Building global talent...© MERCER 2015 6 W H Y D O W E N E E D G L O B A L L E A D E R S ? G A I N...
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HEALTH WEALTH CAREER MERCER WEBCAST BUILDING THE GLOBAL SKILLS FOR THE FUTURE Lisa Lyons Michael Grover Tegwen Morgan London 11 NOVEMBER 2015
Transcript of Building global talent...© MERCER 2015 6 W H Y D O W E N E E D G L O B A L L E A D E R S ? G A I N...
H E A L T H W E A L T H C A R E E R
M E R C E R W E B C A S T
B U I L D I N G T H E G L O B A L S K I L L S F O R T H E F U T U R E
Lisa LyonsMichael GroverTegwen Morgan
London
11 NOVEMBER 2015
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G L O B A L I S A T I O N W E B C A S T S E R I E SW H E R E W E A R E
Title Date Speakers
1 Globalisation: The Mega-Trend Changing the HR Function 30 September
Chris Charman
Mark Hoble
Anna Tweed
2One Size Fitting All? The Impact of Globalisation on Executive and Workforce Compensation and its Management.
14 OctoberChris Charman
Mark Hoble
3 Think Globally, Engage Locally: Managing Engagement Across a Diverse Organisation
27 OctoberFinn Keough
Kimmo Parkki
4 Building the global skills for the future 11 Novembe r
Michael Grover
Lisa Lyons
Tegwen Morgan
5 Rewriting the Rule Book for Managing Performance Globally 25 NovemberJen Saunders
Anna Tweed
6 From Barriers to Borders: Developing Diverse Global Talent 8 December Michael Grover
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T O D AY ’ S S P E A K E R S
Tegwen Morgan Talent Strategy
Michael GroverGlobal Mobility
Lisa LyonsLeadership Development
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B U I L D I N G T H E G L O B A L S K I L L S F O R T H E F U T U R E : S T A R T W I T H T H E R I G H T Q U E S T I O N S
HOWC A N G L O B A L
L E A D E R S H I P B E D E V E L O P E D ?
WHATD O E S A G L O B A L
L E A D E R L O O K L I K E ?
WHYD O W E N E E D
G L O B A L L E A D E R S ?
SO WHAT
W H A T I S T H E O U T C O M E F O R
O R G A N I S A T I O N S ?
Source: Connecting Leadership to Value, Mercer Point of View, 2015
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W H Y D O W E N E E D G L O B A L L E A D E R S ?R E S P O N D I N G T O T O D AY ’ S R E A L I T Y
Geographic expansion
Global mergers, acquisitions, JVs
Global customers and suppliers
Global talent
The requirements of global leaders are different - an appreciation of diversity and cross cultural knowledge is critical and has never been in greater demand
Today’s reality requires leaders to think & act globally regardless of level or travel budget
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W H Y D O W E N E E D G L O B A L L E A D E R S ?G A I N I N G C O M P E T I T I V E A D V A N T A G E
Jobs � PeoplePeople � Jobs
TALENT SCARCITYISSUE &
PARADOX
“Worldsourcing… where we source talent,
manufacturing, and markets from whichever location in the
world it makes the most sense”
BILL AMELIOCEO of Lenovo
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W H Y D O W E N E E D G L O B A L L E A D E R S ?D I S R U P T I O N
Market disruption UrbanisationAccelerating technological change Digitally enabled global connections
Business model disruptionEntrepreneurshipDigitally enabledAgile, innovative, at pace
Workforce disruptionHyper-connected workforce Multiple generations Searching for purpose
A new generation of leaders capable of
rising to the challenge
INNOVATION
GROWTH
GLOBALISATION
Source: Connecting Leadership to Value, Mercer Point of View, 2015
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W H A T D O E S A G L O B A L L E A D E R L O O K L I K E ?T H E B E H A V I O U R L E N S
Source: New Insights on Leadership Development, Mercer Point of View
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W H A T D O E S A G L O B A L L E A D E R L O O K L I K E ?A R I C H E R P I C T U R E O F G R E A T L E A D E R S H I P
B E H A V I O U R
I M P A C T C O N T E X T
Source: Connecting Leadership to Value, Mercer Point of View, 2015
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H O W T O B U I L D G L O B A L L E A D E R S H I PA N I N T E G R A T E D A P P R O A C H
IDENTIFY
DEVELOP
MOBILIZE
1
2
3
Identify a holistic view of global leadership success, and assess leaders against it
Effective individual and team development interventions linked to business objectives
Set up an infrastructure and cultureto grow your talent pipeline
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H O W T O B U I L D G L O B A L L E A D E R S H I P1 . I D E N T I F Y
Our research shows that to successfully operate in today’s constantly changing and globally connected world, leaders
need a distinct skillset.
Traditional tools are not always effective in assessing dynamic skills such as catalytic
learning and comfort with complexity.
A blend of tools that assess underlying attributes, leadership capabilities, and cross-cultural skills can lead to impactful results.
INTERVIEWS
PERSONALITY
INVENTORIES
360
FEEDBACK
INTERCULTURAL
COMPETENCE
CROSS-CULTURAL
WORKSTYLE
ASSESSMENT
CENTERS
Mercer’s framework outlines 12 criteria for global leadership success.
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H O W T O B U I L D G L O B A L L E A D E R S H I P2 . D E V E L O P
ORGANISATIONS RECOGNISE EFFECTIVE INTERVENTIONS…
1. STRETCH DUTIES
2. OVERSEAS ASSIGNMENTS
3. ROTATIONAL EXPERIENCES
…
11.FACE TO FACE
12.ONLINE LEARNING
..BUT DO NOT PRIORITIZE THEM
0% 20% 40% 60% 80%
Online
F2F
Rotational
Overseas
Stretch
Source: Mercer Leadership Practices Survey, 2015
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H O W T O B U I L D G L O B A L L E A D E R S H I P2 . D E V E L O P
Passage five
Passage four
Passage three
Passage one
Passage two
GlobalExecutivePassage
Global Leader
in context
Global Baseline
Global Mindset
Global Mindset
GlobalSkills &
Knowledge
Global Mindset
Global Baseline
GlobalSkills &
Knowledge
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Passage five
Passage four
Passage three
Passage one
Passage two
GlobalExecutivePassage
Global Leader
in context
Global Baseline
Global Mindset
Global Mindset
GlobalSkills &
Knowledge
Source: Charan, Drotter and Noel, 2000
360 degree feedback
Mentoring
Strategic global projects
Assessments
Multi-cultural teams
Special projects
Mentoring
Executive education
H O W T O B U I L D G L O B A L L E A D E R S H I P2 . D E V E L O P
Regional role
Senior Leader
Front-Line Leader
Middle Manager
Global role
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H O W T O B U I L D G L O B A L L E A D E R S H I P3 . M O B I L I Z E
NO SUBSTITUTEFOR BEING THERE
CULTURE OF MOBILITY
C O ST
TIM E C O N SU M IN G
Source: Mercer Worldwide International Assignment Policies & Practices Survey, 2015
USE MOBILITY AS A LEADERSHIP DEVELOPMENT TOOL
40%
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H O W T O B U I L D G L O B A L L E A D E R S H I P3 . M O B I L I Z E
Define roles and assignment types
Use of metrics
B E H A V I O U R
I M P A C T C O N T E X T
Source: Connecting Leadership to Value, Mercer Point of View, 2015
L I N K M O B I L I T Y S T R A T E G Y T O B U S I N E S S O B J E C T I V E S
Candidate assessment
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Passage five
Passage four
Passage three
Passage one
Passage two
GlobalExecutivePassage
Global Leader
in context
Global Baseline
Global Mindset
Global Mindset
GlobalSkills &
Knowledge
Source: Charan, Drotter and Noel, 2000
First International Assignment
Short Term Assignment
Overseas project
Global Nomad
H O W T O B U I L D G L O B A L L E A D E R S H I P3 . M O B I L I Z E – R O L E S & A S S I G N M E N T T Y P E S
Second International Assignment
Senior Leader
Front-Line Leader
Middle Manager
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H O W T O B U I L D G L O B A L L E A D E R S H I P3 . M O B I L I Z E - C A N D I D A T E A S S E S S M E N T
• Family concerns, including spouse or partner unhappiness 64.0%
• Poor candidate selection43.6%• Difficulty adjusting to the host country41.4%• Poor job performance41.4%• Assignee offered a better job in a different
company 22.5%• Job does not meet assignee’s expectations19.5%• Poor management of international assignees17.4%
Source: Mercer Worldwide International Assignment Policies and Practices Survey, 2015
C A U S E S O F A S S I G N M E N T F A I L U R E
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H O W T O B U I L D G L O B A L L E A D E R S H I P3 . M O B I L I Z E - C A N D I D A T E A S S E S S M E N T
Source: Mercer 2015 Worldwide International Assignment Policy & Practices Survey
22%
78%
WORLDWIDE (N=794)
Yes
No
18%
82%
EUROPE (N=243)
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H O W T O B U I L D G L O B A L L E A D E R S H I P3 . M O B I L I Z E - C A N D I D A T E A S S E S S M E N T
IDENTIFY STRONGEST CANDIDATES
SUPPORT FAMILY ADJUSTMENT
MANAGE CULTURE SHOCK
ENABLE RELATIONSHIPS
WITH LOCAL COLLEAGUES
ACHIEVE ASSIGNMENT
OBJECTIVES & ROI
THRIVE PERSONALLY &
PROFESSIONALLY
U S E S & B E N E F I T S O F C A N D I D A T E A S S E S S M E N T
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H O W T O B U I L D G L O B A L L E A D E R S H I P3 . M O B I L I Z E – C A N D I D A T E A S S E S S M E N T
CULTURAL ASSESSMENT TOOLS
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S O W H A T I S T H E O U T C O M E ?T H E M E A S U R E M E N T I S S U E
ROI for Leadership Development
81% do not measure the return on investment of leadership development
initiatives
• 90% of companies do not use metrics to track assignment outcomes
• Most common metric analysed is if an assignee leaves while on assignment, either voluntarily or involuntarily
Source: Mercer Leadership Practices Survey, 2015; Mercer Worldwide International Assignment Policy & Practices Survey, 2015
ROI for Global Mobility
98% of companies have not established a way to determine ROI for
mobility
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S O W H A T I S T H E O U T C O M E ?A S S I G N M E N T M E T R I C S
Are employees with international experience promoted more quickly?
Is turnover for repatriated employees in the 2 years following return greater than for comparable employees who have not been on assignment?
Yes, and it’s reported in internal statistics 4.9%
Yes, but we do not have any internal statistics on that matter
41.8%
No, our internal statistics show otherwise 2.5%
No, but we do not have any internal statistics on that matter
20.9%
Don’t know 29.9%
N= 244
Yes 9.1 %
No 22.0%
We do not keep statistics on that matter 68.9%
N= 241
Source: Mercer Worldwide International Assignment Policies & Practices Survey, 2015
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B U I L D I N G T H E G L O B A L S K I L L S F O R T H E F U T U R E : A N I N T E G R A T E D S O L U T I O N
R ED EFIN EW H AT SU C C ESS
LO O K S L IK E
R ETH IN K YO U R D ESIG N
LET TH E R O I SPEAK FO R
ITSELF
U N D ER STAN D TH E PU R PO SE
O F EAC H LEVEL O F YO U R
LEAD ER SH IP
© MERCER 2015 25November 12, 2015
Q U E S T I O N S
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Tegwen Morgan Talent Strategy
Michael GroverGlobal Mobility
Lisa LyonsLeadership Development
© MERCER 2015 26
P L E A S E C O N T A C T U S I F Y O U W A N T T O L E A R N M O R E A B O U T M E R C E R ’ S G L O B A L L E A D E R S H I P O F F E R I N G S O R M E R C E R ’ S C U L T U R A L P A S S P O R T
LEADING TO
© MERCER 2015 27
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