Please note: Due to ongoing health concerns around the COVID-19 outbreak, this event is postponed. We will be contacting those who have already registered in the coming days and will post the new date as soon as it has been determined.

Feel free to contact us if you have questions.

Agenda

Wednesday 17 June, 2020

10:00–11:30amOptional Pre-Conference Programme

Leveraging Talent Mobility Technology

As the adoption of talent mobility automation technology accelerates, HR and mobility teams cannot stay out of the debate. They need to develop a clear vision for the implementation of new technologies, as well as practical strategies to ensure that automation benefits both the organisation and its employees. This session provides practical tips for the successful implementation of new technology, as well as demos of tools designed to facilitate assignment management.

Mastering Mobility Fundamentals: Managing Assignee Allowances: Cost-of-Living, Hardship and Housing

An overview of current trends and a refresher about best practices to set competitive assignee allowances.

12:00–1:00pmRegistration and Lunch

1:00–1:15pmWelcome and Introduction

1:15–2:15pmKeynote Session

Ben PageChief Executive, Ipsos MORI

2:15–2:35pmRefreshment Break

2:35–3:30pmBreakout Session 1

1.Rethinking Mobile Employee Compensation

Discussions about assignee compensation often focus on the details of employee packages. Mercer invites you to reflect more broadly on the evolution of compensation structures around the world and their implications for international assignment management. In this session, we discuss the most common approaches (such as balance sheet and local plus) in the context of this global evolution. We will present new ideas to revise traditional approaches and original solutions from the market to illustrate the discussion.

2.Mobility Transformation

How can we adapt to new changes triggered by fast-changing assignment patterns, new expectations from assignees and management and rapid technological changes? Organisations have traditionally relied on the “target operating model”, which describes a desired organisation framework largely based on the experience of management and HR. It’s time to shift to a “target interaction model” that focuses on facilitating and delivering exceptional personal and digital employee interactions.

This change is an opportunity to participate in strategic discussions about business transformation and to position HR and mobility professionals as “people experience architects” — that is, key players in the future of work. This session explores possible models to transform the mobility function and manage change successfully.

3.Employee Experience: Best Practices

Employee experience is the “user experience” of your organisation — it’s the intersection of employees’ expectations, their environment and the events that shape their journey within an organisation. What are the expectations of mobile employees and their experience throughout the assignment cycle? What could be improved? Research shows that employee experience can be a strong differentiator in a competitive global talent market and a way to increase retention and satisfaction. This breakout session covers best practices and practical advice to put employee experience at the centre of the mobility process.

4.Mastering the Mobility Narrative: Mobility Programme Branding and Getting the Message Across the Organisation

The success and failure of new mobility policies and practices depends as much on subjective perceptions and securing the support of the internal stakeholders as on benchmarking and competitiveness. More often than not, there is a gap between what is announced and the realities of mobility experienced or perceived by assignees.

Mastering the narrative is about linking all the elements of the mobility story with business objectives and employee perception, as well as defining a clear programme positioning in order to leverage the benefits of talent mobility and reinforce the organisation’s employer branding.

This session introduces ideas and tools — such as user stories, journey maps, elements of language, branding and network analytics — that are designed to help HR teams design effective plans to communicate, explain and reinforce their mobility programmes.

3:30–3:50pmRefreshment Break

3:50–5:20pmSpeed Networking for HR Professionals

5:20–5:30pmWrap-up of Day 1

6:30pmCoaches Depart for Offsite Dinner

Thursday 18 June, 2020

8:45–9:00amWelcome to Day 2

9:00–10:20amPlenary Session: Revolutionising the Employee Experience

The workplace is changing fast and HR teams have an opportunity to help reshape it: how can we put the employee experience at the centre of the solution-development process? How can we learn from stakeholder and end-user experiences to simplify processes and make tools and solutions intuitive and easy to use?

The session includes three short contributions from mobility practitioners who have introduced new ideas to revolutionise the assignee experience, followed by an interactive Q&A session on best practices and pitfalls.

10:20–10:40amRefreshment Break

10:40–11:40amBreakout Session 2

1.Putting People First: Assignee Well-being

Expatriate and highly mobile employees are an at-risk group in terms of health. Their well-being is also affected by less visible factors, such as stress, financial worries and mental health issues. Rising absenteeism, demotivation, family issues and ultimately failed assignments can be manifestations of these issues. Organisations aim to support their assignees with comprehensive reward packages but sometimes fail to take a holistic approach to employee well-being.

How can we design a constituent support program, enlist the support of management and secure the participation of the assignees themselves? Ultimately, caring for your employees’ well-being is a win-win approach.

2.Mastering the Mobility Narrative: Mobility Programme Branding and Getting the Message Across the Organisation

The success and failure of new mobility policies and practices depends as much on subjective perceptions and securing the support of the internal stakeholders as on benchmarking and competitiveness. More often than not, there is a gap between what is announced and the realities of mobility experienced or perceived by assignees.

Mastering the narrative is about linking all the elements of the mobility story with business objectives and employee perception, as well as defining a clear programme positioning in order to leverage the benefits of talent mobility and reinforce the organisation’s employer branding.

This session introduces ideas and tools — such as user stories, journey maps, elements of language, branding and network analytics — that are designed to help HR teams design effective plans to communicate, explain and reinforce their mobility programmes.

3.Rethinking Mobile Employee Compensation

Discussions about assignee compensation often focus on the details of employee packages. Mercer invites you to reflect more broadly on the evolution of compensation structures around the world and their implications for international assignment management. In this session, we discuss the most common approaches (such as balance sheet and local plus) in the context of this global evolution. We will present new ideas to revise traditional approaches and original solutions from the market to illustrate the discussion.

4.Thriving in a Talent Mobility Career: Best Practices to Help Mobility Professionals Reach the Next Level

Talent mobility professionals have a wide range of skills and are in a unique position to coordinate complex international people issues. Yet mobility remains a niche within HR, and getting a seat at the top table where strategic decisions are made can prove challenging.

This session is specifically designed to help mobility, talent-management and HR professionals move their careers forward. It brings together best practices from leadership development, career management and practical experiences to help mobility professionals develop their personal skills, build a strategic vision and widen their horizons. The session addresses issues such as negotiating with top management, developing impactful business cases and proactively managing one’s own career within the context of HR and mobility.

11:40–12:00pmRefreshment Break

12:00–1:00pmBreakout Session 3

1.Employee Experience: Best Practices

Employee experience is the “user experience” of your organisation — it’s the intersection of employees’ expectations, their environment and the events that shape their journey within an organisation. What are the expectations of mobile employees and their experience throughout the assignment cycle? What could be improved? Research shows that employee experience can be a strong differentiator in a competitive global talent market and a way to increase retention and satisfaction. This breakout session covers best practices and practical advice to put employee experience at the centre of the mobility process.

2.Thriving in a Talent Mobility Career: Best Practices to Help Mobility Professionals Reach the Next Level

Talent mobility professionals have a wide range of skills and are in a unique position to coordinate complex international people issues. Yet mobility remains a niche within HR, and getting a seat at the top table where strategic decisions are made can prove challenging.

This session is specifically designed to help mobility, talent-management and HR professionals move their careers forward. It brings together best practices from leadership development, career management and practical experiences to help mobility professionals develop their personal skills, build a strategic vision and widen their horizons. The session addresses issues such as negotiating with top management, developing impactful business cases and proactively managing one’s own career within the context of HR and mobility.

3.Mobility Transformation

How can we adapt to new changes triggered by fast-changing assignment patterns, new expectations from assignees and management and rapid technological changes? Organisations have traditionally relied on the “target operating model”, which describes a desired organisation framework largely based on the experience of management and HR. It’s time to shift to a “target interaction model” that focuses on facilitating and delivering exceptional personal and digital employee interactions.

This change is an opportunity to participate in strategic discussions about business transformation and to position HR and mobility professionals as “people experience architects” — that is, key players in the future of work. This session explores possible models to transform the mobility function and manage change successfully.

4.Putting People First: Assignee Well-being

Expatriate and highly mobile employees are an at-risk group in terms of health. Their well-being is also affected by less visible factors, such as stress, financial worries and mental health issues. Rising absenteeism, demotivation, family issues and ultimately failed assignments can be manifestations of these issues. Organisations aim to support their assignees with comprehensive reward packages but sometimes fail to take a holistic approach to employee well-being.

How can we design a constituent support program, enlist the support of management and secure the participation of the assignees themselves? Ultimately, caring for your employees’ well-being is a win-win approach.

1:00–2:00pmLunch

2:00–3:15pmPlenary Session: Flexibility in Practice — Debate

The rapid evolution of assignee demographics, assignment patterns and technology is increasingly prompting mobility managers to address the question of flexibility in mobility programs. They must now ponder the adoption of lump sums, allowing assignees to swap benefits or introduce “cafeteria models” that allow assignees to select mobility package options.

Although only 37% of respondents to Mercer’s 2019 Flexible Mobility Policies Survey indicated that they have already implemented some form of flexibility, a further 43% indicate that they are considering it. This is an indication that the question of flexibility plays an important role in the mobility-management debate, but many organisations are unsure about the practical implementation and the tangible benefits of flexibility.

The session takes the form of a debate with case studies to evaluate the pros and cons of flexibility and share lessons about the implementation of flexible approaches.

3:15–3:30pmWrap-up of Day 2 and Conference Close

Draft agenda. Subject to change.