The document summarizes a presentation on getting the most from assignee data. It discusses how organizations' views of global mobility have shifted from a focus on cost to effectiveness and value. It also describes how benchmarking assignee data has led companies to change policies and operating models to improve efficiency. Finally, it argues that global mobility needs to be better integrated with talent management strategies to fully support organizations' effectiveness agendas.

1. 2012 Human Capital Conference
23–26 October
Getting the most from your
assignee data

2. Disclaimer
► Ernst & Young refers to the global organization of member firms of
Ernst & Young Global Limited, each of which is a separate legal entity.
Ernst & Young LLP is a client-serving member firm of Ernst & Young
Global Limited located in the US.
► This presentation is © 2012 Ernst & Young LLP. All rights reserved. No
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disclaims any liability in connection with use of this presentation or its
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► The views expressed by panelists in this session are not necessarily
those of Ernst & Young LLP LLP.
Page 2 Getting the most from your assignee data

3. Presenter
► Stuart Steele
► Ernst & Young LLP (UK)
► ssteele1@uk.ey.com
Page 3 Getting the most from your assignee data

4. It’s all about talent … not quite
► Three years ago a significant number of Chief Human Resource
Officers (CHROs), Chief Financial Officers (CFOs), Chief Operating
Officers (COOs) used to tell us that their organization’s approach to
Global Mobility (GM) was too costly — they wanted to understand
how they compared to peers and how they could reduce cost.
► Two years ago, their organization’s approach to GM was too costly,
and there were concerns around compliance and service quality —
they wanted to understand how they compared to peers and how they
could reduce cost.
► One year ago, their organization’s approach to GM was too costly;
there were concerns around compliance, service quality and
effectiveness (value) — they wanted to understand how they
( ) y y
compared to peers and how they could reduce cost and understand
the value delivered to the organization.
► Now effectiveness and cost
Page 4 Getting the most from your assignee data

5. It’s all about talent … not quite
► Three years ago a significant number of CHROs, CFOs, COOs used to tell us that their
organization’s approach t GM was t costly – th wanted t understand h
i ti ’ h to too tl they t d to d t d how th they
compared to peers and how they could reduce cost.
► We benchmarked.
► Two years ago their organization’s approach to GM was too costly, and there were
organization s costly
concerns around compliance and service quality – they wanted to understand how they
compared to peers and how they could reduce cost.
► We benchmarked and revised the GM operating model.
p g
► One year ago their organization’s approach to GM was too costly; there were concerns
around compliance, service quality and effectiveness (value) – they wanted to
understand how they compared to peers and how they could reduce cost and
understand th value d li
d t d the l delivered t th organization.
d to the i ti
► We undertook enhanced benchmarking, continued to revise the GM operating model and
started reporting on post assignment transition outcomes.
► Now effectiveness and cost
► We are integrating outcomes into our benchmarking and integrating global mobility into
organizations’ approach to talent management.
Page 5 Getting the most from your assignee data

6. We have leveraged our data to support benchmarking,
leading to changes in policy and operating models
Basic comparative Enhanced benchmarking:
benchmarking:  GM FTEs
 Global Mobility Full Time  GM total cost
Equivalents (GM FTEs)  Assignee/Transaction volumes
 GM total cost  Assignee/Transaction
 Assignee/Transaction
A i /T ti demographics
volumes  Detailed scope of activities
 Policies  Operating model
 Sub-industry nuance
y
 Post-assignment transition
outcomes.
 Policies
Page 6 Getting the most from your assignee data

7. We have continued to focus on efficiency and
effectiveness
 When executives talk effectiveness, they don't
recognize organizational structures.
 Effectiveness in this context focuses on the
value from the “total chain of transactions.”
 This is not the effectiveness of the GM function
or team, but an assessment of the effectiveness
of the planned outcome.
 Where we support an assignment for project-
based resource did we get the right person, to
resource, person
the right place, in an acceptable timescale, with
appropriate cost, and were they supported in a
manner that allowed them to execute well
against the required role?
 Where we support an assignment for a career
development-based resource, how did this
individual perform during assignment, and how
have they performed subsequently (relative to
assignee peers and non-assignee peers)?
Page 7 Getting the most from your assignee data

8. GM needs to be an integrated component of talent
management to support the effectiveness agenda
Management
Management*
[noun]: the management
of the economy or
businesses — the people Talent management
managing a company or
organization
i ti Active
A ti management of thet f th
relationship, identification,
attraction, retention,
Talent* development and
deployment of individuals
p y Is it fully
[noun]: people
who are of particular value to integrated?
possessing natural
an organization because
aptitude or skill
they are fulfilling key roles
today or may be critical in the
future
Mobility*
[noun]: the ability to move
between different levels
in society or employment
Is it aligned to defined business need?
*Oxford English Dictionary
Page 8 Getting the most from your assignee data

9. GM needs to be an integrated components of talent
management to support the effectiveness agenda
Who provides location and
talent (supply) d t
t l t( l ) data Consultant Globalists
workforce
to inform strategy? Mobile Mobility need
Home/Host/Home
Contingent
workforce Virtual
Right
Ri ht
capabilities
Employee
workforce
Local Is the mobility strategy
aligned to the
requirements of a
workforce plan?
Workforce plan/talent management strategy
Who provides the “ways
GEO
of working” i f
f ki ” information
ti Agency
to inform strategy?
Business Business
Business
issues performance
strategy
Who responds to complex
talent challenges (with
mobility context)? Global
environment
Page 9 Getting the most from your assignee data

10. GM needs to be an integrated components of talent
management to support the effectiveness agenda
Assignee types Assignee Non-assignee
Non assignee
populations populations
(Career development or
top talent)
Purpose
(Clear articulation)
Outcomes: Outcomes:
 Tenure  Tenure
 Time at level  Time at level
 Potential Comparison  Potential
 Performance  Performance
 Reward  Reward
 Succession  Succession
Page 10 Getting the most from your assignee data

11. Questions
Page 11 Getting the most from your assignee data