Entering the Age of Talentism 45th Annual Forum

Entering the Age of Talentism 45th Annual Forum
Stephen Cryne President & CEO CERC

Agenda Drivers of Talent Mobility From Tactical to Strategic Good Practices and Organizational Strategies Q & A Why there is such a focus on this issue today How to empower the HR function to be a strategic partner in talent management How to build /develop your organizational structure for strategic success. How many of you think this whole thing around temporary workers and the need for greater mobility is a temporary situation

About CERC Established in 1982 Canada’s leading authority on talent mobility Research Advocacy Education Knowledge Transfer Membership includes many of Canada’s top FP100 companies Who we are and what we do

Drivers of Change Demographic changes
Globalization of trade and human capital mobility Transformation to knowledge based economies Some describe this as the as the human age? These are the economic realities that are driving change: Demographic changes - which I’ll speak about in more detail in a moment Globalization of trade – trading zones, free trade agreements and a desire at some point to eliminate barriers and open up markets across the globe. While the Davos GATT agreements fell apart, nations – Canada included are signing free trade agreements. Integration of supply chains –the parts are sourced from around the globe – and brought together in the manufacturing process…the implications of the Japanese earthquake underscored just how interconnected our supply chains are. The emergence of knowledge based economies and the creative class - it is talent that is going to drive innovation.

Drivers of Change “The success of any national or business model for competitiveness in the future will be placed less on capital and much more on talent …the world is moving from capitalism to talentism” Klaus Schwab, Founder and Executive Chairman World Economic Forum, 2012 Regardless of the recession in the past few years, the fact remains that demographic changes and improving economic performance in the major economies over the next few years are likely to result in demand for talent again outstripping supply. Speaking at the WEF meeting in Davos Switzerland in January The founder had this to say: companies that take a strategic approach to global mobility are more likely to take full advantage of the opportunities for growth through global expertise and leadership. More and more Canadian businesses are looking to new and emerging markets for growth – outside N/A: Those are the business objectives for the future. The skills and knowledge that business requires may be more abundant in another city in the same country, or in an entirely different nation. In a world where global supply chains are becoming more extensive and deeper, governments should rethink migration policies and re-examine formal and informal barriers to the free movement of talent. How they develop, attract and retain talent should therefore remain high on the agenda of policymakers and business leaders for the foreseeable future.

Canada’s Population Growth
Let’s look at some of the background trends relating to population growth, immigration and the labour market…. As this slide demonstrates Canada’s birth rate has been in a steady decline since the 1950’s. In order to support growth in the population, demographers suggest a replacement rate of 2.1 births is needed. Those rates have fallen from a high of 2.8% in to just 1.2% today. During that time the population has grown on average about 325,000/ year. But we are relying more an more on immigration Between ( ) an average of 124,000 people were added each year through births: and 219,000 added through net immigration. The number of immigrants has increased more than threefold from only 67,525 people immigrating to Canada in 1984, to 217,602 by 1990 and further to 280,000 by 2011. At the other end of the scale mortality is increasing – Ave life expectancy in 2058 is projected at 87.9 for female, up from 85 yrs. today. Source: Urban Futures Institute HRPA Talent Pipeline Conference April 19, 2012

Canada’s aging population
Population Aging Canada’s aging population Source: Statistics Canada

Population Aging Courtesy Economist Magazine
The demographic dilemma is not confined to Canada - all countries will have a higher % of workers aged 65 or over than exists today. Consider that almost 10,000 people a day turn 65 each day in the U.S. China will soon have a population of some 300 million people who are over age 65. Courtesy Economist Magazine

The Shrinking Workforce
This slide from the UN Research division shows that the % of working age population in Canada will decline by 8% the steepest drop among G-7 nations: Put another way this is the labour pool that is available. *2025 total population Source: UN population prospects, 2008

Labour Force Growth Between 1996 ‐ 2008, Canada created 3 million net new jobs – a 23% increase. Between 1991 – 2001, immigration accounted for 70 per cent of Canada’s workforce growth Immigration will account for all workforce growth over the next decade 2.1 workers supporting 1 retiree Let’s now turn to the other important point of discussion today and that is the labour market. Since 1964 Canada has been a world leader in creating jobs, on average 2.4% per year, outpacing our closest rivals the US and Australia. We will not be able to maintain that pace going forward, even with increased immigration, we will simply not be able to replace all of the workers leaving the workforce. Over the longer term (in the next years)there will be just 2.1 workers supporting each retiree vs. a ratio 4.6 to 1 today The question is how can Canada attract the skilled immigrants needed to make an economic contribution and help to offset some of this shortfall.

Employment Trends Canadian employers have created over 700,000 net new jobs since July 2009 Here is a snapshot of Canada’s employment picture as at September there are almost ½ million more people working today than in January 2008 Although the recession ravaged the employment picture we have nevertheless created 700,000 new jobs in the past three years, faring much better than many other OECD countries. Source Statistics Canada

HRPA Talent Pipeline Conference April 19, 2012
Employment Trends Canada’s Unemployment rate = 7.2 % The impact is demonstrated in Canada’s unemployment rate which peaked at just over 8.5% in the early spring of It has been in a steady decline since that time – and whilst still above the 5.9% in January 2008, we are trending in the right direction. 7.6% In Alberta the rate of unemployment today is almost at full employment at 5.4% Source: Statistics Canada HRPA Talent Pipeline Conference April 19, 2012

Employment Trends According to Manpower’s latest annual survey, 39,000 employers in 39 countries…. 34% of employers worldwide say they are having trouble filling jobs, with technicians, salespeople, skilled trades workers and engineers the hardest to find. there are almost as many reporting challenges today than there were in 2006 at the height of the boom. Another global survey by Gallup found that at the average big firm only 33% of employees describe themselves as fully engaged in their work, 49% say they are not engaged and 18% say they are “actively disengaged”. According to Manpower survey , 46% of senior human-resources executives said that their talent gap was making it harder for their firm to implement its business strategy. Only 27% said they felt their business had the talent it needed. And the shortage is likely to get a lot worse because of the imminent retirement of seasoned workers with sought-after skills in the rich economies. In 2008, one in four workers in America with a degree in science, technology, engineering or mathematics was 50 or over. Lockheed Martin, an aerospace firm, expects nearly half its science and engineering workforce to retire by 2019 and will have to hire a total of 142,000 engineers. Currently only 60,000 engineers a year graduate from American universities. HRPA Talent Pipeline Conference April 19, 2012

Talent Index As the economy grows and more people exit the workforce the war for talent is sure to heat up…and Canada is competing with these other nations for a dwindling resource In a recent report from Heidrick Struggles on a Global Talent Index, ranking countries’ ability to attract talent, retain and deploy Talent the US is identified as # 1. Looking out to 2015 the report forecasts Canada will increase from current standing of 14th to 8th position. Heidrick Struggles Global Talent Index Report HRPA Talent Pipeline Conference April 19, 2012

US Employment Trends 2012 13.1% 8.4% 7.2% US Unemployment is averaging 8.2 % and many observers are suggesting that this situation is systemic…meaning it will be difficult to resolve and will take a considerable length of time. Decade of lost employment When one drills down into the details however, unemployment among skilled workers with a bachelors degree and higher that group is experiencing almost full employment. It is this level of worker where the challenges exist….that being a talent gap shortage which we will discuss a little later. According to latest projections from BLS in the US 20.5 million jobs between 2010 and 2020; the fastest job growth is projected for industries and occupations related to healthcare and construction, although the construction industry is not expected to regain all the jobs it lost since its annual average peak employment in 2006. 4.2% HRPA Talent Pipeline Conference April 19, 2012

Employment Forecasts 25 million new workers needed in the US by 2030 1 million job openings in B.C. by % will require secondary education 800,000 new Oil Sands jobs over next 20 years / $250 billion investment 25 million – new workers needed in EU by 2030 $1.8 trillion investment in Australia’s mining industry – 750,000 new jobs As we look to employment forecasts, let’s take a look at what is forecast to transpire over the next decade Gov’t of BC projections Petroleum Producers HR Council World Economic Forum Australia it is estimated that up to $1.8 trillion could be pumped into the economy in the next two decades, creating up to 750,000 jobs as the economy experiences a fundamental structural change because of the mining boom….. These factors will exert significant demands on the supply of talented workers over the next decade. Canada Skilled trades council – next 7 yrs 208,000 workers will retire; only 111,000 entering trades: Energy research council 800,000 new jobs in the next 15 years Electricity sector $300 billion…over next 7 yrs short fall of 156,000 skilled workers HRPA Talent Pipeline Conference April 19, 2012

Employment Forecasts As we look to the changing employment picture this chart from HRSDC illustrates the extent of the challenge – over next decade there will be fewer and fewer new entrants to the labour market – mostly in direct correlation to Canada’s birthrate decline. As noted earlier the bulk of workforce growth will be directly attributable to Canada’s immigration program - and we will be competing with other nations for the best talent – Australia the US and the EU are all looking for skilled workers – Our immigration programs must be supportive to the business community in attracting workers. Human Resources and Skills Development Canada HRPA Talent Pipeline Conference April 19, 2012

Employment Forecasts Let’s take a look next at some of the shortages forecast by HRSDC between 2011 and 2017 from this same study…. Skilled workers in the oil and gas related sectors, senior management and public administration will all be in short supply . These are highly skilled workers in short supply and high demand…not just in Canada but around the globe As noted earlier - Manpower’s latest annual survey, 34% of employers worldwide say they are having trouble filling jobs, with technicians, salespeople, skilled trades workers and engineers the hardest to find. HRPA Talent Pipeline Conference April 19, 2012

Talent Mobility is Key HRPA Talent Pipeline Conference April 19, 2012

Recommendations for Government
Develop a talent mobility blueprint Lead cross-border collaboration with other governments Share access to labour market data / forecasts Develop a framework for a collaborative approach to talent mobility

Recommendations for Organizations
The Talent Mobility function is often viewed as being transactional role Leading companies see Talent Mobility as a strategic opportunity to create a competitive advantage & grow new markets Talent Mobility is a strategic function that supports business objectives Talent mobility fuels economic growth and success and yet is often seen in a transactional role – processing the activities as a opposed to guiding the decision making process. Enlightened companies see T/M as being more strategic – truly as an opportunity to drive their organization ahead. We believe that T/M is a strategic partner in the organization that supports execution of strategic business objectives The challenge is how does one move from the tactical to the strategic…lwet’s take a look HRPA Talent Pipeline Conference April 19, 2012

Aligning Mobility and Business Strategies
88% of companies said it was important, or critically important to align their global talent mobility strategy with their business strategy But only 2% feel that current programs are aligned Only 35% of respondents believe senior executives understand the role of global mobility Deloitte, Strategic Moves January 2012 A recent survey by Deloitte found 88% of companies surveyed said it was important or critically important to align their global mobility strategy with their business strategy. – but only 2% feel that programs are aligned. And, in that same Deloitte study, only 35% of respondents believe senior executives understand the role of global mobility – There exists a clear challenge and an opportunity for HR executives in the industry to change that mindset. The importance of global talent mobility to securing to securing a talent pipeline must be communicated in a compelling. HRPA Talent Pipeline Conference April 19, 2012

From Tactical to Strategic
Align the talent mobility programs with the organization’s talent and strategic business objectives Talent Acquisition and Retention Talent Development (Individual & Strategic) Leadership Development Compensation Performance (Business and Individual) Return on Investment Finance/Budgeting Tax Planning/ Compliance/ Reporting (Corporate and Individual) Security, Travel Systems (HRIS) To this time mobility has been viewed as tactical, that is changing –in large part because of the influencers I have just reviewed. So how do we move from the tactical administrator to the strategic business partner Enlightened companies are coming to the startling realization that they will very soon run out of people and one of key solutions is mobility of the workforce. I think that has to be key message mobility is becoming increasingly important to the strategic talent and business decisions that impact the business, not just today, but in the future It is really about getting the right people in to the right place, at the right time and at the right cost – One of the biggest challenges is fragmentation. In many organizations today there is no strategic ownership of the mobility function- some of it is in HR, some in travel, shared services, operations, and accounting or the function is outsourced. The key is to get those functions aligned out of silos so there is one governance model that you can deploy enterprise wide HRPA Talent Pipeline Conference April 19, 2012

Good Practices in Talent Mobility
In this next section I want to share some ideas on good practices in T/M Good practices – because principles / factors/ circumstances will change between industries organizations and assignments: HRPA Talent Pipeline Conference April 19, 2012

Global Mobility Essentials
Career Development Strategic Opportunity Volunteer Skill Need (management or technical) DEVELOPMENT VALUE The first step is to examine the value of the assignment you may be considering for an individual. Where doe it fall in this matrix Volunteer – maybe someone at the beginning / or end of the career – looking for a change of pace likely has limited return to the organization and therefore the development and business value will be low Career Development - while the development value is high , the business value to the company may likely be low, in the short term Skilled / technical…fulfilling a need/ project based and will very likely be rotational – i.e. take on multiple assignments: High business value but limited in development – although there will be stars in this groups, where the development value (future leaders maybe present) Strategic Opportunity – these are the standouts from both business and career development value – the individuals who will drive enterprise performance and can transfer the new skills to the home or other new markets / operations. If you take this kind of an approach to planning your assignments, you will see greater success. BUSINESS VALUE

The Assignment Lifecycle
Candidate selection Pre-Assignment On Assignment Repatriation Redeployment Let’s walk through the assignment lifecycle – thinking about the matrix we reviewed in the previous slide… So if it’s a career development opportunity what does the candidate look like, are we selecting the right Candidate for the Assignment type What are the pre assignment steps we need to take What do we need to consider in terms of benefits whilst on assignment How will we repat this employee – what steps / supports will we have in place Will we redeploy – was the employee a successful selection – In all cases – Was the assignment a success? Did we reap the return we expected from this assignment and what can be learned for the future? HRPA Talent Pipeline Conference April 19, 2012

Good Practices CERC 2011 Survey 90% track assignment costs
90% have formal relocation program 60% pre-qualify candidates 51% have specific International global mobility program CERC Employee Relocation Policy Survey, 2011 Here are some good practices from the CERC 2011 Employee Relocation Survey 100 companies, mostly Canada FP % have global operations All track costs Have relocation policies – many of those available to CERC members in the Corp Relo Policy Library

Repatriation Practices
82% track success of assignment 1/3 of companies have a formal repatriation program 50% of those include career planning We could spend a whole session speaking about repatriation - let me just say that those “best in class” organizations are the ones that start the repatriation process before the assignment begins – they have a career path mapped out – POLL

Tactical to Strategic 2011 CERC Employee Relocation Policy Survey
88% of companies have a formal mobility policy The (HR) management objectives that mobility policy supports talent acquisition talent development Greatest management challenge for international assignments - tax &immigration compliance The objectives identified that mobility supports… Note that the top four challenges / obstacles Family Issues Tax Housing Visa / Immigration

Tactical to Strategic Marriott International: centralized global mobility operations higher retention of its high performing GMs, improved organizational efficiencies Source WEF Report January 2012 Let me briefly share with you some of the success stories identified in the Talent Mobility Good Practices Report published by the World Economic Forum in Conjunction with Mercer : The first is global hotel giant Marriott International 72 countries 130,000 employees Challenge – retaining and developing key management talent in an industry that relies on mobility to gain the breadth of experience They were losing good people Solution – centralized policy (as noted in CERC Survey) and all operations around mobility so there was an enterprise wide structure in place to guide decision making HRPA Talent Pipeline Conference April 19, 2012

Tactical to Strategic COM DEV: Harmonized approach to mobility– better mobilization of staff Benefits to the Organization Attracts first-choice candidates Fosters talent retention Enhances ROI Source WEF Report January 2012 that can respond to problems and ensures improved quality control COM DEV 1300 Highly specialised staff canada / us / uk Issue – employees were being provided with differing levels of benefits / supports etc. Created a harmonized approach to mobility delivered these results HRPA Talent Pipeline Conference April 19, 2012

Tactical to Strategic ITT Corporation Mobility Principles Strategic Workforce Planning Compliance People Innovative Administration and Best Practices CERC annual conference 2010 This is probably one of the best examples This from a presentation and article in Perspectives Magazine from a member of CERC Focus on 4 key areas in developing a governance model for mobility Strategic Workforce Planning Tailor mobility solutions based on dynamic business drivers, changing internal and external talent resources and timeline options Assignment plans to clearly document business objectives, performance requirements and talent development goals Compliance Select and integrate a mobility provider with the global & local expertise to support our mobile population Implement a standardized consultative & administrative service delivery model Establish processes that foster and facilitate a compliant program Create program practices that address local conditions & statutory requirements Apply constant improvement techniques & controls to review & monitor effectiveness People Provide a program that can adapt to variable personal needs - reducing barriers to mobility wherever possible objectives to attract, retain and deploy talent Support talent management initiatives for performance goals through aligned communications proactively throughout the assignment cycle Innovation & Best Practice Drive a responsive, solution-oriented program that is able to minimize costs wherever possible Embed the ability to constantly adapt to changing talent demographics and geographic variables Effectively manage our outsourced supplier partners to insist on a high level of service excellence and seamless delivery for all stakeholders Constantly strive to make ITT’s mobility program one that is recognized for its’ effectiveness and thought leadership Outcome – a more cohesive structure; increased retention of key staff HRPA Talent Pipeline Conference April 19, 2012

Managing Mobility Mobility Tax Payroll Vendors Immigration Accounting HR Governance model needs to bring in these various stakeholders – the question is how is the role each of these discreet but integrated functions get managed in a systematic way in order to drive results for the organization? I think you would agree that the Manager of the mobility function has many aspects of the process to contro Between 25% - 40% of Assignments fail: As a mobility manager need to manage these portfolios: HRPA Talent Pipeline Conference April 19, 2012

Assignment Policy Considerations Purpose/objectives of assignment Type of assignment Employee level Budget and cost implications Repatriation considerations When developing policies companies need to consider what types of assignments they want to be able to offer: - Short Term (less than one year) - Full/Long Term (up to 3 years) - Extended Long Term (up to 5 years) When consider an assignment you need to determine the purposes/objective for the assignment. The type of assignee or potential candidate will depend on the type of assignment and purposes/objective. Things to consider: - Should it be a single or accompanied status - Is this a career development opportunity - Is this a temporary business need Budget cost considerations – many countries have specific legislations that need to be considered, for example, you may need to employee a specific number of local employees to be able to get licence to operate in their country. Some companies have a repatriation plan with an ongoing Career Coach in the home location to keep the employee connected and the business prepared for their return. HRPA Talent Pipeline Conference April 19, 2012 34 34

Key Policy Elements Pre-assignment assessment Immigration Compensation Pension and benefits Pre-visit, destination services, cultural training Allowances and incentives Housing Tax Moving Social Insurance/Security Payroll Home leave Language training Schooling Repatriation These are typically the “menu” of benefits you may consider for your employees – what to offer… Refer back to the matrix we reviewed earlier – does that drive the kinds of benefits you will be likely to offer? Most companies will offer some or all of these benefits Or will you go with a one size fits all – HRPA Talent Pipeline Conference April 19, 2012 35 35

International Assignment Cost
Year 1 Year 2 Year 3 Departure expenses $ 56,000 $ 0 Annual ongoing expenses $325,000 $ 325,000 Repatriation expenses $ 35,000 Total Expenses $ 381,000 $ 239,000 $ 360,000 Total assignment* $980,000 *Toronto – Beijing Excludes provisions for tax; includes salary $150,000 pa 36

But Will They Go? HRPA Talent Pipeline Conference April 19, 2012

CERC Global Mobility Study
Imagine if you had a full-time job opportunity in the near future that would mean relocating to another city for a minimum of two years with at least a 10% pay raise and all of your moving expenses covered. How likely would you be to take the job? Total Canada Very Likely 27% 20% Somewhat Likely 37% Not Very Likely 23% 26% Not at all Likely 13% 16% So we’ve spent all this time and energy to draft the programs etc…but will They go. In this survey we conducted with Ipsos - 13,000 people 24 countries This was for a City to city move 42% of Canadians say no way! 36% global say no way CERC Global Trends in Talent Mobility Feb 2012

CERC Global Mobility Study
Imagine if you had a full-time job available in another country for 2-3 years & 10% increase in your pay. How likely would you be to consider moving to this new job? CERC / IPSOS Research Global Mobility Study September 2011 Total Canada Very Likely 19% 10% Somewhat Likely 30% 29% Not Very Likely 25% Not at all Likely 26% 36% 61% of Canadians not keen to take an international Assignment - Vs 51% internationally – As you can see then 1 in 2 canadians not really prepared for international assignment - Which strengthens the point that around Candidate selection

Why Employees Decline International Assignments
Spouse’s career Loss of dual income Elder care Safety and security concerns Children’s education/special needs Uncertainty of role/position upon return Spouse’s play a key role in decision making. They may feel they are losing career development opportunities and/or network connections. If the spouse has to leave their job and can not work abroad, there is a financial impact to the family in the loss of the spousal income. Employees that have elderly parents they are primarily responsible for often can not consider an assignment abroad or will incur additional financial impact if it requires they must arrange for elder care in their absence. For families that have special education needs not all locations can accommodate these circumstances which could impact the childs develoopment. Depending on the location that the employee is being asked to go to (i.e., Brazil or Iraq) there could be significant safety concerns which could deter an employee from taking an assignment. Another common factor in the decision is the uncertainty of what will happen at the end of the assignment. Will they have a role/position to return to … or will they lose out on opportunities that may come available while they are away. HRPA Talent Pipeline Conference April 19, 2012 40

Mobility Model Talent Strategy & Business Objectives Workforce Planning + Talent Management =Business Objectives Assignment VS Local Hire Policy design for employee levels & demographics Repatriation and succession planning Internal administration & ROI Management Centralized control – C Suite sponsor/ Authorizations, Compliance and risk mitigation Provider and service level management Service Delivery An outsourced or “in-house mobility team” global providers? Regional delivery/administration Standards for service level performance Talent Strategy & Business Objectives Business Objectives = Workforce Planning + Talent Management Assignment Type VS Local Hire Policy design for employee levels & demographics: Talent planning tools – repatriation and succession planning Internal administration ROI Oversight Centralized control – C Suite sponsor Compliance and risk mitigation Authorizations, sign-offs and exceptions Provider and service level management Service Delivery An outsourced or “in-house mobility team” global providers? Regional point of expertise for program delivery/administration Global supply chain Standards for service level performance HRPA Talent Pipeline Conference April 19, 2012

Corporate Responsibilities / Obligations
Senior management commitment to talent management Clearly define roles and responsibilities for mobility management Systems to ensure compliance with internal controls & statutory regulations Service provider agreements for global supply chain Communication Clearly define roles and responsibilities for mobility management This could be in the form of a values statement Mobility is critical to the success of the organization: who has authority under the governance model Systems to ensure compliance with internal controls & statutory regulations – Immigration and tax – non compliance in these areas can have very serious consequences for your organization and your employees; it is also a Canadian inbound issue – not just international Service provider agreements for global supply chain – be clear and up front about the requirements f your service providers (refer to the china presentation about having the depth of expertise) Communication – clearly outline the goals of programs to employees, what they can expect, how they will treated, what receive and repatriated and how challenges will be addressed : (see an earlier presentation for an example) HRPA Talent Pipeline Conference April 19, 2012

Communication The value of mobility to the enterprise The value of mobility to the employee and accompanying family Ownership and authorizations The risks consequences of non compliance HRPA Talent Pipeline Conference April 19, 2012

HR Strategy Use performance measures to track progress and identify leaders / expertise Ensure retention through effective repatriation programs Benchmark assignment policy Linking tools within your organization for your assignments – Use appraisal tools to track your assignee stars and career development opportunities – not just an operational decision Retention and repatriation are directly linked – a better repat leads to increased retention Use surveys to benchmark your policy - remember that flexibility will often be needed and may deliver the results you seek. HRPA Talent Pipeline Conference April 19, 2012

Conclusion Make workforce planning Job# 1 Design and promote talent mobility strategies internal to the organization Manage talent like other forms of capital Establish a direct link between mobility and talent development Embrace cultural diversity as a business strength Job 1 = This must have the support of Csuite - - not just an HR issue – it’s a matter of business continuity Risk Management (Oilsands) without the key staff your organization is at risk on many fronts - Customize your mobility strategies and promote their benefits in your workplace to key influencers Don’t overlook the importance of repatriation Manage it and develop the elusive ROI – even if you start off with small measures that you can build on in future Today many young workers thirst for that mobile experience – right of passage – use This as a key opportunity to develop your future leaders Cultural diversity – a global workforce is truly a differentiator and a competitive advantage Use performance measures to track progress and identify leaders / expertise Ensure retention through effective repatriation programs Benchmark assignment policy HRPA Talent Pipeline Conference April 19, 2012

Conclusion Align business and mobility objectives Match business goals and assignee selection Set out the purpose and specific objectives to be met Adjust objectives and purpose to meet changing business realities Align objectives of assignment – E.g. career development/ Business expansion / project management Then get the goals of the assignee aligned – depending on skills – is the assignee the right fit – look beyond skills to other factors – the family situation is it conducive to the assignment Clearly articulate the specific objectives – from this you can develop some framework for your ROI Adjust and be prepared to meet changing objectives – MENA / Japan/ even Alberta These are clearly the strategic aspects of Talent mobility HRPA Talent Pipeline Conference April 19, 2012

Questions Thank you

Entering the Age of Talentism 45th Annual Forum

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