Intro Session Global Workforce Mobility for Talent Management

Strategic Mobility for Talent Development &Retention Presented by Russell M. Klosk, SPHR, GPHR

1. Availability of Suitably Qualified Employees 2. Business Taxes and Charges 3. Non-Wage Labour Costs 4. Local Competition 5. Wage Costs 6. State Government Regulations 7. Federal Government Regulations 8. Resistance to Workplace Change from Employees 9. Resistance to Workplace Change from Unions 10. Interest Rates Top ten constraints on business investment in Asia Pacific 1. Availability of Suitably Qualified Employees 2. Business Taxes and Charges 3. Non-Wage Labour Costs 4. Local Competition 5. Wage Costs 6. State Government Regulations 7. Federal Government Regulations 8. Resistance to Workplace Change from Employees 9. Resistance to Workplace Change from Unions 10. Interest Rates Source: Survey of Investor Confidence, ACCI, July 2004

CEO’s are aware of Workforce value An organisation is only as effective as its workforce: CEO’s number one internal barrier to agility and responsiveness is limited internal capabilities and leadership resources to manage change-related projects; CEO’s number two external barrier to agility and responsiveness is . workforce issues Source: IBM Business Consulting Services CEO Survey 2004

Russell Klosk Published Global Expert in Talent Management & Workforce Planning 19 years of industry experience as both an internal HR Practioner and as a Management Consultant focused on Human Infrastructure. Industry Experience in: Public Sector Financial Services High Technology Telecommunications Consumer Products / Packaged Goods Manufacturing Based in Washington, DC MBA, SPHR, GPHR

Objectives of this session Provide Common Definitions for Workforce Management, Talent Management & Global Mobility Provide Frameworks to Execute Global Mobility to increase Talent Optimization and Talent Retention Discuss Global Mobility across three continuums Traditional Mobility The Modern Mobile Workforce Globally Integrated Enterprises (optimized organizations)

Agenda Day 1 Workforce Mobility Framework Modern Mobile Workforces Talent Management Through Mobility Organizational Development Day 2 Building Organizational Cohesion & Enhancing Employee Capability Designing Positions for Mobility Tying it all together in a Globally Integrated Enterprise

They knew I was coming more than 3 weeks ago. They know my preferences – I’m a frequent flyer. They’ve spent million$ of dollar$ enticing me to use their services. Why am I in this queue?!!

Why are we experiencing these issues? ,[object Object]

How are companies addressing them today?

What are the levers for change?,[object Object]

The supply dynamics of the Workforce are changing… ,[object Object]

22 percent of Japanese consumers will be age 65 and older

75 percent of the Chinese workforce is under the age of 35

People now tend to marry later, divorce more, start second or third careers and sometimes even raise their grandchildren.

These changes are causing unprecedented diversity in household composition, and ultimately greater complexity in how workers choose to engage in the workforce Source: IBM Institute of Business Value (Retail Megatrends)

… and Market pressure is rising Customer’s are more global, mobile, educated and increasingly demanding of: ,[object Object]

Greater levels of responsiveness

Knowledgeable service staffIn the globalised world, heightened marketplace volatility will become the norm. Matching the workforce to these demands will become increasingly complex

Are businesses responding appropriately? ,[object Object]

more than ¼ of all workers are now employed on a casual basis without any sick or holiday paySource:”The Rise of the Emergent Workforce” Spherion Pacific Enterprises LLC For the organisation to be successful, it’s focus must be trained on improving workforce performance, agility and productivity There is however, a growing mismatch between Employer and Employee expectation

Workforce Management, Talent Management & Workforce Mobility are critical to Survival Workforce supply dynamics are inexorably changing Increasing market volatility demands that organisations react - quickly Shareholders expect growth, organisations will require agility and responsiveness to deliver ERP’s have not been the panacea for workforce management control

What can organisations do to address current and future Workforce Management issues?

Human Capital Practice Methodology Change Management Tools and Technology Employee Relations Best Practices

Workforce Management defined Workforce Managementis the process of managing people to achieve business objectives, by optimizingthe needs of Employees, Customers and Shareholders, over the short, medium and long-term time horizons.

17 Workforce Management Across an organisation, who owns the process of Workforce Management? Workforce Management represents the intersection of: Operations production/service WFM Human Resources labour strategy Finance performance

Buy Talent From the Outside “Have shifted from internally focused promotion to a blended approach to fill leadership positions…we actively recruit and select around 40% of new hires from external sources” — Government agency, North America “We will bring in very senior leadership from the labor market in order to acquire the leadership skills we lack” — Industrial products company, Latin America “50% of top leadership in the organization are hired from the outside for a key leadership role or a particular function where we did not have the right skills and competencies” — Electronics company, Asia Pacific Companies expressed different philosophies about whether they should build talent internally or obtain itfrom the outside market Build Talent From the Inside “Typically, we have been buying talent at huge prices, but have poorly assimilated them…(our) new focus is to build internally” — Media Company, North America “We are heavily investing in our leadership development program – we strongly believe that the most capable leaders are coming out of our own organization – we support people development on a long term basis” — Retailer, EMEA “(We) add skills from external hires where needed, but mostly we ‘grow our own’” — Government agency, Asia Pacific 18

GBS U:Workforce/Talent Management| 19 July 2006 19 For each of the talent management strategies, organizations need to consider both the short-term and long term sourcing, development and retention issues Implications for Managing Talent Build Talent From the Inside Buy Talent From the Outside ,[object Object]

Companies that bring in middle managers from the outside must be careful to manage the expectations of talented individuals within the organizations regarding their potential for advancement

Companies that rely on bringing in external talent must be able to project the demand for necessary skills that may be in short supply

Successful management development programs involve a critical mass of individuals at the middle management and staff levels

Companies need to ensure that their senior leadership are provided with appropriate development experiences

Individuals who have been provided with management development experiences need job opportunities where they can leverage their new capabilities

New training and skill development delivery methods can help reach larger audiences, reduce the need for travel, and potentially improve learning effectiveness,[object Object]

21 Talent Matching Requirements CurrentTalent And ensures that required & available talent match at the individual, unit & enterprise level Organisation Mission Business/Corporate Gap Identification Planning Evaluate & Adjust Unit-level Talent Mgt How do I make sure that the talent in my unit is identified and maintained now and for the future? Enterprise Talent Mgt What is our bench-strength and how will our talent pools need to evolve in order to execute our strategy and gain competitive advantage? Individual Talent Mgt Given my current profile, how do I need to develop myself for optimal performance on the job and for long-term career development?

22 Companies that “buy” talent from the outside potentially risk alienating their existing workforce and losing talented employees Buying Talent – Key Findings Greater use of flexible sourcing methods Higher voluntary turnover “The challenge of moving jobs offshore is improving the morale of those remaining and reconciling personal political situations” — CHRO, Banking Organization, North America Higher % of middle management brought in from the outside Higher absenteeism Companies who purchase talent from the outside should consider the costs of higher turnover and lower morale in their talent sourcing decisions

23 Sample TM processes and tools Training and career development (maximizing existing talent) Talent profiles/skill inventories Recruitment and selection (attracting new talent) Performance management and rewards (retaining key talent) Job design Labor market trends Business strategy and direction World class talent Superior business performance and increased stakeholder satisfaction + SF culture and values Related talent needs Strategic business plans Managing the critical inputs to the creation and maintenance of talent increases an organization’s control over the results A compelling vision for talent management implies a commitment to a strategic, integrated approach It is also a commitment to processes and tools that will enhance the organization’s (and each individual’s) ability to achieve superior performance “Controlling your destiny by controlling your environment” Talent Management is the connector between business strategy and human talent optimization

Workforce management must address the needs of all stakeholders Workforce Deployment Focus Model Customer Shareholder Employee

Customer Shareholder Employee Workforce management must address the needs of all stakeholders Labour Supply ,[object Object]

Work/life Balance (flexibility)

Increasing worker mobilityEmployee Satisfaction

Customer Shareholder Employee Workforce management must address the needs of all stakeholders Labour Demand ,[object Object]

Increasing expectations, mass customisation

More transient, higher education

Instant gratification (technology led)Employee Satisfaction Employee Satisfaction, leads to Customer Satisfaction

Customer Shareholder Employee Workforce management must address the needs of all stakeholders WFM Processes ,[object Object]

Short-term Shareholder ROI expectations (cost focus)

Improved sustainabilityEmployee Satisfaction, leads to Customer Satisfaction Employee Satisfaction, leads to Customer Satisfaction, leads to Shareholder Value

The short term goal is to manage the trade-offs, the long term goal is agility to drive a rapid step change in capability – to transform the business Workforce management must address the needs of all stakeholders Customer Optimising the needs of Employees, Customers and Shareholders, over the short, medium and long-term time horizons. Shareholder Employee

The impact of strong fiscal control through the labour planning process results in a trade-off If the focus is labour cost or FTE’s, the result is a trade-off between Employee Satisfaction and Customer Service ‘ROI Is Us’ bank has placed an overtime ban due to a budget blow-out. Customer Either: employees maintain individual earnings, or employees change their resources to satisfy customers Shareholder Employee Who usually wins, and what is the result?

The consequence of imbalance: If staff rosters generally do not change over time and customer volumes do, then customers become the buffer in the service delivery process. Shareholder’s ultimately get a diminishing return.

Service profit chain – illustrated Satisfied Customers Shareholder Returns leads to… which leads to… Staff rosters don’t match customer demand Not enough staff + wages drop: low satisfaction + morale Revenue & income bounce back: improvedshareholder returns Right people, right skills, right place, right time: satisfaction improves Satisfied Employees Queues! Reduced share of wallet & lost sales Revenue drops, act: reduce staff hours & OT Queues worsen, service deteriorates: customers walk Income dropping, customers & staff leaving, act: call IBM Few queues, helpful & knowledgeable staff: satisfaction improves

Employee Expected Resources Workload Demand Employee expectations Employees want to satisfy their demands with an over-availability of resources, and they want to balance their work with their home lives More Resources Employees Less Time Resources Workload Demand

Workload Demand Shareholder expectations Shareholders want to have the maximum return for the minimum investment. This often manifests itself into increasing productivity improvement demands More Resources Shareholder Expected Resources Shareholders Less Time Resources Workload Demand

Customers Shareholders Employees Each stakeholder is asking for a different level of resource investment What is the right balance? What trade-off’s need to made? What insight is required to make informed decisions?

Aging Employees are increasingly concerned with lifestyle: ,[object Object]

Will I be able to do my job without having to deal with a queue of unhappy customers?

Can I change my roster to suit my changing lifestyle needs?

Do I understand and accept the reasons why changes to my roster are made?,[object Object]

Will I have to wait too long for service?

Will my service experiences be consistently good across different channels

Will my query be dealt with in the one contact?,[object Object]

Can we ensure operational areas are staffing to meet both cost AND service targets?

Do I have a responsive reporting capability that gives me information on my performance, and how it compares to othersShareholder ,[object Object]

If I am not confident in the short-term, the cost of capital will increase in the long-term…,[object Object]

Human Capital Management Organisation Mission Forecast resource Business/Corporate Optimisation Gap Identification demand Planning Deployment Forecast resource Work rules (regulatory & IR) / Scheduling supply Evaluate & Adjust Recruiting / Sourcing Organisational Effectiveness & Efficiency Employee satisfaction is a key contributor to organisational effectiveness and efficiency Career Development / Succession Workforce Analytics & Planning Planning Compensation The Workforce Management Value Chain A continual process of applying optimisation techniques, to maximise resource utilisation within multi-dimensional constraints in the short to medium term, while providing an objective and transparent basis for understanding and challenging these constraints to shape the future. Learning & Development Performance Management Employee Lifecycle Workforce Management is managing Labor Supply and Demand over the short and long term

We have learned that Workforce Management has three distinct time horizons: Short-term Labour Demand and Scheduling ,[object Object],Short-term Labour Demand and Scheduling Supply Chain & Intermediate Planning ,[object Object],Supply Chain & Intermediate Planning Long-term Strategic Planning ,[object Object],Long-term Strategic Planning

Short-term Intermediate Term Long-term Short-term Labour Demand and Scheduling Short-term Labour Demand and Scheduling How do I maintain the inventory of labour needed to satisfy the current business model? Workforce Deployment:determine and plan workforce requirements (roles and competencies) in the short term ,[object Object],[object Object]

Short-term Intermediate Term Long-term Short-term Labour Demand and Scheduling (continued)Labour Demand Labour Demand 1. Determining Business Demand for Roles and Competencies ,[object Object]

Intro Session Global Workforce Mobility for Talent Management

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