INDUSTRY BREAKOUT SESSION - imercer · 2015. 5. 4. · Regional hub(s) covering several ... More...

INDUSTRY BREAKOUTSESSIONFINANCE AND SERVICES

2 3 – 2 4 A P R I L , M A D R I D

A G E N D A

Organisation Models: How the International Mobility function is structuredEmmanuel Rivere, Mercer

The Generali Story: International Mobility @ Generali GroupSamuele Zoccari, Generali

Governance ConsiderationsKate Fitzpatrick, Mercer

M A K E T O M O R R O W , T O D AY

THE ORGANISATIONMODELSHOW THE INTERNATIONALMOBILITY FUNCTION ISSTRUCTURED

Organisation

I N TE RN ATI O N AL M O B I LI TYTHE GLOBAL P ICTURE

OPE

RAT

ION

AL

&ST

RAT

EGIC

CANDIDATE SELECTION

CAREER MANAGEMENT

SUCCESSION PLANS

RETENTION

INTERNATIONAL MOBILITY POLICIES

GLOBAL BENEFITS MANAGEMENT

OPERATIONAL EFFICIENCY

GLOBAL IM COSTS

COMPLIANCE

TAX POLICIES

GOVERNANCE

VENDORS MANAGEMENT

ASSGNT TYPE QUALIFICATION

PACKAGE DESIGN

SOCIAL SET UP

CONTRACT

ROLES & RESPONSIBILITIES

EXPERTISE LOCATION

ADDED VALUE of TASKS

INFO

RM

ATION

SYSTEMS

HR Comp. & Ben / IM manager

Front Office Processes

IMMIGRATION

SOCIAL COVERAGE REGISTRATION

MOVING

RELOCATION

Mid-Office Processes

PAYROLL

HRIS UPDATES

Back Office ProcessesOperational Processes

PRO

VIDER

S(Tax,R

elocation,Payroll..)

C O P Y R I G H T M E R C E R 2 0 1 5

O R G AN I SATI O N M O DE LKEY QUESTION

ORGANISATION MODEL

DECENTRALISATION

CENTRALISATION

SEMI-CENTRALISATION

?What processes canbe decentralised ?

What makes sense tobe centralised ?

Global vs Local


O R G AN I SATI O N M O DE LINFLUENCING PARAMETERS

COMPANYCULTURE &MATURITY

VOLUME OFEXPATRIATES

NUMBER OFDEDICATEDRESOURCES

LEVEL OFOUTSOURCING



Companiesstarting to growabroad

Companiesfast growingabroad

Multinationalcorporations

ContextSending their firstexpatriates,No dedicatedresources normobility skills

ContextHigh volume of expatsDedicated resources /departments, withskilled andexperienced people

ContextHaving alreadysomeexpatriates,Few dedicatedresources,people startingbeing skilled


O R G AN I SATI O N M O DE LMARKET DATA

50.0%

45.0%

5.0%

Centralised: Totally managed by theglobal mobility administration teamwithin a corporate center

Partly centralized: sharing ofadministrative responsibilities betweenthe global mobility administration teamand the regional/local offices, businessunitsFully decentralized: managedcompletely by home and host officeswithout involving the global mobilityadministration team

How centralised is your international assignment administration ?(Services and Financial sectors)

Source: Worldwide International Assignment Policies and Practices Survey - April 2015


O R G AN I SATI O N M O DE LMARKET DATA

Which of the following best describes your company’s global mobilityadministration service model ? (Services and Financial sectors)

21.3%

73.8%

5.0%.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

In-house: Mobility servicesprovided by corporate

representatives

Partially outsourced/co-sourced: certain functionsperformed by corporate

representatives with othersperformed by a single ormultiple service providers

Fully outsourced: strategicplanning performed by

corporate representativeswith the majority of thetransactional mobility

functions performed bysingle or multiple service

providers

Source: Worldwide International Assignment Policies and Practices Survey - April 2015



COMPANYCULTURE &MATURITY

VOLUME OFEXPATRIATES

NUMBER OFDEDICATEDRESOURCES

LEVEL OFOUTSOURCING


M AI N D E LI V ERY M O D EL SWO RLDWIDE / CENTRAL HUB

Corporate, coordinationand expertise driven

Central / Worldwide Hub,GEC, Outsourced

Transactional driven

Home and Host countriesMulti-disciplinary skills

HR / Finance / Tax / Legal / Payroll


M AI N D E LI V ERY M O D EL SWORL DWIDE / SEM I -DECENTRALISED

Corporate, coordinationand expertise driven

(Global EmploymentCompany)

Home and Host countriesMulti-disciplinary skills

HR / Finance / Tax / Legal / Payroll

Regional hub(s)covering several

countries / regions


I N TE RN ATI O N AL M O BI L I TY O R G AN I SATI O NIN ALL CASES…

• Strong governance & communication

• Roles and Responsibilities clearly defined, formalised and shared among the Group

• Ongoing improvement (“Down – top”)


GENERALIINTERNATIONAL MOBILITY @GENERALI GROUP

Generali Group at a glance

International Mobility facts and figures

IM transformation process in Generali

1

2

3

A G E N D A

A G E N D A




1

2

3

• 77,000 employees worldwide

• Present in over 60 Countries

• €500 billion assets under management,a property portfolio worth €28 billion

• Key player in Continental Europe,biggest Life Insurer

• 1st in Italy, 2nd in Germany, 3rd in France

• 65 million customers,sales network of over 82,000 professionals

• One of the world’s 50 largest companies (Fortune 500)

I N T E R N A T I O N A L M O B I L I T Y @ G E N E R A L IG R O U PG E N E R A L I G R O U P A T A G L A N C E

Assicurazioni Generaliestablished in 1831 in TriesteMore than 500 Companies worldwide

7 Business Countries/Regions: ITALY, GERMANY, FRANCE, EMEA, CEE, AMERICAS, ASIA1 BU: Global Business Lines


“We cannot simply react to ourcustomers; we need to be pro-active, tellthem what the best solution is, whilealways keeping our customers’ interestsat heart.”

Mario Greco Group CEO

Ø More than two thirds of its revenues are generated outside itshome country, making the Group a truly global organization. TheGenerali Group is the largest European life insurer, with leadingmarket positions in many regions, most notably in Germany, Italy,France and Central-Eastern Europe. Its operations in Latin Americaboast significant market shares and the Group is currently investing toexpand its footprint in Asia.

Ø Moreover, Generali is Europe’s market leader in direct channelsand the world’s market leader in the employee benefits and careservices sectors.

Ø In the early 21st century, the Group expanded to China andseveral other Asian markets and created GPH, (now Generali CEEHolding) the holding company controlling the operations in Central-Eastern Europe. Through GPH, Generali is now one of the leadinginsurers in the region.

Ø In 2013, a new chapter of the Group’s life began, with the launch ofthe new turnaround strategy aimed at reestablishing its position as aleading global insurance group.

Ø With the aim of building a unique identity across the whole Group, in2014 a single logo will be used by all the Group’s Generali-branded companies. The new, single logo is a restored version of theLion of San Marco. The common visual identity will enable tostrengthen the Group’s intangible assets.


A G E N D A




1

2

3

305

113

35%

35

63

International mobility cases worldwide*

Colleagues hosted by Head Office

Women on assignment in 2014

New international assignments started in 2014

Countries involved worldwide

I N T E R N A T I O N A L M O B I L I T Y @ G E N E R A L IG R O U PI N T E R N A T I O N A L M O B I L I T Y F A C T S A N DF I G U R E S

*international hirings in Head Office are not included

305

Is the overallnumber of all

mobility caseswhich impacted

on 2014

The percentage of people in mobility on overallheadcount has increased from 0.28% in 2012 to0.40% in 2014.

0

0.2

0.4

0.6

2012 2013 2014

I N T E R N A T I O N A L M O B I L I T Y @ G E N E R A L IG R O U PI N T E R N A T I O N A L M O B I L I T Y F A C T S A N DF I G U R E S

193The number of people who have started anew international assignment has sharplyincreased.The number of new assignments started in2014 is 240% higher than the one in 2012.

47

80

113

2012 2013 2014

+41,5%

+70%

NEW

ASS

IGN

MEN

TSI N T E R N A T I O N A L M O B I L I T Y @ G E N E R A L IG R O U PI N T E R N A T I O N A L M O B I L I T Y F A C T S A N DF I G U R E S

Is the numberof new mobiltycases managed

by IM Team

A G E N D A




1

2

3

I N T E R N A T I O N A L M O B I L I T Y @ G E N E R A L IG R O U PO U R S T E P S F O R W A R D

Sharply increase of the numberof assignments from 2013

Increase IM assignments amongsubsidiaries vs. previous Italian-centric IM trend

New assignments in 2014:35% women - gender balance50% ‘under 40’ - age distribution

FOSTER DIVERSITYMANAGEMENT

TOWARDSDECENTRALIZATION

BOOST THEINTERNATIONAL

MOBILITY

400+ assignments by the endof 2020, out of which 80%Talents / Experts

SET IM STRATEGICTARGET

IM as a strategic lever for business and HR:

• Support company internationalisation: skills transfer and successionplanning

• Foster talent management: career development and talent pipeline

• Enhance the Corporate culture and values adherence

• Grant cost effectiveness generating economies of scale/costmonitoring

I N T E R N A T I O N A L M O B I L I T Y @ G E N E R A L IG R O U PD R I V E R S

• to put the “right” person in the “right” position, satisfyingprofessionally business, organisational and staffing needs

• to hire and retain our talents, offering them internationalopportunities of development and career

• to assure governance and transparency through globalpolicies

• to support the internationalisation of our Group

• to deliver top quality mobility services – a smooth experiencefor assignees

I N T E R N A T I O N A L M O B I L I T Y @ G E N E R A L IG R O U PG O A L S

28

Business ImpactLow High

Low

High

Pers

onal

Dev

elop

men

t

DEVELOPMENT REASON

- Target Populationà Talents- Target Sourceà Talent Management- Type of Moveà Short / Standard Secondment- Durationà 6-12 Months / 1-3 Years- Economic Impactà Medium / High

STRATEGIC REASON

- Target Populationà Present - Future Leaders- Target Sourceà Talent Management / Business- Type of Moveà Standard Secondment- Durationà 1-3 Years- Economic Impactà High

EXCHANGE OPPORTUNITY REASON- Target Populationà New Junior Hires- Target Sourceà Local HR- Type of Moveà Business Trip- Durationà 3-5 Months- Economic Impact à Low

SKILL SHORTAGE REASON

- Target Populationà Technicians - Specialists- Target SourceàHome Business Lines- Type of Moveà Project Based Secondment- Durationà Project Based ( 6-36 Months)- Economic Impactà Medium / High

VALUE OUR PEOPLEIDENTIFYING & DEVELOPING TALENTS

DELIVER ON THE PROMISEFOCUSING ON STRATEGIC PEOPLE

LIVE THE COMMUNITYGOING THROUGH AN INTERNATIONAL

EXPERIENCE

BE OPENTO RELEVANT PROJECTS/ ORGANIZATIONAL

NEEDS

FACILITATION- Target Populationà Volunteers- Target Sourceà Spontaneous Application- Type of Moveà Permanent Transfer- Durationà Permanent- Economic Impact à Low

I N T E R N A T I O N A L M O B I L I T Y @ G E N E R A L I G R O U PS T R A T E G I C A P P R O A C H

C&B Integrationand Mobility

Mobility Experts

Italy

France

Germany

GBL

EMEA

CEE

ASIA

AMERICAS

• Push to decentralisation• Set up:

- IM Center of Excellence in Group Reward- Local IM Hubs in HRBP function

• Identify specialised providers

HRBP Function

CoECoE Local HubsLocal Hubs

international moves sourcing International moves activation

• Gathers needs foran internationalmove from thebusiness

• Leads the processin case of activation

• Gathers needs foran internationalmove from thebusiness

• Leads the processin case of activation

• Builds internationalcareer paths

• Pushes thebusiness for movingtalents globally

• Builds internationalcareer paths

• Pushes thebusiness for movingtalents globally

• IM CoE sets globalguidelines andmanagesexceptions

• Local HRBP/IMexpert takes careof implementation

• IM CoE sets globalguidelines andmanagesexceptions

• Local HRBP/IMexpert takes careof implementation

HRBPTalentManagement

I N T E R N A T I O N A L M O B I L I T Y @ G E N E R A L IG R O U PG L O B A L F R A M E W O R K & G O V E R N A N C E

I N T E R N A T I O N A L M O B I L I T Y @ G E N E R A L IG R O U PI M S O U R C I N G – F R A M E W O R K A N D G U L L I V E RP L A T F O R M

Gulliver platform allows to view in real time all possible opportunities andsource best fitting candidates:

Ø all positions to be possibly occupied by internationalcandidates – from junior to senior roles

Ø all possible candidates for International Mobility:ü database contains cv pool of international talentsü International Mobility moves included in development

plansPlus:

Ø International Mobility sourcing process trackedØ objectives of the assignment inserted in the databaseØ possibility to insert any relevant document

The rightperson inthe “right”position

TALENTMANAGEMENT

IM JOBPOSTING/

REPORTINGTOOL

STRATEGICSOURCINGIM COE

BUSINESS(HRBP)

To launch a project in order to:• define clearly roles & responsibilities for the IM sourcing process• set consistent yearly targets on people in mobility for each country/region/BU• enhance IT platform

FRAMEWORK GULLIVER PLATFORM

I N T E R N A T I O N A L M O B I L I T Y @ G E N E R A L IG R O U PI M A C T I V A T I O N F R A M E W O R K

• Advice• Governance

• Strategy and PolicyOwnership

• Vendor Management• Program Reporting and

Analytics• Support Executive

Moves• Support Talent and

Strategic Sourcing

• Assignment Letters• Cost Estimates

• Vendor Coordination• Allowance updates

• Standard Assignee/ Vendor Queries• Employuee queries

• Activation process ownership• Liaise with business on assignment identification

• Employee meetings & queries• Provide data to Operations team

While the CoE will deal with:• Mobility issues that require subject matter

expertise• Complex mobility scenarios• Advise on policy/alternatives• Specialist services• Value added work

The Operative team will focus on:• Routine admin activities (i.e., assignment

letters, cost estimates, allowance updates,etc.)

• Prepare resource analysis• Maintain data integrity• Work to meet SLAs• Support HR BPs

Strategicactivities

Tacticalactivities

Employeemanagement

Wave 1Wave 2

IM guidelines

Global Providers

Career paths &Talent managementGovernance model

Market dataIT tools KPI for monitoring

2015 2016 2017

To set the ground for achieving our goals

I N T E R N A T I O N A L M O B I L I T Y @ G E N E R A L IG R O U PI M A C T I V A T I O N – H I G H L E V E L P L A N

ü Granted international assignments compliance

ü A more decentralised model is already in place to support the demandfor International moves in all regions

ü Promoted governance and transparency by establishing commonguidelines shared across countries

ü A clearer IM activation process has been released

ü Standardised IM operational templates and processes

ü Established the requirements for the global vendors appointments

I N T E R N A T I O N A L M O B I L I T Y @ G E N E R A L IG R O U PI M A C T I V A T I O N – A C C O M P L I S H M E N T S

I N T E R N A T I O N A L M O B I L I T Y @ G E N E R A L IG R O U PI M A C T I V A T I O N – R E V I S E D I M G U I D E L I N E S

IM guidelines have been revised:

ü different types of international moves are clearly identified and ruled (short orlong term assignment, localisation, international hirings…)

ü allowances are based on market data provided by specialised suppliers andhave been simplified

ü international healthcare plan is provided

ü tax provider new services: from tax return support only to a full servicesprovision on IM (support on tax, payroll, immigration, SSC)

ü relo providers are deeply used for home search, school search and otherservices to assist the assignee in the host country

ü IM costs are calculated at the beginning of the assignment and clearly sharedbetween home and host country

I N T E R N A T I O N A L M O B I L I T Y @ G E N E R A L IG R O U PI M A C T I V A T I O N – P R O C E S S

1

2

3

54

67

HRBPs, togetherwith Talent

Management and IMCoE, define the

need forinternational

mobility

HRBPs, with thesupport of TalentManagement and

Sourcing CoE,identify the right

candidate

Home HRBPdecides with HostHRBP and with IM

the mostappropriate

mobility approach

A package isdrafted with thesupport of IMteam, using

related templates

Home HRBP, inagreement with the

Host HRBP,presents the

proposal to theEmployee

Home HRPB givesback the signedproposal to IM

team andcontracts are

prepared

Secondmentassistance isgranted to theEmployee anddocuments are

signed

8

Secondment isofficially

activated. Payrolland cost recharge

are properlymanaged

We have recently launched three tenders to identify:

ü a global partner on value-added services (tax, immigration, contracts,payroll compliance)

ü a global relo company to provide assistance services

ü a robust IT platform to for cost simulations, data storage and processmanagement

I N T E R N A T I O N A L M O B I L I T Y @ G E N E R A L IG R O U PI M A C T I V A T I O N – T H E N E X T C H A L L E N G E S

1. Policy &guidelines

2. Governancemodel

3. Processes &IT tool

4. Markettrends & data

5. Tax & SocialSecurity

6. Assistanceservices

• Space for improvements in all pillars• 100% compliance as a must• Client satisfaction as main goal• Networking for sharing best practices and fostering expertise

• Space for improvements in all pillars• 100% compliance as a must• Client satisfaction as main goal• Networking for sharing best practices and fostering expertise

I N T E R N A T I O N A L M O B I L I T Y @ G E N E R A L IG R O U PI M P I L L A R S & C O N C L U S I O N


GOVERNANCECONSIDERATIONS

39

R I S K M A N A G E M E N T A N D C O M P L I A N C EG O V E R N A N C E I S S U E S T O C O N S I D E R

Short TermBusiness VisitorsTax compliance focus

PE risk

Duty of care

ImmigrationVisa processing times

Assignee / familynationalities

Tracking and monitoring

Non-compliance risk highlysignificant for employee and

company

SecurityEmergency evacuation plans

/ cover

Tracking and monitoring

Tax ComplianceIncreased focus by andcollaboration between

authorities

Non-compliance impacts cost,assignee and potentiallycompany corporate risk

Payroll ReportingHome / host / split / shadowpayroll requirements and

reporting cycles

Pensions / SocialSecurity

Contribution continuity andimpact of break

Host location requirements

International plans

Employee InsurancesLife, disability, illness

insurance cover

Eligibility issues andinternational plans

Medical InsuranceCoverage / exemptions

Pre-existing conditions

Eligibility / Requirements athome and host

Talent ManagementEffective candidate selection, performance management, redeployment and ROI processes and outcomes

Policy, Process and Data ManagementClear policy principles and documentation; prescribed processes and procedures; exception management; defined roles and responsibilities;

rigorous data management and reporting

C H A L L E N G E S A N D T R E N D SI N T E R N A T I O N A L H E A L T H C A R E

40

C h a l l e n g e sf a c e d b y

e m p l o y e r s

I m p r o v i n gS a t i s f a c t i o n

Supporting employee servicerequirements and exceeding

employer objectives

D o u b l e - D i g i tC o s t I n c r e a s e s

Impact of inflation and fixedadministration charges on

funding

C o m p l i a n c ew i t h R e g u l a t i o nHome and host country

implications of legislativecompliance

B e n e f i tD e s i g n

Employee perception versuspremium costs

I N T E R N A T I O N A L H E A L T H C A R E F I N A N C I N GM E D I C A L I N F L A T I O N P R E S S U R E

C o u n t r y

2 0 1 3G e n e r a l

I n f l a t i o n 1

2 0 1 3M e d i c a l

I n f l a t i o n 2

E x p e c t e dC h a n g e i nP r e m i u m s

Australia 1.0% 6-7% 5.5-6.5%

China 3.1% 5-7% 10-12%Colombia 2.3% 4.3% 4.5%-6%

France 1%-2% 1%-2% 3%-6%Germany 1.6% 1.5% 1.7%

Hong Kong 4.0% 4-5% 10%

India 9.3% 18% 16-22%Indonesia 4.5% 12-13% 10-12%

Malaysia 2.4% 10-15% 10%Mexico 3.4% 4% 5%-7%

Pakistan 8.5-9.5% 12-14% 15-17%

Philippines 3.9% 8-10% 10-15%Singapore 4.9% 3-4% 4-8%

South Korea 3.0% 2% 7%

Taiwan 1.3% 2-3% 4-6%Thailand 1.9% 18-22% 15-20%

Vietnam 5.6% 20-25% 15-20%UK 2.7% 8%-10% 8%-10%

• Medical inflation is far higherthan general inflation….andthe gap is widening!

• Insurers have consistentlyincreased their ‘book’ ratedportfolio rates between 9.5%and 12% for the last threeyears.

Projected IMF estimates, World Economic OutlookDatabase, Oct 2012Extracted from Mercer’s Inflation Summary subject tochanges due to updates

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INDUSTRY BREAKOUT SESSION - imercer · 2015. 5. 4. · Regional hub(s) covering several ... More...

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Transcript of INDUSTRY BREAKOUT SESSION - imercer · 2015. 5. 4. · Regional hub(s) covering several ... More...