► Talent management: a point of view ► Global mobility: a strategic component of your global talent management ► Discussion around Ernst & Young’s 2012 global talent management surveys: (rapid growth markets, talent management in high-performing organizations) ► Talent 2020: the next chapter

1. 2012 Human Capital Conference
23–26 October
Talent management
challenges in today’s global
k t
markets

2. Disclaimer
► Ernst & Young refers to the global organization of member firms of
Ernst Y
E t & Young Global Li it d each of which i a separate l
Gl b l Limited, h f hi h is t legal entity.
l tit
Ernst & Young LLP is a client-serving member firm of Ernst & Young
Global Limited located in the US.
► This
Thi presentation i ©2012 E t & Y
t ti is Ernst Young LLP All rights reserved. N
LLP. i ht d No
part of this document may be reproduced, transmitted or otherwise
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photocopying transmission recording rekeying
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distribution of this form or any of the material herein is prohibited a d is
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disclaims any liability in connection with use of this presentation or its
contents by any third party.
► The views expressed by panelists in this session are not necessarily
those of Ernst & Young LLP.
Page 2 Talent management challenges in today’s global markets

3. Presenters
► Bill Leisy
y ► Bill McClain
► Ernst & Young LLP ► Bunge EMEA
► Global Market Leader, Talent ► Vice President Human
Management Resources
► william.leisy@ey.com ► william.mcclain@bunge.com
Page 3 Talent management challenges in today’s global markets

4. Our discussion today
► Talent management: A p
g point of view
► Global mobility: a strategic component of your global
g
talent management
► Discussion around Ernst & Young’s 2012 global talent
management surveys: (rapid growth markets, talent
management in high-performing organizations)
► Talent 2020: the next chapter
► Questions and answers
Page 4 Talent management challenges in today’s global markets

5. Talent management is all about your people
The ability to execute business strategy is directly related to effectively
attracting, retaining, developing and engaging your key talent. If
done well, talent management creates a sustainable competitive
advantage for businesses and a strong employer brand in the
marketplace.
Page 5 Talent management challenges in today’s global markets

6. Talent management is all about your people
► A key business issue (Number three g
y ( global business
issue – Ernst & Young survey 2012; CEOs spend more
than 70% of their time)
► Simply, the people issues in your organization – not just
an HR issue
► A Point of view:
► Alignment to business strategy
► Integration within your business operation
I t ti ithi b i ti
Page 6 Talent management challenges in today’s global markets

7. Must be aligned to your business strategy
and supported by HR
Business strategy
Talent
g
management
HR programs
HR processes
p ocesses
and
service delivery
HR compliance
and
governance
Page 7 Talent management challenges in today’s global markets

8. Helps execute your business strategy
Talent strategy/
HR strategy Talent
management
Company/HR Employee
Workforce analytics
Business strategy operating model life Performance metrics
(internal and external) Global
cycle
mobility
Company/HR
p y
organization structure
20.5%
20 5% 38.0%
greater financial return when
greater financial return integrating key components of
when companies align talent management programs
their business strategy and processes together and
and talent management throughout the organization
Talent management alignment and integration drives ROI.
Page 8 Talent management challenges in today’s global markets

9. Highlights from our 2012 global talent
management surveys: rapid growth markets
► 810 global executives:
g
► 53% C-suite (CEO, CFO, others)
► 35 rapid growth markets; 21 industry groups
► 44% more than US$1 billion revenues
► Four key talent management global challenges:
► Top management teams lack international experience.
► The lack of an internal management pipeline forces companies to
recruit from rivals.
► Companies are unable to effectively retain and reward high
performers.
► C-suite leaders and operational managers hold conflicting views
on talent management.
Page 9 Talent management challenges in today’s global markets

10. Key talent management challenges
► Top teams lack international experience.
p p
Figure 1: International experience of top management team
Page 10 Talent management challenges in today’s global markets

11. Key talent management challenges
► The lack of an internal management p p
g pipeline forces
companies to recruit from rivals.
Figure 2: Building an international management team
g g g
Page 11 Talent management challenges in today’s global markets

12. Key talent management challenges
► Companies are unable to effectively retain and reward
p y
high performers.
Figure 3:3: Effective team management
Figure Effective team management
Page 12 Talent management challenges in today’s global markets

13. Key talent management challenges
► C-suite leaders and operational managers hold conflicting
p g g
views on talent management.
Figure 4: Building an international management team
g g g
Page 13 Talent management challenges in today’s global markets

14. Talent management in high-performing organizations
(
(survey to be released December 2012)
y )
► Talent management characteristics in high-performing
g g p g
organizations:
► A greater investment in talent management focused on meeting
strategic and financial objectives (global mobility to leadership
development)
► U e e t g ocus on developing and sustaining a st o g
Unrelenting focus o de e op g a d susta g strong
leadership pipeline (succession planning No. 1 difference)
► Developing leaders early in their careers and getting them the key
diverse,
diverse international experiences
► Using the same talent management outcomes as all organizations
to measure success (employee satisfaction, retention), however
putting more emphasis on external employer brand
► Greater alignment of performance and paying for performance
Page 14 Talent management challenges in today’s global markets

15. Strategies and best practices in talent
management
Best practice results:
Identify the right ► Define the capability framework,
including j b f ili
i l di job families, roles profiles,
l fil
need ► Strong ER brand
skills and competencies
► Estimate and forecast workforce
requirements by skills and competencies
► Prioritize the critical skill sets and roles ► Attraction and
retention of the
Optimize hiring ► Develop the hiring strategy “right” employees
right
► Articulate the employee value proposition
and on-boarding
► Evaluate skills and competencies
► Develop on-boarding mechanisms that ► Improved employee
enhance productivity satisfaction and
engagement
Engage to retain ► Understand key levers for ► Higher employee
engagement at each location
► Track and respond to data
productivity
► Personalize interventions based on
EVP
► Great HR efficiency
► Develop total rewards that ► Improved HR
Develop and grow reflect the EVP, engagement
effectiveness
plan, etc.
► Align total rewards strategy
with labor cost model
► Financial returns
Reward broadly ► Leverage sub-functions across
operations to develop skills and ► Best companies to
capabilities
► Link individual objectives to work for/best
improvements in performance measures employers
Page 15 Talent management challenges in today’s global markets

16. How to get started
► Align and integrate talent management and global mobility objectives (work
together)
► Review the effectiveness between talent management and global mobility
(e.g., career development, succession planning, leadership development,
performance management, workforce planning)
► Review how effectively you are in recruiting, retaining, developing, engaging
top talent
p
► Questions you need to be able to say yes to:
► Do you know the jobs that need international experiences, the type of experiences
and how employees will g it?
p y get
► Is your leadership pipeline in critical positions three levels deep?
► Can you measure meaningful outcomes from your talent management and global
mobility programs?
► Have you aligned performance measures from the organization, region/division,
business units/functions and individual employees?
► Have you created a strong employer brand that is consistent with your talent
management and employee life cycle commitments?
Page 16 Talent management challenges in today’s global markets

17. Talent management 2020
Business strategy
Business strategy
Page 17 Talent management challenges in today’s global markets

18. Questions
Page 18 Talent management challenges in today’s global markets