housing subsidy and
                                                but in recent years investors from           parts of Asia, most notably China, and       educational benefits for their children.
Separate remuneration policies for distant
                                                emerging markets – most notably              that reflects the three emerging groups
geographical locations will be a distant
                                                India and China – have moved into            of employees:                                Global assignees: These designated
memory by 2020. Instead, the standard
                                                the market, sometimes with more                                                           assignees of any nationality receive
will become an overarching global policy
                                                immediate success than their Western                                                      full allowances for the cost of living,
system that’s aligned to the talent mobility
                                                counterparts. Organisations that were                                                     home leave, relocation benefits and tax
strategy. Some organisations have already
                                                built in emerging economies have been                                                     equalisation.
adopted ‘destination pay’ and ‘local plus’
                                                able to exploit the complex, uncertain
remuneration methodologies across many
                                                and challenging African environment
of their locations, allowing employees to
                                                by applying the many lessons they have
be more quickly and easily deployed in a
                                                learned at home.
cost-effective way. The definition of ‘plus’,
though, will be flexible enough to allow
employers to be responsive to local market
conditions rather than a global mandate.




                                                                                                                                            Talent mobility – 2020 and beyond         24
The politicisation of immigration             The economic turmoil of recent years,        Pressure on HR                                And at the coalface, the workforce will
The acceleration of global mobility           combined with political instability and      The nature of global mobility has moved       become increasingly diverse as mobility
is happening, it seems, in spite of           unrest in many parts of the world, has       well beyond its traditional form and the      increases. This puts enormous pressure on
governments in many regions, rather than      pushed immigration up the political          mobility function is no longer restricted     HR and global mobility functions, skills
aided by it. We’ve long argued that those     agenda. Borders have tightened in many       to delivering services to assignees and       and policies, which may struggle to keep
countries that facilitate the free movement   regions, as some governments attempt         other stakeholders; it will become a vital    up with the pace of change.
of labour are more likely to become the       to restrict immigration in their response    strategic tool that requires a predictive
most economically competitive. Those          to low employment, while others bow to       rather than reactive mindset. Modern
countries that recognise that their ageing    concerns over national security.             mobility has widened the demands placed
workforce will soon create a pressing need                                                 on the global mobility function, which
for imported talent have already taken        In a business world where organisations      must now:
the first steps towards lowering their        will have to move people faster and more
immigration barriers, and we predict that     often, this increased politicisation of      •	 manage compliance and risk
more countries will adopt less restrictive    immigration is a problem. The political      •	 deliver a good, or preferably excellent,
immigration in the future. But it won’t be    awareness to anticipate immigration             assignee experience so the worker can
easy, as recent history has illustrated.      changes will become an essential skill.         concentrate on their new role
                                              We expect immigration issues to be one       •	 understand, report on and
                                              of the major contributors to the increase       manage costs
                                              in short-term assignments and business       •	 make sure that the organisation
                                              travellers by 2020, as businesses navigate      gets the best value for money and
                                              immigration requirements. In the longer         report on the return on investment in a
                                              term, though, the clear economic benefits       mobility programme
                                              that talent mobility brings will encourage   •	 contribute to developing a sustainable
                                              greater collaboration between businesses        talent supply
                                              and governments to remove some of            •	 promote the rapid deployment of key
                                              the barriers.                                   skills and talent
                                                                                           •	 develop meaningful management
                                                                                              information to aid business strategy
                                                                                              and decisions
                                                                                           •	 partner with the business, understand
                                                                                              the wider business strategy and then
                                                                                              develop effective communications,
                                                                                              policies and processes to deliver the
                                                                                              talent mobility strategy.




25
“I believe organisations have to find their own solutions. We run
a talent factory of 700 to 800 people here in India and we are
working on creating a global talent pool of about 100 people – 60
of them from India and 40 from other countries – so that we can
send them anywhere across our operations. We hope to have this
talent pool ready within the next three years.”

Baba Kalyani Chairman and Managing Director,
Bharat Forge Ltd, India




                                    Talent mobility – 2020 and beyond   26
Creating a ‘modern mobility’ strategy

               As organisations align their global           A closer eye on compliance                     The use of predictive analytics in HR is still
               mobility programmes more closely with         The line between international                 in its relative infancy, but an increasing
               talent management and overall business        assignments and business travel is             number of organisations are beginning to
               strategy, a ‘new normal’ for mobility will    becoming more blurred as time moves on.        embrace the concept. The data is available,
               emerge. Mobility will encompass a broad       This raises the question of whether it still   but more sophisticated analysis would
               range of experiences, short and long term,    makes sense to separate the management         provide valuable trend information and
               project-based and assignee-led. It will       of business travel and global mobility.        the potential to identify risks. Predictive
               encompass virtual mobility and long-range     In some organisations, business travel         analysis is already commonly used in
               commuting, and play a vital role in the       is managed by business units without           other business functions such as sales and
               development of future leaders and the         oversight from HR, and this represents an      marketing, but our research suggests that
               retention of valued staff.                    increasing compliance risk.                    95% of organisations have only an ad hoc
                                                                                                            approach to analytics in HR,9 if any at all.
               A borderless workforce                        Predicting trends                              This has to change.
               If companies are to become nimble enough      Talent mobility will become an important
               to respond to unexpected changes, they        strategic tool. The pressure on HR to          Personalising mobility
               should see their workforce as essentially     provide evidence and insight to support        As organisations in many regions struggle
               borderless. That could mean developing        mobility decisions will only increase in       to source the talent they need, business
               talent where the jobs are, relocating         the future, and this means developing          leaders are focusing on specific groups
               talent to the jobs, or moving jobs closer     a predictive way of thinking – and             of the workforce and personalising their
               to sources of talent, within the constantly   embracing the technical data techniques        recruitment and retention strategies to
               shifting constraints of international         that support it.                               suit them. Younger workers, older and
               immigration law.                                                                             experienced employees and women are all
                                                                                                            seen as valuable sources of talent, provided
               Cultural and language differences can be                                                     employers can deliver the flexibility
               a significant hurdle when expanding into                                                     they need.
               new markets; the challenge for employers
               will lie in attracting and developing
               workers who are able to adapt and fit to an
               unfamiliar workplace.



27                                                                                                          9 Key Trends in Human Capital 2012
Future view

                                                                                             Delivering the experience                     up innovative relationships with other
                                                                                             It’s clear that organisations need to         companies to develop schooling,
                                                                                             adapt their mobility programmes for           medical facilities, shopping and lifestyle
                                                                                             specific groups of employees, and             amenities in hotspot locations, creating
                                                                                             that a more personalised approach             expatriate communities with the
                                                                                             to mobility is developing. A natural          services people need. Some businesses
                                                                                             progression of this is that organisations     are already partnering with the
                                                                                             will concentrate more closely on making       educational sector in a bid to improve
                                                                                             the mobility experience – whatever            the supply of specific skills that they
A single mobility programme won’t fit        effectiveness of a mobility strategy. But the   form it takes – as positive as possible for   need.
all and mobility strategy needs to be as     longer term need to develop future talent,      the assignee.
flexible and tailored to the individual as   and provide the international perspective                                                     The focus on the individual will
well as the business as any other area       and experience that they need, is more          We expect to see a rise in business-to-       encourage innovation in the delivery
of talent management. For instance,          difficult to measure.                           business collaboration in 2020 and            of assignments, such as concierge
the pensions crisis in many countries                                                        beyond, as companies think about how          services to ease the transition and living
suggests that many from the Baby             If employers are to maximise their              to provides the infrastructure that           arrangements of assignees, to better
Boomer generation will most likely seek      investment in global assignments, they          allows their employees to maintain            out-of-office communications that
to continue working after retirement         must establish clear expectations and           an acceptable standard of living while        provides 24-hour support. Led by the
age, and their motivation in accepting       performance measures. Regular feedback,         also providing for long-term financial        millennial generation, the boundaries
an assignment will be based on the           support and mentoring will not only             security. We’ll see organisations strike      between work and home will blur.
financial package and term. Millennials,     help to disseminate the international
on the other hand, will more likely favour   knowledge gained by the assignee, but
short‑term and project-based assignments.    reduce the chance of the mobile worker
Employees with families, or those caring     resigning, once their assignment ends.
for parents may turn down relocation, but
embrace occasional commuting or virtual      A top-class function in control
mobility techniques.                         The changes already underway in global
                                             mobility place ever-increasing demands
Measure and monitor                          on the functions that must manage the
With talent management firmly on the         programmes. The best organisations know
strategic agenda, the appetite to measure    that a strong global mobility strategy that
the value and return on investment of        has buy-in from the board and CEO, which
assignments will increase exponentially.     supports the wider growth objectives and
The cost of international deployment         business strategy and which is closely
remains a primary concern, as does           tied to the management and development
the retention rate among returning           of talent has become essential. Such an
assignees in many countries. Of course,      important task requires specific skills
there’s pressure from stakeholders to        and knowledge, and investment and
demonstrate a positive financial return      development in the global mobility
on the investment in assignments and the     function itself should be a priority.

                                                                                                                                            Talent mobility – 2020 and beyond           28
Conclusion

                                    The business world is in the midst of          Economic transformation and                   •	 Have you built strong links between
                                    fundamental change and in 2020 and             demographic changes have already had an          the functions within the organisation,
                                    beyond, the ability of organisations to        impact on talent supply and demand. The          which are responsible for mobility,
                                    manage their global talent efficiently will    emergence of a new generation of workers         talent development, succession
                                    mark the difference between success and        presents an entirely new set of challenges.      planning and global resourcing?
                                    failure. We’re facing a world where the best   Talent management will become a               •	 Do senior stakeholders and the global
                                    and brightest talent are prepared to follow    key strategic tool, which places great           mobility function have a common
                                    their own agenda and opportunities,            responsibility on the shoulders of HR. Are       understanding of the main priorities?
                                    wherever they may be and irrespective of       you up to the challenge?                      •	 How do you plan to manage the
                                    who is offering them. It’s a world where the                                                    millennial generation? Can you use
                                    strongest and most sustainable supply of       How do these trends affect your                  their eagerness to travel to your
                                    talent is in the East, rather than the West,   organisation?                                    advantage?
                                    and a world where technology has changed       •	 Have you mapped and tracked your           •	 What reward and incentive model
                                    the very way we work.                             mobility needs to determine what skills       is appropriate to meet the various
                                                                                      you will need and when and where you          needs across generations in your
                                                                                      need them?                                    organisation?
                                                                                   •	 Do you have the right insight and data     •	 Are your mobility policies and
“We really do need to staff up local businesses with people from                      to determine where changes and/or             processes forward looking, or mainly
those countries. It doesn’t make sense to have large numbers of                       investments may be necessary?                 reactive?
expats working all round the world as it’s just very expensive, so we              •	 Have you aligned your talent               •	 What strategies do you have, to retain
                                                                                      management strategy with the wider            the employees you’ve invested in?
have to train, we have to develop and we have to attract the right
                                                                                      business strategy?                         •	 Is your HR function equipped to deal
local talent. For the most part these locations are in pretty wild                                                                  with the challenges ahead?
places. And now most professionals want to be in urban locations,
particularly if they have families. So it’s an increasing challenge to
induce people to work in those difficult locations.”

Tom Albanese, Chief Executive,
Rio Tinto UK


29
Talent mobility – 2020 and beyond   32
www.pwc.com/hrs




PwC firms help organisations and individuals create the value they’re looking for. We’re a network of firms in 158 countries with close to 169,000 people who are committed to delivering
quality in assurance, tax and advisory services. Tell us what matters to you and find out more by visiting us at www.pwc.com.

This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained
in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information
contained in this publication, and, to the extent permitted by law, PwC does not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else
acting, or refraining to act, in reliance on the information contained in this publication, or for any decision based on it.

© 2012 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for
further details.

120816-094937-JB-OS (10/12).

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Etude PwC sur la mobilité professionnelle d'ici à 2020 (2013)

  • 1. www.pwc.com/hrs Talent mobility 2020 and beyond The future of mobility in a globally connected world
  • 2. Background Our globally connected world and your business The year 2020, which once seemed so We’ve drawn from several sources in Our conclusions paint a business world distant, is approaching rapidly. The producing this report: that’s far removed from that of today. future promises to look very different, Talent and mobility strategies will need particularly in the way the global • Information from our database to progress significantly to keep pace with workforce is sourced, organised and representing 900 companies that have this change and the further increases in managed; an explosion of activity and been surveyed on assignment trends mobile employee numbers we expect to business growth potential in emerging over the past 20 years. see. We’re not yet consigning existing markets has already contributed to • Findings from scenario planning models for international assignments a significant increase in the need for studies for our Managing tomorrow’s to the history books, but the changes companies to move people and source people series, which explored the underway surely call for a radical rethink. talent from around the world. Talent future of work to 2020.1 mobility is in the grip of radical change • Results from PwC’s annual global and in this report we investigate the CEO survey.2 emerging trends, what they mean for • Findings from PwC’s 2011 survey of talent, mobility and resourcing strategies, millennials, which resulted in more and the urgent need for alignment with than 4,300 responses.3 wider business growth plans and strategy. • Interviews with PwC talent mobility specialists supported by the views of several global organisations from around the world. “The demographic changes that we see occurring in many of the regions where we operate – shrinking populations, an ageing workforce and diversifying demographics – compound the challenges we face and intensify the war for talent.” Dr Rüdiger Grube Chairman and CEO, Deutsche Bahn AG, Germany 1 Managing tomorrow’s people: The future of work to 2020, PwC 2 PwC’s 15th Annual Global CEO Survey, 2012 3 Millennials at work: Reshaping the workplace, PwC, 2011
  • 3. Contents Executive summary 1 A changing world – the next decade 5 Populations change and shift 6 Urban populations on the rise 7 Future view: New cities 9 The nature of work in 2020 10 Modern mobility 11 Mobility, but not as we know it 11 Future view: Mobility without moves 13 Mobility in financial services 14 Managing modern mobility 15 Talent on the agenda 16 Retaining the best 16 Growing talent from within 17 Adapt and survive 17 Managing millennials 19 Future view: Choice and flexibility 22 The risks of modern mobility 23 Western employers lose their appeal 23 Pressure on pay 24 Focus on Africa 24 The politicisation of immigration 25 Pressure on HR 25 Creating a ‘modern mobility’ strategy 27 Future view: Delivering the experience 28 Conclusion 29
  • 4. Executive summary The world in 2020 and beyond But this isn’t mobility as it’s been The business world is changing rapidly understood in the past; this is modern • New talent, new destinations. and this has transformed the way the mobility and it brings its own unique set The growing importance of emerging global workforce is sourced, organised and of challenges: markets has created a significant managed. Knowledge, trade, technology, shift in mobility patterns. Skilled capital and goods are more globally • More mobility – but not as employees from emerging markets are connected than ever before. we know it. Assignee levels have increasingly in demand at home and increased by 25% over the past decade; abroad. Domestic multinationals are Explosive growth in emerging markets is we predict a further 50% growth in increasingly attractive to local talent. creating a huge increase in the number mobile employees by 2020. But the delivery of the mobility experience and of employees working outside their home era where assignments meant a three the underpinning career promise (or location and critical shortages in talent or four-year relocation followed by ‘deal’) will become more critical in the in specific markets and disciplines have a return home is coming to an end. future as new, unfamiliar and often less pushed mobility up the boardroom agenda. New forms of global mobility have desirable locations come into play. developed in response to business demands and employee preferences, • Giving people what they want. many of which don’t involve Mobility opportunities are now relocation at all. recognised as a key element in attracting, retaining, developing and engaging talent. This is particularly “We’re deploying our assets and operations in a more flexible true of the millennial generation; 71% manner so that we can control costs not only with regard to say they want and expect an overseas predictable business cycles, but also to cope with unpredictable assignment during their career. But as macro-economic events.” the workforce becomes more diverse this inevitably affects global mobility strategies. The number of female Jouko Karvinen, CEO, assignees, for example, has doubled Stora Enso Oyj in the past 10 years from 10% to 20%. The preferences and expectations of mobile employees will have to be carefully managed in the next decade. 1
  • 5. • Bringing down the political • Powered by technology. Technology The mobile population in large organisations is increasing barriers. Businesses need to move will play a key role in global working and deploy people quickly, but tax, arrangements and help to support social security and immigration compliance obligations; however, requirements often stand in their technology will not erode the need to 200 50% Average number growth 25% growth way. Politics and political unrest have people deployed ‘on the ground’. of mobile are constantly shifting the barriers employees1 to mobility and any global mobility • Mobility functions rising to the 0 100 200 300 400 500 strategy needs to be nimble enough challenge. The pressure on HR to 1998 2009 2020 to react quickly to changes. By 2020, provide evidence and insight to support governments and regulators will need mobility decisions and to manage 1. 2020 projection: As the business model of an organisation evolves from multinational to international to global, to accept the economic benefits of programme costs will only increase in the mix shifts accordingly (from 80% of mobile employees from HQ to 60% from HQ to 40% from HQ). Numbers talent mobility to stimulate economic the future, and this means developing continue to increase and the definitions of mobility have broadened – even with increasing numbers, costs may be flat due to changes in package design and focus on lower cost alternatives. Mobile employee type mix has growth. This acceptance smooths the a predictive way of thinking – and evolved from 50% executive to 10% executive. way to greater collaboration between embracing the analytical techniques Source: PwC international mobility database – sample 900 companies governments and businesses to remove that support it. some of the barriers to mobility around the world. How will your business operate in this new Companies are hosting mobile employees in more countries than ever before environment? What talent will you need, The average number of host locations supported by a global organisation continues to rise • More sophisticated programmes. to compete, and how will you safeguard As we look forward, mobility strategies your talent pipeline for the long term? will need to be more sophisticated And how will you align your Mobility, to deal with growing deployment Global Resourcing and Talent Management 1998 13 50% growth 2009 22 demands, while simultaneously strategies with wider business strategy? managing the very different needs The winners of 2020 and beyond will 2020 33 and expectations of three generations be those companies that adjust their 5 10 15 20 25 30 35 0 of workers. The best mobility strategies now. Average number of host locations per organisation strategies will be agile, adaptable and Source: PwC international mobility database – sample 900 companies constantly evolving to meet the specific requirements of the business and different groups of employees. Talent mobility – 2020 and beyond 2
  • 6. Three eras of international assignments 1970–1990 International assignments are mostly driven by large multinationals based in the US and Europe. These organisations send talent from the HQ country out into the field to manage operations in other parts of the world. Many assignments are from the US into Europe, but oil and gas, mining and other industries dependent on natural resources regularly send staff to more far‑flung destinations. Assignees are usually sent off for a two to five-year period and are incentivised with attractive expatriate packages. 1990–2010 Demand for global mobility of talent increases as new markets emerge for companies to sell their products and services to, and also manufacture their goods at lower cost. Offshoring gathers pace. A new breed of mobile worker emerges alongside the expatriate and meets the globalisation demand through commuter, rotational, and technology-enabled virtual assignments. The flow of talent is still predominantly from West to East, or intracontinental, but companies begin to tap into rich talent pools in emerging markets, particularly India and China. 3
  • 7. Future view 2020 Global mobility continues to grow in volume. Within the context of closely aligned international regulatory frameworks, the growth of cross-border acquisitions by sovereign wealth funds, lingering public investments in private business concerns, greater security cooperation between nations, and information technology that can identify and connect talent in an instant, global mobility becomes part of the new normal. Mobility of talent is fluid. For example, a Chinese company may engage a European team to manage an investment in Africa. “We try to avoid overseas assignments just to fill a gap, but sometimes you just can’t avoid it.” Marijn Dekkers, Chairman, Bayer AG Talent mobility – 2020 and beyond 4
  • 8. A changing world – the next decade The global marketplace is a constantly shifting landscape and in recent years the primary development has been a steady but relentless migration of economic power from West to East. Over the coming decades, demographic changes and economic forces will combine to transform the business landscape still further. New centres of growth will emerge; Western multinationals are already struggling to compete with new and dynamic multinationals from emerging economies in the fiercely competitive battlegrounds of Africa and Latin America. The next decade promises to be even more testing. 5
  • 9. Populations change and shift Proportion of the world population aged 60 years or more Median age A combination of population changes and 2011 2050 25% an ageing workforce in many countries, World and the evolution of country-based 21% 26 36 20% multinationals into truly global entities 15% years years has created a fundamental change in how and where business is carried out. A sharp 10% 8% 10% growth in international mobility is a clear Lowest median age 5% consequence of this, as organisations Yemen Niger work hard to make sure that they have the (15 years) (20 years) people they need, where they need them. Highest median age These demographic shifts are intensifying. 1950 2000 2050 The ageing workforce and impending Japan Spain retirement of the baby-boomer generation Source: UN report World Population Ageing 1950–2050 (41 years) (55 years) will pose serious challenges for most developed countries and even some Investment in education in Asia and Africa emerging markets such as China. By 2015, is creating a steady stream of talented one‑third of China’s population will be youngsters who will increasingly be in over the age of 50 and annual workforce demand at home and abroad. At the same growth will be less than 5%. In India, by time, the population of Europe is in steady contrast, over half of the population is decline. These are serious challenges that under the age of 30. multinational organisations must face if they are to succeed in the future. Talent mobility – 2020 and beyond 6
  • 10. Urban populations on the rise whose population is projected to Urban and rural population trends 1950–2050 The world urban population is increase from 2.7 billion in 2011 to expected to increase by 72% by 5.1 billion in 2050. Over the same 6,000 2050, from 3.6 billion in 2011 to period, the rural population of the 6.3 billion in 2050. By mid-century less developed regions is expected the world urban population will to decline from 3.1 billion to 2.9 5,000 likely be the same size as the billion. In the more developed Population (millions) world’s total population was in regions, the urban population is 4,000 2002. Virtually all of the expected projected to increase modestly, growth in the world population from 1 billion in 2011 to 1.1 billion 3,000 will be concentrated in the urban in 2050. areas of the less developed regions, 2,000 1,000 World urban population 0 1950 1960 1970 1980 1990 2000 2010 2020 2030 2040 2050 More developed regions – Urban population More developed regions – Rural population Less developed regions – Urban population Less developed regions – Rural population 72% The world urban population is expected to increase by 72% by 2050 Increase Source: World Urbanization Prospects: 2011 Revision, produced by the UN Department of Economic and Social Affairs 7
  • 11. Population of urban centres with 10 million inhabitants or more Rank – 2011 Rank – 2025 Population Population 1. Tokyo, Japan 37.2 1. Tokyo, Japan 38.7 2. Delhi, India 22.7 2. Delhi, India 32.9 3. Ciudad de México (Mexico City), Mexico 20.4 3. Shanghai, China 28.4 4. New York, USA 20.4 4. Mumbai, India 26.6 5. Shanghai, China 20.2 5. Ciudad de México (Mexico City), Mexico 24.6 6. São Paulo, Brazil 19.9 6. New York, USA 23.6 7. Mumbai, India 19.7 7. São Paulo, Brazil 23.2 8. Beijing, China 15.6 8. Dhaka, Bangladesh 22.9 9. Dhaka, Bangladesh 15.4 9. Beijing, China 22.6 10. Kolkata, India 14.4 10. Karachi, Pakistan 20.2 11. Karachi, Pakistan 13.9 11. Lagos, Nigeria 18.9 12. Buenos Aires, Argentina 13.5 12. Kolkata, India 18.7 13. Los Angeles, USA 13.4 13. Manila, Philippines 16.3 14. Rio de Janeiro, Brazil 12.0 14. Los Angeles, USA 15.7 15. Manila, Philippines 11.9 15. Shenzhen, China 15.5 16. Moskva (Moscow), Russian Federation 11.6 16. Buenos Aires, Argentina 15.5 17. Osaka-Kobe, Japan 11.5 17. Guangzhou, China 15.5 18. Istanbul, Turkey 11.3 18. Istanbul, Turkey 14.9 19. Lagos, Nigeria 11.2 19. Al-Qahirah (Cairo), Egypt 14.7 20. Al-Qahirah (Cairo), Egypt 11.2 20. Kinshasa, Democratic Rep. of the Congo New 14.5 21. Guangzhou, China 10.8 21. Chongqing, China New 13.6 22. Shenzhen, China 10.6 22. Rio de Janeiro, Brazil 13.6 23. Paris, France 10.6 23. Bangalore, India New 13.2 24. Jakarta, Indonesia New 12.8 25. Chennai, India New 12.8 26. Wuhan, China New 12.7 “37 cities will have 10million 27. Moskva (Moscow), Russian Federation 12.6 or more citizens by 2025. 28. Paris, France 12.2 29. Osaka-Kobe, Japan 12.0 The number with more than 30. Tianjin, China New 11.9 20million citizens will double.” 31. Hyderabad, India New 11.6 32. Lima, Peru New 11.5 33. Chicago, USA New 11.4 34. Bogotá, Colombia New 11.4 35. Krung Thep (Bangkok), Thailand New 11.2 Source:United Nations, Department of Economic and 36. Lahore, Pakistan New 11.2 Social Affairs, World Urbanization Prospects, The 2011 Revision 37. London, United Kingdom New 10.3 Talent mobility – 2020 and beyond 8
  • 12. Future view New cities Population shifts will have a strong 10 million. It’s estimated that Wuhan’s influence on where organisations will economy is growing at an annual rate do business over the coming decades. of over 12% and that GDP will double Much of the population growth over within five years. the next 30 years will be concentrated around urban areas in emerging China is not alone – a similar pattern is economies as these countries begin to emerging in Brazil, India and Mexico, mirror developed economies. Today, for albeit at a slower rate. The emergence example, in developed countries 75% of new commercial centres away from of the population live in urban areas capital cities will create a new demand and this will rise to 84% by 2030; in for domestic mobility in the next decade less developed regions only 40% live in as well as difficult challenges for HR – urban areas today, but this will increase such as whether ambitious employees to 56% by 2030. will see assignments to newer cities in their home economy as a step backward. China’s growth means that new urban centres are constantly evolving. New cities are initially selected by the government, which through tax incentives and grants creates a fertile site for companies. Housing, schools and hospitals soon follow and a new thriving city, ripe for multinationals, is born. One of the newest is Wuhan, 750 miles inland from Shanghai, with a population of 9
  • 13. The nature of work in 2020 In the longer term, economic, social and 2020: three worlds Fragmentation demographic forces are steadily leading towards a fundamental change in the way we work, and in the way corporations ‘Orange World’, where businesses are fragmented and companies are small and organise their workforce. We’ve predicted nimble, relying on an extensive network of that modern trends will help to create suppliers. Companies have multiple clients a future where tensions exist between and contracts and they routinely supplement their workforce with a globally diverse network fragmentation and consolidation and of ‘team workers’ – technologically savvy, between collectivism and individualism. networked employees who are contracted We speculated that three possible business on a supply and demand basis, anywhere in the world. approaches coexist,4 each impacting on a company’s strategy for dealing with Collectivism Individualism talent issues. Each of these scenarios calls for a unique ‘Green World’, where companies have ‘Blue World’, where corporations are king approach to talent management and to developed a powerful social conscience that’s and individual preferences override belief closely tied to their brand. Their focus is on in collective social responsibility. These global mobility, which will place specific sustainable and ethical business practice and companies have invested heavily in the talent demands on HR and business. they attract employees with values that reflect pipeline and believe in developing people as their own. Their success is largely driven by assets and take a paternal approach to their a high degree of employee engagement. This workforce. While the work is pressurised and impacts business decisions about mobility and fast-paced, employees are committed, well the way employees work. trained and more likely to remain with a single employer long-term. Integration 4 Managing Tomorrow’s People: How the downturn will change the future of work Talent mobility – 2020 and beyond 10
  • 14. Modern mobility Mobility is evolving from a straightforward Organisations are innovating in their transfer of skills to a far more complex approach to global mobility, partly through concept, designed to address a diverse set necessity as they adapt to the requirements of business needs: of the changing business world and partly to adapt to the preferences of different • The need to develop well-rounded generations of employees. leaders of the future, with a truly international perspective. Mobility, but not as we know it • The need to offer exciting career The critical need for companies to shore opportunities to the best talent as up skills in particular disciplines, regions competition to attract and retain the and projects is creating a sea-change best intensifies. in international assignments. Where • The recognition that an organisation assignments were typically ‘duration can benefit from a two-way transfer based’ e.g. for three to five years, of knowledge, skills and experience followed by a return to headquarters – every market is a fertile ground for or home location, short-term ‘purpose- new ideas. based’ assignments are becoming • The recognition that in an increasingly increasingly popular. international world where key roles often have a regional perspective The main priority for organisations is that and travel is relatively painless, the they have the right skills in the right place idea of a ‘home’ country is becoming at the right time. How that’s done is set less relevant. to become a more fluid concept, driven by strategic need but also by the desire to optimise the investment in a mobility programme. Many more mobility solutions are developing, designed for tomorrow’s business realities: 11
  • 15. Short-term assignments, often lasting Commuting and extended Global nomads. Regional leaders often Virtual mobility is the final piece in a year or less have become more popular; business travel allows assignees to work find that their role requires extensive the jigsaw. Technological innovation 20% of assignments now last less than 12 in a specific location without relocating business travel and as a result they are has allowed employers to bring the best months, compared with 10% in 2002.5 and has become a viable alternative to constantly on the move. Similarly, some people, wherever they may be, to work and Short-term assignments are generally more relocation for employees with family specialists move from project to project train together. appealing to younger workers who want commitments, and in roles that require to the extent that they effectively have no to broaden their experience than to those extensive travel by their nature. ‘home’ country. Mobility is evolving, but this greatly with families, as disruption is minimised. increases the complexity of managing The (generally) lower costs simultaneously Intra-country mobility is on the rise One-way relocation, as organisations a global mobility programme that make short-term assignments appealing as organisations look to maximise their move their regional or global headquarters may involve a diverse selection of to employers. investment in mobility. It may be easier in order to be closer to business interests approaches and in an environment and more effective, for example, for a and the fastest-growing markets, meaning where organisations need to move Project-based assignments. company to transfer skilled workers from the permanent relocation of key managers talent quickly, as well as monitoring the Organisations are bringing selected Shenzen to Huangshan or from Mumbai to and their families. risk and compliance, costs and return employees from different parts of the Ahmadabad, than to move workers from on investment. organisation together for a specific project, the US or other mature markets. Contingent labour is increasingly being requiring some to relocate temporarily, used by organisations to meet short-term or travel frequently while the work is Rotational employee programmes, and specialist demand. carried out. often used in the development of high‑potential employees and in specific industries, are becoming increasingly internationalised. Reverse transfers, where top performers from emerging markets are moved into developed markets, usually on a short-term assignment, to gain valuable experience and skills. 5 PwC Global Mobility Effectiveness Survey 2012 Talent mobility – 2020 and beyond 12
  • 16. Future view Mobility without moves Long-distance commuting, on a weekly Many of the new approaches to global or monthly basis, is no longer seen as mobility have an element in common – unusual and potentially, has no limits the lack of relocation. Organisations are – it’s not strange, for instance, for key questioning whether, in this connected employees to fly regularly between society, there’s a pressing need for a California and China. Increasingly, worker to physically relocate for their employers are leaving the choice of work: Does the employee need to be in a where to live to the individual worker, particular location all the time? Or just but this leaves significant challenges for when they need to be? the HR function, which must make sure that immigration and tax compliance The best candidates for overseas requirements and duty of care assignments may not be ready or willing obligations to the employee - for example to relocate, so alternatives to traditional healthcare and security - are met. mobility such as virtual meetings and commuting are an efficient way of The main impetus for mobility without making sure that the best skills are moves is not necessarily cost control, as made available. Extended business short-term assignments and commuting travel and short-term, as-needed visits are often expensive once per diem are an effective way of moving skills rates, accommodation and travel are where they need to be and often make taken into account. And there are other the most sense for roles that require risks to manage such as the perception extensive travel anyway. Overall, that a commuting worker is not fully assignees (in the traditional sense) committed to either location, and represent 1% of the global workforce, the challenge of keeping a travelling but our latest figures suggest that mobile employee engaged. workers, encompassing these new forms of non-traditional movement, account for between 7% and 8% of the working population.6 6 PwC Global Mobility Effectiveness Survey, September 2012 13
  • 17. Mobility in financial services We already see a more systematic and The fast-emerging markets of South centralised approach to assignment America, Asia, Africa and the Middle management emerging including East are widely seen as more important a new emphasis on shorter, more than developed markets to the future of targeted, purpose‑based assignments. the financial services industry as these And looking forward to the future, markets continue to expand. organisations are making extensive use of talent mapping, forecasting It’s estimated that China’s banking and analytics to improve their talent sector will overtake the US by 2023, and management strategy and align it more that India will become the third largest closely with the wider business plan. domestic banking sector, behind China, by 2050. By the same year, the leading emerging economies of China, India, Russia, Brazil, Turkey, Mexico and Indonesia will have banking assets and profits that exceed that of the G7. Financial services firms may have ambitious growth targets, but a shortage of talent in key areas and regions could hold them back. Talent mobility – 2020 and beyond 14
  • 18. Managing modern mobility As the best companies work to align Global mobility functions and HR This will be particularly important for their global mobility programmes more professionals have always held employers in emerging markets, most closely with business planning and talent responsibility for addressing the notably in parts of Asia, who are relatively management, the goal is to react with regulatory, compensation and tax issues new to the management of global mobility greater agility as the world’s economic associated with global mobility, and and who perhaps lack the sophisticated growth engines continue to shift, the for developing the relevant policies global mobility functions of their population ages and a new generation of and streamlined processes needed for competitors in developed economies. employees takes over. assignees and the organisation itself. But as talent management becomes In practice, this means looking beyond strategically critical, their role will take on the traditional concerns of logistics, a new level of importance. compensation and tax issues, and aligning global mobility more closely to talent, Talent constraints are imposing tangible costs on global companies succession planning and global resourcing. Q: Have talent constraints impacted your company’s growth and profitability As well as serving to meet skills demands over the past 12 months in the following ways? in different regions, international assignments are seen as critical in the development of well‑rounded talent, in the Direct costs 43% Our talent-rated expenses rose more than expected retention of key workers and development 31% We weren’t able to innnovate effectively of talent pipelines for the next decade. 29% We were unable to pursue a market opportunity Opportunity costs 24% We cancelled or delayed a key strategic initiative 24% We couldn’t achieve growth forecasts in overseas markets 24% We couldn’t achieve growth forecasts in the country where we were based 21% Our quality standards fell 0% 50% Base: All respondents 2012 (1,258). 15 Source: PwC 15th Annual Global CEO Survey 2012.
  • 19. Talent on the agenda In their efforts to address the talent Talent management has become a challenge, CEOs are increasingly choosing headache for CEOs, with only 30% saying to integrate HR, talent and succession that they have the talent they need to fulfil their future growth ambitions.7 planning, and global mobility programmes in particular, with business planning at the highest level. 78% Business leaders face a dual challenge: the short-term problem of acute skills’ Retaining the best shortages in specific markets and With attrition rates in many regions disciplines, and the longer term concern very high, retaining talent has become a CEOs – making changes to their of finding and developing the talent the priority; retention is a particular concern strategy for managing talent business will need in the future. It’s hardly in Asia, where hiring levels and resignation surprising, then, that talent management rates are almost twice that in the West, is right at the top of CEOs’ agendas. and the churn rate of high-performance Resignation rate by region Two‑thirds say that they plan to devote employees is also significantly higher. more attention to developing the talent pipeline and the future leaders of their 6% LATAM organisation, and 78% said they expected to see changes in the way their company 7% Western Europe manages talent in the near future. 8% US 9% UK “Our starting point is to have a human capital strategy that, as much as possible, pre-empts and mirrors our business strategy and 10% CEE business plan. And that’s a challenge in itself.” 15% Asia-Pacific Rohana Rozhan, CEO, ASTRO Malaysia Holdings, Malaysia 0% 20% 7 PwC 15th Annual CEO Survey Talent mobility – 2020 and beyond 16
  • 20. CEOs have a new focus on retaining the Growing talent from within Adapt and survive best: two‑thirds say that it’s more likely There is a growing recognition that the The changing composition of the that talent in their organisation will best future leaders of today’s organisations workforce inevitably has consequences come from internal promotions in the must reflect the world in which they for assignment strategy, as does the fluid future. Mobility is increasingly being operate. International experience is concept of family. Employees may have recognised as playing an important role an essential part of their development; ailing parents to care for, and working in attracting, retaining and engaging despite the prevalence of technology that parents form an increasing proportion of talent. The challenge HR faces is in brings us all closer together, there’ll never the workforce; the proportion of female convincing organisations to look beyond be a substitute for experience gained on assignees has doubled over the past 10 the quantitative costs of international the ground. years, from 10% to 20%. Our projections assignments and to take a longer term view see this rising to 27% by 2020. of investment in talent mobility. The demand for home-grown future leaders is particular strong in Asia and, as a The emergence of a new approach result, many organisations are accelerating to mobility is a clear indication that the progress of high-potential employees organisations understand that one into leadership positions as they look to size doesn’t fit all when it comes to the future. The importance of mobility assignments. The preference of the in building up the experience of future individual employee will become a leaders is recognised by governments in major factor in mobility decisions, Asia as well as businesses; the Singaporean with employers flexing their strategy government, for example, is encouraging accordingly. The best mobility strategies local talent to gain international will be agile, adaptable and constantly experience in the hope that this will create evolving to meet the specific requirements a new generation of Singaporeans who of each generation and each group of will cement the country’s reputation as an employees, and the business as a whole. international business and financial hub in the next decade. 17
  • 21. “The evolution of senior leadership teams is going to continue. I think people will have to be more global in their perspective. They will have to understand the interconnectedness around the world. That’s going to be a very important element.” F William McNabb III, Chairman, President and CEO, The Vanguard Group Inc Talent mobility – 2020 and beyond 18
  • 22. Managing millennials This trait is particularly pronounced in Millennials keep one eye on the job market The millennial generation, which will Asia, where job-hopping is fast becoming form the majority of the workforce by the norm. The resignation rate in Asia 2020, has particular characteristics that currently stands at 15%, compared employers can’t afford to ignore. They expect to burn through a number of with 6% in Latin America.8 This could deteriorate further in the future. Many 38% 43% 18% employers during their career and they’re millennials have made compromises to looking for job satisfaction, fulfilment and get themselves into the marketplace over fast career progression. Their focus is on the past few years, which means that the interest and opportunity rather than on chances of them moving on once better monetary awards. times arrive is higher than normal. 38% of I am always actively on I am not actively looking for I plan to stay in my current millennials said they’re on the lookout for the lookout for other another job, but would be job long‑term new opportunities, while a further 43% opportunities and keep an open to offers said they were not actively looking, but eye on the job market 1 would be open to offers. How many employers do you expect to have I would like to work outside my home country in my career in your career? 4% 1 54% 2-5 North America and The Carribean Central and 69% Eastern Europe 16% 6-9 Western 72% Asia Europe 9% 10+ 70% Middle 69% 3% None – I expect to work myself East 74% 14% Don’t know Africa 0% 60% South and Central America 93% Base: All graduates 81% Australasia and Pacific Islands 76% 8 Key Trends in Human Capital, 2012 19 Graduate respondents by current location
  • 23. Where outside your home country would you most want to work (Top 20) The opportunity to travel and gather Australia firmly at the top of their wish new skills and experience is a strong list. And while over half said they would incentive for this generation and one many be willing to work in a less developed 58% US employers are harnessing in their efforts country to further their career, only 11% 48% to attract and retain the best. Millennials were willing to work in India and 2% in UK have a strong appetite for working abroad; mainland China – the same proportion 39% Australia 71% of those questioned at the end of that are willing to work in Iran. 2011 said they wanted, and expected, an 33% Canada overseas assignment during their career. 32% Germany While this is excellent news for employers, the reality is a little more complex. When 31% France asked where they would most like to work, 28% Switzerland millennials placed the US, the UK and 23% Japan 23% Italy 23% New Zealand “Let’s face it. There are 80 million Baby Boomers who are going to retire over the next five to seven years, and they’re going to 22% Hong Kong be replaced by 40 million Generation Xers. That’s two to one, 21% Singapore so you’d better be developing your next generation now if you’re 20% Spain going to be ready for that transition.” 19% Sweden Michael White, Chairman, President and CEO, 16% Netherlands The Directv Group Inc 16% Brazil 16% Denmark 14% Finland 13% Norway 13% Belgium 0% 70% Base: Those who like to work outside their home country Talent mobility – 2020 and beyond 20
  • 24. 21
  • 25. Future view Choice and flexibility Employee choice will become a critical Employee-driven assignments are by I would be willing to work in a less developed country in order to gain element in mobility strategy in the no means unusual, particularly when experience and further my career future, as employers recognise that an organisation is keen to retain key different groups of workers have talent. This is beginning to go beyond a different needs and preferences. By straight choice of assignment location, 7% adapting to the preferences and needs though to a more extreme lifestyle of different generations and groups of or circumstance-driven decision. If Strongly disagree 18% employees, organisations are likely to a valuable worker wants to live in a 34% Disagree bring about a fundamental change in particular country, modern technology the assignment duration, package type makes it possible, even if the work is Strongly agree and value. Also, allowing flexibility for elsewhere. And if an employer wants to Neither employees within a global framework, keep them, they’ll make it happen. 19% so that the individual can select the Agree assignment benefits of most value to It’s become increasingly clear that 22% them, the sense of employee ownership one size doesn’t fit all when it comes of the assignment increases, as well to employees and that’s also true Base: All graduates as recognition of the investment the of mobility. Allowing assignees the organisation is making. flexibility to choose from a range of benefits that best meet their needs and The millennial generation is leading preferences and those of their family the way and many employers have (however they may define it – and already modified their global talent the definition is changing every year) mobility strategy specifically to increases the likelihood of a candidate “I expect to travel and my career will be more about appeal to this growing section of the accepting an assignment, of retaining enjoying the experience than earning money.” workforce. Some organisations are the employee at the end of the posting offering international experience to and maximising the investment made by Female graduate employee, new recruits straight out of college, and the employer. Republic of Ireland one company PwC is working with has tailored its international assignment strategy to millennials by making overseas’ assignments available earlier, before they have family ties, and for shorter periods. Talent mobility – 2020 and beyond 22
  • 26. The risks of modern mobility Western employers lose their appeal Highly skilled Chinese workers start to favour Workers from emerging economies domestic employers have historically placed a high value on 2007 education, experience and skills earned in the West. But not for much longer – by 2020, domestic multinationals in China, India and other emerging markets will match and even exceed Western multinationals in terms of remuneration 41% 9% and career development. This means that skilled workers from emerging economies will return home Would like to work for a Would like to work for a to exploit their new-found skills in the Western multinational Chinese employer lucrative domestic markets. Local workers with international experience are often 2010 far more attractive to domestic employers than foreign workers in the same market; we’ve already seen Brazilian organisations, 28% for example, that are more than willing to search for the best Brazilian workers overseas and tempt them home. These 44% returning locals can typically command better pay than their local counterparts, and an entirely new compensation structure is developing. HR professionals Would like to work for a Would like to work for a need to be prepared to manage the career Western multinational Chinese employer and remuneration expectations of these East–West–East pioneers. Source http://www.executiveboard.com 23
  • 27. Pressure on pay Economies, living standards and Focus on: Africa compensation levels are beginning to harmonise across the globe, although Africa has become one of the major The strong growth in Africa has Local employees: Generally, local the transition won’t be easy. Pay scales in battlegrounds for large multinationals. inevitably exacerbated a skills’ shortage, nationals, these permanent employees emerging markets are relatively low up to Natural resources have long been the and managerial and specialist workers receive a local compensation and benefits a certain level, but salaries are beginning focus for organisations entering the are in very short supply. While the package in line with local market to reflect the boom and the local salary African arena, but increasingly, investors region is rich in human capital – 40% practices. structures for executives may be higher are attracted to the fast‑growing of the population are under the age of than in mature markets. Higher pay, infrastructure and consumer 15 – there is a critical need for better ‘Local plus’ employees: A relatively sometimes combined with lower tax rates markets. Sectors on the rise include education and training. new group of employees are these creates local anomalies that have the telecoms, financial services, retail and returning nationals, who were often potential to sabotage a multinational’s pharmaceuticals. A three-tiered compensation structure educated and/or gained work experience assignment compensation strategy, is already evolving in some African in the West. This group can command making the ‘local-plus’ pay approach Traditionally, Africa’s major business countries, particularly across central a premium local salary and other more attractive. partners have been the US and Europe, Africa. This has previously been seen in benefits such as a housing subsidy and but in recent years investors from parts of Asia, most notably China, and educational benefits for their children. Separate remuneration policies for distant emerging markets – most notably that reflects the three emerging groups geographical locations will be a distant India and China – have moved into of employees: Global assignees: These designated memory by 2020. Instead, the standard the market, sometimes with more assignees of any nationality receive will become an overarching global policy immediate success than their Western full allowances for the cost of living, system that’s aligned to the talent mobility counterparts. Organisations that were home leave, relocation benefits and tax strategy. Some organisations have already built in emerging economies have been equalisation. adopted ‘destination pay’ and ‘local plus’ able to exploit the complex, uncertain remuneration methodologies across many and challenging African environment of their locations, allowing employees to by applying the many lessons they have be more quickly and easily deployed in a learned at home. cost-effective way. The definition of ‘plus’, though, will be flexible enough to allow employers to be responsive to local market conditions rather than a global mandate. Talent mobility – 2020 and beyond 24
  • 28. The politicisation of immigration The economic turmoil of recent years, Pressure on HR And at the coalface, the workforce will The acceleration of global mobility combined with political instability and The nature of global mobility has moved become increasingly diverse as mobility is happening, it seems, in spite of unrest in many parts of the world, has well beyond its traditional form and the increases. This puts enormous pressure on governments in many regions, rather than pushed immigration up the political mobility function is no longer restricted HR and global mobility functions, skills aided by it. We’ve long argued that those agenda. Borders have tightened in many to delivering services to assignees and and policies, which may struggle to keep countries that facilitate the free movement regions, as some governments attempt other stakeholders; it will become a vital up with the pace of change. of labour are more likely to become the to restrict immigration in their response strategic tool that requires a predictive most economically competitive. Those to low employment, while others bow to rather than reactive mindset. Modern countries that recognise that their ageing concerns over national security. mobility has widened the demands placed workforce will soon create a pressing need on the global mobility function, which for imported talent have already taken In a business world where organisations must now: the first steps towards lowering their will have to move people faster and more immigration barriers, and we predict that often, this increased politicisation of • manage compliance and risk more countries will adopt less restrictive immigration is a problem. The political • deliver a good, or preferably excellent, immigration in the future. But it won’t be awareness to anticipate immigration assignee experience so the worker can easy, as recent history has illustrated. changes will become an essential skill. concentrate on their new role We expect immigration issues to be one • understand, report on and of the major contributors to the increase manage costs in short-term assignments and business • make sure that the organisation travellers by 2020, as businesses navigate gets the best value for money and immigration requirements. In the longer report on the return on investment in a term, though, the clear economic benefits mobility programme that talent mobility brings will encourage • contribute to developing a sustainable greater collaboration between businesses talent supply and governments to remove some of • promote the rapid deployment of key the barriers. skills and talent • develop meaningful management information to aid business strategy and decisions • partner with the business, understand the wider business strategy and then develop effective communications, policies and processes to deliver the talent mobility strategy. 25
  • 29. “I believe organisations have to find their own solutions. We run a talent factory of 700 to 800 people here in India and we are working on creating a global talent pool of about 100 people – 60 of them from India and 40 from other countries – so that we can send them anywhere across our operations. We hope to have this talent pool ready within the next three years.” Baba Kalyani Chairman and Managing Director, Bharat Forge Ltd, India Talent mobility – 2020 and beyond 26
  • 30. Creating a ‘modern mobility’ strategy As organisations align their global A closer eye on compliance The use of predictive analytics in HR is still mobility programmes more closely with The line between international in its relative infancy, but an increasing talent management and overall business assignments and business travel is number of organisations are beginning to strategy, a ‘new normal’ for mobility will becoming more blurred as time moves on. embrace the concept. The data is available, emerge. Mobility will encompass a broad This raises the question of whether it still but more sophisticated analysis would range of experiences, short and long term, makes sense to separate the management provide valuable trend information and project-based and assignee-led. It will of business travel and global mobility. the potential to identify risks. Predictive encompass virtual mobility and long-range In some organisations, business travel analysis is already commonly used in commuting, and play a vital role in the is managed by business units without other business functions such as sales and development of future leaders and the oversight from HR, and this represents an marketing, but our research suggests that retention of valued staff. increasing compliance risk. 95% of organisations have only an ad hoc approach to analytics in HR,9 if any at all. A borderless workforce Predicting trends This has to change. If companies are to become nimble enough Talent mobility will become an important to respond to unexpected changes, they strategic tool. The pressure on HR to Personalising mobility should see their workforce as essentially provide evidence and insight to support As organisations in many regions struggle borderless. That could mean developing mobility decisions will only increase in to source the talent they need, business talent where the jobs are, relocating the future, and this means developing leaders are focusing on specific groups talent to the jobs, or moving jobs closer a predictive way of thinking – and of the workforce and personalising their to sources of talent, within the constantly embracing the technical data techniques recruitment and retention strategies to shifting constraints of international that support it. suit them. Younger workers, older and immigration law. experienced employees and women are all seen as valuable sources of talent, provided Cultural and language differences can be employers can deliver the flexibility a significant hurdle when expanding into they need. new markets; the challenge for employers will lie in attracting and developing workers who are able to adapt and fit to an unfamiliar workplace. 27 9 Key Trends in Human Capital 2012
  • 31. Future view Delivering the experience up innovative relationships with other It’s clear that organisations need to companies to develop schooling, adapt their mobility programmes for medical facilities, shopping and lifestyle specific groups of employees, and amenities in hotspot locations, creating that a more personalised approach expatriate communities with the to mobility is developing. A natural services people need. Some businesses progression of this is that organisations are already partnering with the will concentrate more closely on making educational sector in a bid to improve the mobility experience – whatever the supply of specific skills that they A single mobility programme won’t fit effectiveness of a mobility strategy. But the form it takes – as positive as possible for need. all and mobility strategy needs to be as longer term need to develop future talent, the assignee. flexible and tailored to the individual as and provide the international perspective The focus on the individual will well as the business as any other area and experience that they need, is more We expect to see a rise in business-to- encourage innovation in the delivery of talent management. For instance, difficult to measure. business collaboration in 2020 and of assignments, such as concierge the pensions crisis in many countries beyond, as companies think about how services to ease the transition and living suggests that many from the Baby If employers are to maximise their to provides the infrastructure that arrangements of assignees, to better Boomer generation will most likely seek investment in global assignments, they allows their employees to maintain out-of-office communications that to continue working after retirement must establish clear expectations and an acceptable standard of living while provides 24-hour support. Led by the age, and their motivation in accepting performance measures. Regular feedback, also providing for long-term financial millennial generation, the boundaries an assignment will be based on the support and mentoring will not only security. We’ll see organisations strike between work and home will blur. financial package and term. Millennials, help to disseminate the international on the other hand, will more likely favour knowledge gained by the assignee, but short‑term and project-based assignments. reduce the chance of the mobile worker Employees with families, or those caring resigning, once their assignment ends. for parents may turn down relocation, but embrace occasional commuting or virtual A top-class function in control mobility techniques. The changes already underway in global mobility place ever-increasing demands Measure and monitor on the functions that must manage the With talent management firmly on the programmes. The best organisations know strategic agenda, the appetite to measure that a strong global mobility strategy that the value and return on investment of has buy-in from the board and CEO, which assignments will increase exponentially. supports the wider growth objectives and The cost of international deployment business strategy and which is closely remains a primary concern, as does tied to the management and development the retention rate among returning of talent has become essential. Such an assignees in many countries. Of course, important task requires specific skills there’s pressure from stakeholders to and knowledge, and investment and demonstrate a positive financial return development in the global mobility on the investment in assignments and the function itself should be a priority. Talent mobility – 2020 and beyond 28
  • 32. Conclusion The business world is in the midst of Economic transformation and • Have you built strong links between fundamental change and in 2020 and demographic changes have already had an the functions within the organisation, beyond, the ability of organisations to impact on talent supply and demand. The which are responsible for mobility, manage their global talent efficiently will emergence of a new generation of workers talent development, succession mark the difference between success and presents an entirely new set of challenges. planning and global resourcing? failure. We’re facing a world where the best Talent management will become a • Do senior stakeholders and the global and brightest talent are prepared to follow key strategic tool, which places great mobility function have a common their own agenda and opportunities, responsibility on the shoulders of HR. Are understanding of the main priorities? wherever they may be and irrespective of you up to the challenge? • How do you plan to manage the who is offering them. It’s a world where the millennial generation? Can you use strongest and most sustainable supply of How do these trends affect your their eagerness to travel to your talent is in the East, rather than the West, organisation? advantage? and a world where technology has changed • Have you mapped and tracked your • What reward and incentive model the very way we work. mobility needs to determine what skills is appropriate to meet the various you will need and when and where you needs across generations in your need them? organisation? • Do you have the right insight and data • Are your mobility policies and “We really do need to staff up local businesses with people from to determine where changes and/or processes forward looking, or mainly those countries. It doesn’t make sense to have large numbers of investments may be necessary? reactive? expats working all round the world as it’s just very expensive, so we • Have you aligned your talent • What strategies do you have, to retain management strategy with the wider the employees you’ve invested in? have to train, we have to develop and we have to attract the right business strategy? • Is your HR function equipped to deal local talent. For the most part these locations are in pretty wild with the challenges ahead? places. And now most professionals want to be in urban locations, particularly if they have families. So it’s an increasing challenge to induce people to work in those difficult locations.” Tom Albanese, Chief Executive, Rio Tinto UK 29
  • 33. Talent mobility – 2020 and beyond 32
  • 34. www.pwc.com/hrs PwC firms help organisations and individuals create the value they’re looking for. We’re a network of firms in 158 countries with close to 169,000 people who are committed to delivering quality in assurance, tax and advisory services. Tell us what matters to you and find out more by visiting us at www.pwc.com. This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, PwC does not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication, or for any decision based on it. © 2012 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details. 120816-094937-JB-OS (10/12).