M E R C E R W E B C A S T

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1 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 11 NOVEMBER 2015 Lisa Lyons Michael Grover Tegwen Morgan London

2 MERCER 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 S W 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 2 One Size Fitting All? The Impact of Globalisation on Executive and Workforce Compensation and its Management. 14 October Chris Charman Mark Hoble 3 Think Globally, Engage Locally: Managing Engagement Across a Diverse Organisation 27 October Finn Keough Kimmo Parkki 4 Building the global skills for the future 11 November 5 Rewriting the Rule Book for Managing Performance Globally 25 November Michael Grover Lisa Lyons Tegwen Morgan Jen Saunders Anna Tweed 6 From Barriers to Borders: Developing Diverse Global Talent 8 December Michael Grover

3 MERCER T O D AY S S P E A K E R S Michael Grover Global Mobility Lisa Lyons Leadership Development Tegwen Morgan Talent Strategy

4 MERCER 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 WHY D O W E N E E D G L O B A L L E A D E R S? WHAT 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? S O 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? HOW C 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? Source: Connecting Leadership to Value, Mercer Point of View, 2015

5 MERCER 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 Today s reality requires leaders to think & act globally regardless of level or travel budget Global mergers, acquisitions, JVs Global customers and suppliers Geographic expansion 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

6 MERCER 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 TALENT SCARCITY ISSUE & PARADOX Jobs People People Jobs Worldsourcing where we source talent, manufacturing, and markets from whichever location in the world it makes the most sense BILL AMELIO CEO of Lenovo

7 MERCER 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 Urbanisation Accelerating technological change Digitally enabled global connections Business model disruption Entrepreneurship Digitally enabled Agile, innovative, at pace Workforce disruption Hyper-connected workforce Multiple generations Searching for purpose Source: Connecting Leadership to Value, Mercer Point of View, 2015 A new generation of leaders capable of rising to the challenge GLOBALISATION GROWTH INNOVATION

8 MERCER 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

9 MERCER 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

10 MERCER 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 P A N I N T E G R A T E D A P P R O A C H 1 IDENTIFY Identify a holistic view of global leadership success, and assess leaders against it 2 DEVELOP Effective individual and team development interventions linked to business objectives 3 MOBILIZE Set up an infrastructure and culture to grow your talent pipeline

11 MERCER 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 P 1. 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 crosscultural skills can lead to impactful results. INTERVIEWS INTERCULTURAL COMPETENCE PERSONALITY INVENTORIES ASSESSMENT CENTERS Mercer s framework outlines 12 criteria for global leadership success. 360 FEEDBACK CROSS-CULTURAL WORKSTYLE

12 MERCER 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 P 2. D E V E L O P ORGANISATIONS RECOGNISE EFFECTIVE INTERVENTIONS..BUT DO NOT PRIORITIZE THEM 1. STRETCH DUTIES 2. OVERSEAS ASSIGNMENTS 3. ROTATIONAL EXPERIENCES 11.FACE TO FACE 12.ONLINE LEARNING Stretch Overseas Rotational F2F Online 0% 20% 40% 60% 80% Source: Mercer Leadership Practices Survey, 2015

13 MERCER 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 P 2. D E V E L O P Global Mindset Global Skills & Knowledge Global Baseline Global Executive Passage Passage Global Mindset four Passage Global Skills & Knowledge two Passage Global Leader five in context Passage Global Mindset three Passage Global Baseline one

14 MERCER 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 P 2. D E V E L O P Senior Leader Global Executive Passage Passage Global Leader five in context Global role Mentoring Executive education Middle Manager Passage Global Mindset four Passage Global Mindset three Strategic global projects Regional role 360 degree feedback Front-Line Leader Passage Global Skills & Knowledge two Passage Global Baseline one Mentoring Assessments Multi-cultural teams Special projects Source: Charan, Drotter and Noel, 2000

15 MERCER 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 P 3. M O B I L I Z E NO SUBSTITUTE FOR BEING THERE 40% C O S T CULTURE OF MOBILITY USE MOBILITY AS A LEADERSHIP DEVELOPMENT TOOL TIME CONSUMING Source: Mercer Worldwide International Assignment Policies & Practices Survey, 2015

16 MERCER 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 P 3. M O B I L I Z E 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 B E H A V I O U R Define roles and assignment types I M P A C T C O N T E X T Candidate assessment Use of metrics Source: Connecting Leadership to Value, Mercer Point of View, 2015

17 MERCER 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 P 3. 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 Senior Leader Global Executive Passage Passage Global Leader five in context Global Nomad Middle Manager Front-Line Leader Passage Global Mindset four Passage Global Skills & Knowledge two Passage Global Mindset three Passage Global Baseline one Second International Assignment First International Assignment Short Term Assignment Overseas project Source: Charan, Drotter and Noel, 2000

18 MERCER 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 P 3. 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 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 64.0% 43.6% 41.4% 41.4% 22.5% 19.5% 17.4% Family concerns, including spouse or partner unhappiness Poor candidate selection Difficulty adjusting to the host country Poor job performance Assignee offered a better job in a different company Job does not meet assignee s expectations Poor management of international assignees Source: Mercer Worldwide International Assignment Policies and Practices Survey, 2015

19 MERCER 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 P 3. 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 WORLDWIDE (N=794) EUROPE (N=243) 22% Yes 18% No 78% 82% Source: Mercer 2015 Worldwide International Assignment Policy & Practices Survey

20 MERCER 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 P 3. 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 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 IDENTIFY STRONGEST CANDIDATES SUPPORT FAMILY ADJUSTMENT MANAGE CULTURE SHOCK ENABLE RELATIONSHIPS WITH LOCAL COLLEAGUES ACHIEVE ASSIGNMENT OBJECTIVES & ROI THRIVE PERSONALLY & PROFESSIONALLY

21 MERCER 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 P 3. 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

22 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 ROI for Global Mobility 98% of companies have not established a way to determine ROI for mobility 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 MERCER

23 MERCER 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? 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 Is turnover for repatriated employees in the 2 years following return greater than for comparable employees who have not been on assignment? 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

24 MERCER 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 E D E F I N E W H AT S U C C E S S L O O K S L I K E U N D E R S TAN D TH E P U R P O S E O F E AC H L E V E L O F Y O U R L E AD E R S H I P R E TH I N K Y O U R D E S I G N L E T TH E R O I S P E AK F O R I TS E L F

25 MERCER Q U E S T I O N S Tegwen Morgan Talent Strategy Michael Grover Global Mobility Lisa Lyons Leadership Development QUESTIONS Please type your questions in the Q&A section of the toolbar and we will do our best to answer as many questions as we have time for. To submit a question while in full screen mode, use the Q&A button, on the floating panel, on the top of your screen. FEEDBACK Please take the time to fill out the feedback form at the end of this webcast so we can continue to improve. The feedback form will pop-up in a new window when the session ends. CLICK HERE TO ASK A QUESTION TO ALL PANELISTS View past recordings and sign up for upcoming webcasts

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 MERCER

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