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Resourcing global mobilitySelling the function
27–30 October 2013
Page 2 Resourcing global mobility: Selling the function
Disclaimer
► EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. Ernst & Young LLP is a client-serving member of Ernst & Young Global Limited in the US.
► This presentation is © 2013 Ernst & Young LLP. All rights reserved. No part of this document may be reproduced, transmitted or otherwise distributed in any form or by any means, electronic or mechanical, including by photocopying, facsimile transmission, recording, rekeying, or using any information storage and retrieval system, without written permission from Ernst & Young LLP. Any reproduction, transmission or distribution of this form or any of the material herein is prohibited and is in violation of US and international law. Ernst & Young LLP expressly disclaims any liability in connection with use of this presentation or its contents by any third party.
► The views expressed by panelists in this session are not necessarily those of Ernst & Young LLP or its professionals.
Page 3 Resourcing global mobility: Selling the function
Agenda
► Introductions► Highlights from Global Mobility Effectiveness Survey 2013► Selling global mobility► Key takeaways
Page 4 Resourcing global mobility: Selling the function
Introductions
Page 5 Resourcing global mobility: Selling the function
An introduction to Tyco — Peg Kenney
We help protect more than1 million
firefighters worldwide
We help protect
90%of the top 50 oil and gas companies
80%We help protect
of the world’s top 200 retailers
We help protect nearly3 millioncommercial, government and residential customers
We help protect a majority of the
Fortune 500companies
We help protect over100 major
stadiums around the world
• is the world’s largest fire and security company• 67,000+ employees, in nearly 50 countries• Key brands such as: Ansul, SimplexGrinnell, Scott, Tyco Integrated Security, ADT
Graphics courtesy of Tyco
Page 6 Resourcing global mobility: Selling the function
An introduction to GE — Virginia Max and Ben Webb
► GE is a global infrastructure and finance company► More than 300,000 employees, in over 150 countries► Global mobility services organization:
► Operates across more than 90 countries► Supports mobile employees, including:
► Traditional expat assignments ► Short-term assignments► Commuters ► Leadership programs ► Peers ► Field engineers► Short-term business travelers Graphics courtesy of GE
Page 7 Resourcing global mobility: Selling the function
Highlights from Global Mobility Effectiveness Survey 2013
Page 8 Resourcing global mobility: Selling the function
Resourcing global mobility — highlights from Global Mobility Effectiveness Survey 2013
Are respondents using technology to track activities?
73%No
► 50% of respondents think their global mobility team was understaffed.
► 64% of companies have incurred avoidable penalties for non-compliance.
► 40% of companies do not have a risk control framework to monitor payroll tax and social security compliance.
► 47% of companies increased staff in rapid-growth markets in 2012.
Page 9 Resourcing global mobility: Selling the function
Selling global mobility
Page 10 Resourcing global mobility: Selling the function
Selling global mobility in Tyco
Polaris
Cost estimates Finance accrualsPayroll instructionsExpense reimbursementSupplier billing
SIRVA supportservices
Tri-regional deliverySupplier managementGlobal networkReporting Quality assurance
Supplier partner network
Host-country servicesHousehold goodsTaxIntercultural/language Visa/immigration
HR/GM SIRVA client services team Transferring family
Graphics courtesy of Tyco
Page 11 Resourcing global mobility: Selling the function
Selling global mobility in GE
GAM CoE leader
Pollards Wood, UK W Europe
US and Canada
MEA
Central/Eastern Europe
China and India
Other Asia
GME assignment manager► Identify, develop and deliver key services to global assignees, their
families, HR, line managers and staffing to ensure efficient, cost effective and compliant international relocations
► Develop assignment packages for globally mobile employees► Oversee initiations and repatriations► Manage approval process for assignments and policy exceptions► Oversee all aspects of administration associated with assignments
GME assignment analyst► Assist the global assignment manager in the delivery of key services
to global assignees, their families, HR, line managers and staffing to ensure efficient, cost-effective and compliant international relocations
► Deliver all aspects of administration associated with assignments
GME Assignment Manager
GGO, Corp, Trans
GME Assignment Manager
Capital and H&BS
GME Assignment Manager
Healthcare
GME Assignment Manager
O&G
GME Assignment Manager
Aviation
GME Assignment Manager
Power and Water
GME Assignment Manager
Energy Mgmt
Latin America
GME Assignment Analyst
GGO, Corp, Trans
GME Assignment Analyst
Healthcare
GME Assignment Analyst
Capital and H&BS
Mexico City, Mexico
Grand Rapids, MI, US
Schenectady, NY, US
Florence, Italy
Chieveley, UK
London, UK Shelton, CT, US
London, UKShelton, CT, US
One GME CoE
Each manager also owns a region:
Graphics courtesy of GE
Page 12 Resourcing global mobility: Selling the function
Maximizing and demonstrating value add in the tax function
Graphics courtesy of GE
Resources
Maximise Value Add
Demonstrate Value Add
More Resources
Short term business
travellers –payroll
processingEnforcing
assignment tax policy and/or
holding employees to
their obligations
Cross border taxation of stock
income
Social security liability – home,
host, both, opportunities
Stock income sourcing –
payrolling, social security
Home and host taxes –
principles, timing
Pensions and social
contributions –classifying, gathering
Hypo tax processes
Page 13 Resourcing global mobility: Selling the function
Key takeaways
Page 14 Resourcing global mobility: Selling the function
Key takeaways — the effective structuring of the global mobility function
► Deliver effective and deployment process
► Set up a global framework for policies to support business needs to attract and deploy talent
► Structure the organization to deliver valuable service to the business
► Define appropriate local, regional, global structures
► Define a set of consistent global data standards and common controls and reporting
► Have single sources of data
► Define a talent system to track, inventory, deploy andmeasure your talent pool
► Select the right people resources with the right skills in the right location
► Develop target population of high performers
► Set up a global performance measurement framework
► Use benchmarks to promote continuous improvement in deployment and utilization
Addressing the seven components of the talent model
Execution layer
Organization layer
Resource layer