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Global mobility: Talent and policy segmentation
Transcript of Global mobility: Talent and policy segmentation
Employees with key skills vital for the business
Cost not always relevant; mobility is a priority
Expensive lifestyle and high expectations
Need to differentiate allowances and benefits compared to typical expatriates
Can ask for exceptions to the common policy
Need to limit/share cost
“Expat light” type of packages
Real incentive to move is career development and learning
Need to manage expectations
Employees of any level requesting
Moves not essential for the business
Expectation that employee will bear most of the cost
No on-going support by Company
One-time payments and advice to facilitate the move if retention issues
Employees recruited within the region
Objective is to take advantage of local talent / lower cost
Potentially managed at regional level and/or to meet regional business objectives
“Expat light” types of package often used
Potential specific regional issues
Definition of “home” is unclear
Base often pay reflects previous assignment – not always clear home or host pattern
Issues linked to pension, healthcare, immigration, etc
Flexibility in role structure and strategies
Emerging/ High Potential Talents
International learning and development to grow the next generation of leaders.
Strategic business leaders
Career building volunteers
Seasoned technical experts
Fill mission-critical roles and deliver specific, strategic business results.
International experience to fulfill personal life objectives (opportunistic employee-driven moves).
Providing specialist skill, resource or expertise to fill local gap; complete specific project of task.
Corporate-led career pathways and succession management
Business-led resource planning and deployment
Now let's look at some