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Mind the Gap Building Policies that Bridge the Generations Moderator: Ann Stafford, Brookfield GRS.

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Presentation on theme: "Mind the Gap Building Policies that Bridge the Generations Moderator: Ann Stafford, Brookfield GRS."— Presentation transcript:

1 Mind the Gap Building Policies that Bridge the Generations Moderator: Ann Stafford, Brookfield GRS

2 Isabelle Provencher Jeff Houck Russ Haynie The Panelists

3  Overview of Generations and Changing Workplace  Corporate Experience – Ubisoft, Suncor and Case Studies  Policy Considerations  Future of International Assignment Mobility  Q&A Agenda

4 We are facing a new future in terms of demographics at work: we will soon have five generations in the workplace at once. Today people are living and working longer leading to this new reality. What’s more, this phenomenon goes beyond the US into China, Brazil, Russia and elsewhere. This mixed, multi-generational environment is a new diversity challenge for HR organizations everywhere. SOURCE: The 2020 Workplace By Jeanne Meister and Karie Willyerd Overview

5 5 SOURCE: The 2020 Workplace By Jeanne Meister and Karie Willyerd The Generations Defined Major TraitLoyaltyCompetitionSelf-relianceImmediacy Broad TraitsSacrifice, loyalty, discipline, respect for authority Competitive, sandwiched generation, hard work, long hours Eclecticism, self- reliance, free agents, work/life balance, independence Community service, cyber literacy, tolerance, diversity, confidence Major Influences World War II, Cold War, Korean War, rise of suburbs Watergate, women’s rights, Woodstock, JFK assassination MTV, AIDS, Gulf War, 1987 stock market crash, fall of Berlin Wall Google, Facebook, 9/11 terrorist attack Defining Invention Fax machinePersonal computerMobile phoneGoogle and Facebook

6 6 SOURCE: The 2020 Workplace By Jeanne Meister and Karie Willyerd Communication Style StyleFormalSemiformalNot so serious; irreverent Eye-catching; fun ContentDetail; prose-style writing Chunk it down but give me everything Get to the point – what do I need to know? If and when I need it, I’ll find it online ContextRelevance to my security; historical perspective Relevance to the bottom line and my rewards Relevance to what matters to me Relevance to now, today, and my role AttitudeAccepting and trusting of authority and hierarchy Accept the “rules” as created by the Traditionalists Openly question authority; often branded as cynics and skeptics OK with authority that earns their respect SpeedAttainable within reasonable time frame Available; handyImmediate; what I need it Five minutes ago

7 7 Mobility Characteristics SOURCE: The 2020 Workplace By Jeanne Meister and Karie Willyerd Mobility Reasons Start Ups Acquisitions Sales / Marketing Start ups Acquisitions Sales / Marketing Skill Transfer Projects Start ups Acquisitions Sales / Marketing Projects Management Development Start ups Acquisitions Sales / Marketing Career development Employee choice Assignment Traits Few resources Little focus on career impact Balance sheet Earned privilege Mid-Late career More assignment types Assignees have more expectations Career development Personal impact Global experience as part of talent management

8 8 Mobility Policy Expectations SOURCE: The 2020 Workplace By Jeanne Meister and Karie Willyerd Policy access Review written policy on own first Discuss policy in person, by phone Will question everything in policy Use technology to access policy Policy expectation Company will take care of all aspects of relocation Equitable treatment in policy Likely to ask for exceptions Will be open to alternative policy types

9 40 million Millennials are already in the workforce By 2025, Millennials will make up three out of every four workers worldwide 15 companies were interviewed to learn how Millennials are influencing their companies’ international employee mobility strategies, policies, recruiting and management styles 40 2025 15 9 Millennials – A Growing Workforce

10 Boundary-less  Work locations  Roles  Functional areas  Economies  Work-personal time Value experiences  More than money  80% want to work abroad  70% expect to use non-native language  CSR (Corporate Social Responsibility); 80% will leave their employer whose sustainability values do not match theirs  Expect to be entertained while being informed Expectations of Millennials

11 Companies will:  Be larger and more spread out  Have more contingent workers  Have greater diversity but more uniform corporate culture  Look for local knowledge with a global mindset  Value soft skills, personal attributes and experience Employees will  Work longer, different hours  Retire older  Need to change skill sets quickly  Move around laterally  Have more responsibility at an earlier stage in careers Organizations are Changing

12 THE UBISOFT GROUP Ubisoft is a worldwide producer, publisher and distributor of interactive entertainment products. Ubisoft’s mission is to enrich players’ lives by creating original and memorable gaming experiences. 2nd largest in-house development staff in the world with 29 studios in 19 countries +9200 team members worldwide, including 7800 dedicated to production.

13 UBISOFT MONTREAL Founded in 1997, Ubisoft Montréal is the biggest game development studio in the world and Ubisoft’s most important in terms of workforce. Ubisoft Montréal is a leader in the Montreal industry, having shipped over 80 games from internationally-renowned franchises such as: Assassin’s Creed ™ Child of Light Far Cry ™ Just Dance ™ Prince of Persia ® Tom Clancy’s Rainbow Six ® Tom Clancy’s Splinter Cell ® The Mighty Quest for Epic Loot Watch_Dogs

14 UBISOFT MONTREAL WORKFORCE DEMOGRAPHIC employees 34 years old : average age of employees. 85% Men 15% Women Millennials - 66,6% Generation X - 32,5% Baby boomers - 0,9%

15  Over a 100 relocations per year 75% Long-term International (France, US, UK, Asia, etc.) 25% Long-term Domestic  Average of 80 short term assignments per year  15% increase of Millennials relocated over the past ten years  Seeing more couples and families with young children UBISOFT MONTREAL WHO ARE WE MOVING?

16 Retailer with more than 1,450 Petro Canada Stations Retailer with more than 1,450 Petro Canada Stations Fifth largest North American energy company Fifth largest North American energy company We employ over 13,000 employees located across 7 countries We employ over 13,000 employees located across 7 countries Canada's largest integrated energy company Leader in oil sands development Leader in oil sands development Conventional and offshore production Conventional and offshore production Refining 462,000 barrels per day Refining 462,000 barrels per day SUNCOR ENERGY INC

17  As an integrated company with diversified assets, operations and lines of business, the demographic of Suncor’s workforce is distributed evenly through segmentations with the exception of Traditionalists where the number is so low it does not register as a percentage  Oil Sands sees a small increase in the Millennial population which can be attributed to the physical and hands-on business being performed SUNCOR ENERGY INC. WORKFORCE DEMOGRAPHICS

18 18 5,500 + Eligible EE’s in the Wood Buffalo Housing Programs 125 EE’s on Active Assignments 1,100+ Relocation Services New Hires Current Employees Unionized New Grads/Geographical Rotational Co-Op Students Short Term Domestic Domestic Commuter Long Term International International Rotational Rental Assistance Mortgage subsidy Program through four financial institutions SUNCOR ENERGY INC. WHO ARE WE MOVING?

19 Moderator Q&A for Ubisoft and Suncor

20 Consulting Case Study 1 Company Profile / Issues:  Multinational media industry firm  Company operates in more than 100 countries, and has more than 60,000 employees around the world  Manages 500+ international assignments per annum  Global mobility supports critical business needs and gives most talented employees a truly global mindset  Mixed assignee generational profiles but average assignee profile: 40s, mid- career, married with family, not as mobile.  Assignees tend to go unaccompanied; take assignment due to loyalty but may have to incent them since they’re not developing  Varied motivations for mobility  Fluctuating assignment volume from business to business

21 Consulting Case Study 1 Policy Solution: Flexible Structure Adopted for Varied Needs  Short and long term assignment policies  Separate international transfer policy  Core and flex benefits Flex Policy Allows Company to Accommodate  Business budget variances  Individual employee circumstances and generational differences/concerns  Different assignment motivators  Fluctuating assignment volume from business to business Flex Policy Ensures Consistency  Fewer policy rewrites  Easy to administer worldwide  Limits exception management

22 Consulting Case Study 2 Company Profile / Issues:  Large U.S-based Automotive Company  Manages 450+ permanent homeowner relocations per annum (Canada and U.S.)  Common transferee profile: 50s, established-career, married, not as mobile.  Resistance to relocation offers due to proximity to retirement, concerns about home disposition and equity losses

23 Consulting Case Study 2 Policy Solution: Home Retention Program  Replaced permanent relocation offers with long-term domestic assignments (2-4 years)  Employee retains departure location home; agrees to not purchase a home in the destination location  Employee receive monthly allowance to maintain departure home and to offset rental expenses at destination for term of assignment  Assistance not designed to cover all home maintenance and renting expenses; only a contribution to costs Home Retention Program Allows Company to:  Alleviate employee stress of owning two homes or selling a home near retirement (potentially at a loss)  Ensure employee willingness to relocate  Save expenses related to home sale, equity loss protection and home purchase  Accommodate broader issues applicable to younger employees (deficit equity, dual career, family resistance)

24 Audience Q&A

25 1.Travel-ready  Eager for experience means less incentive required but more focus on long term value  Not as invested in returning home  More open to less traditional locations  More open to transfers  Personal world is expanded 2.Different recruiting and retention norms  Companies need to ‘catch up’ to where these employees are vis-à-vis talent management  Strategies need to address this generation’s drivers o Goal-oriented o Collaborative o Long-term view Future of Mobility

26 3.International experience is highly valued and sought after  Will not wait to be asked  Temporary assignments not necessary: transfers are okay  Less reliance on traditional expatriate compensation approaches 4.“Entitled” means negotiation, not spoiled  Confident in their value  Less reliance on traditional expatriate compensation approaches  Comfortable asking for what they want Future of Mobility

27 5.Technology – influences everything  Connectivity  Responsiveness  Access to information o Real-time access assumed (based on their experience) 6.Good service is expected  Used to getting needs met quickly  Confident to request and expect Future of Mobility

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