RES Forum Survey - Organisation Development (Talent, Resourcing, Development) - Annual Report 2018

Dear RES Forum Members,

We are already working on producing the RES Forum Annual Report for 2018!

The report will be authored by Professor Michael Dickmann, Professor of International HRM at Cranfield University, School of Management, and we would like to ask for your help to complete our research survey.

The survey will take approximately 10 - 15 minutes to complete and everyone who completes any FOUR of the research surveys for the 2018 report that will be shared between now and November will be entered into a prize draw to win a 200GBP (approx 225EUR/ 265USD) Amazon shopping voucher.

The RES Forum Annual report is truly unique in the HR mobility space in that it reflects the hot topics and issues for global mobility professionals as identified by global mobility professionals. By participating in this survey and therefore our Annual Report research, you are helping to shape global mobility thinking, policies and practices. The data is also used for research purposes and wider dissemination.

In addition, we are starting to analyse longitudinal trends, so your participation is especially important.

If you have never seen our annual reports before, do take a look at last year's report at the following link (you will need to log in to view the full report)-
http://theresforum.com/annual-report/


Thank you in advance for your participation!

Michael, Andy, David, Jose & Heather

[Professor Michael Dickmann (Report author) & Andy, David, Jose & Heather (The RES Forum Team)]

* 1. For each of the following assignment types, what is the TOTAL global assignee population of your organisation?

  0 1-25 26-50 51-100 101-250 251-500 501-1000 1001+ Unsure
Short Term International Assignment (3 - 12 months)
Long Term International Assignment (12 months or more)
Local Plus assignment - all assignment durations

* 2. How important is it to be willing to be internationally mobile in order to become a member of key talent in your organisation (key talent being the top identified managers who will progress 2 levels in 5 years)?

* 3. At the various management levels in the organisation, how important for career progression is it to be internationally mobile?

  Not at all important Low importance Slightly important Neutral Moderately important Very important Extremely important
Executive Manager
Senior Manager
Manager
Professional
Entry level professional

* 4. For you organisation, do you feel that you have the required number employees who are willing to be internationally mobile?

  Less than 20% of our requirements Between 21 and 40% of our requirements Between 41 and 60% of our requirements Between 61 and 80% of our requirements Between 81 and 100% of our requirements More than 100% of our requirements
Executive Manager
Senior Manager
Manager
Professional
Entry level professional

* 5. For how long does your organisation track the career progression of returning international assignees after they return to their home country?

* 6. In your opinion, how do the careers of returning international assignees in your organisation unfold?

* 7. How important are these objectives of international assignments in your organisation?

  Not at all important Low importance Slightly important Neutral Moderately important Very important Extremely important
To develop future senior leaders (entry to mid level talent)
To develop future senior leaders (mid to senior level talent)
To address an immediate business need
To provide country/business unit leaders
To provide employees to complete short term projects
To facilitate employee requests
To support organisational transformation or restructuring (e.g. movement of operations to another location)
To ensure cultural consistency within the organisation across borders
To maintain corporate control in all parts of the business
Other (please specify)

* 8. Does your organisation have a dedicated top talent strategy in terms of developing future leaders?

* 9. Within your organisation, how important is it for leaders to have had international assignment experience before being promoted into a more senior leadership role?

  Not at all important Low importance Slightly important Neutral Moderately important Very important Extremely important
Executive Manager
Senior Manager
Manager
Professional

* 10. Within your top talent group, what is the most common deployment strategy?

  Long term assignment on expatriate package Short term assignment on expatriate package Local Plus package assignment Permanent local move Business travel
Executive Manager
Senior Manager
Manager
Professional
Entry level professional

* 11. Does your organisation have different policies in place depending on the identified international assignment type? (e.g. short term, long term, development, personal request, permanent move)

* 12. To what extent does your organisation measure the following areas in terms of return on investment (ROI) of international assignments?

  Always Mostly Sometimes Rarely Never
Employee effectiveness in role abroad (adjusting to the new position)
Business objectives of the assignment achieved
Assignee retention during assignment
Post repatriation assignee retention
Post repatriation career success
Post repatriation performance
Development of a local successor for the role
Assignee professional development

* 13. If you use international assignments as key lever for development of talent, to what extent do you use the following approaches?

  Always Mostly Sometimes Rarely Never
Assignment mentor (e.g. more senior employee to the assignee who acts as a mentor/coach senior during the assignment)
Higher touch HR support (e.g. more direct and ongoing contact from HR/ talent management function)
More active and scrutinised assessment of ongoing performance outside normal performance review cycle/criteria
Other (please specify)

* 14. Does your organisation assess assignment value for employee vs. value to the business before determining assignment type?

* 15. How important do you consider that international assignments are as a key driver of engagement across the following workforce generations?

  Very important Important Moderately important Slightly important Not important
Baby Boom Generation
(Born 1946 – 1964, Age in 2017- 53 - 71 years)
Generation X
(Born 1965 – 1980, Age in 2017- 37 - 52 years)
Generation Y / Millennials
(Born 1981 – 1995, Age in 2017- 22 - 36 years)
Generation Z
(Born after 1995, Age in 2017- younger than 22)

* 16. Do you actively market the value of an international career/ cross border career within your organisation?

* 17. What types of pre-assignment selection tools/ support do you offer to your potential assignees? (Select all that apply)

* 18. Do you have talent pipelines (emerging, senior leaders, promotion ready) across all levels of your organisation?

* 19. When selecting a candidate for various management levels within the organisation, how important is it for them to be willing to be internationally mobile?

  Not at all important Low importance Slightly important Neutral Moderately important Very important Extremely important
Executive Manager
Senior Manager
Manager
Professional
Entry level professional

* 20. For the various management levels in your organisation, when an employee goes on assignment, do you consider what their NEXT role will be when they repatriate?

  No Yes, for some employees Yes, or all employees
Executive Manager
Senior Manager
Manager
Professional
Entry level professional

* 21. For the various management levels in your organisation, when an employee goes on assignment, do you consider what their SUBSEQUENT role (e.g. two positions into the future beyond repatriation)will be when they repatriate?

  No Yes, for some employees Yes, or all employees
Executive Manager
Senior Manager
Manager
Professional
Entry level professional

* 22. Please provide any other information with regard to Global Talent Management that you feel may be relevant.

--------------------------------ORGANISATION INFORMATION---------------------------------

By providing the following data, you will enable us to carry out a more in depth analysis of the data with regard to industry, size of organisations, and regions.This will be helpful to establish better benchmarking information. 

* 23. What is the TOTAL GLOBAL ASSIGNEE POPULATION of your organisation?

* 24. For each of the following assignment types, what is your TOTAL global assignee population of your organisation? (employees on the following assignment types may also be included in your long term assignment population and have been accounted for in the previous question)

  0 1-25 26-50 51-100 101-250 251-500 501-1000 1001+ Unsure
Business Driven/ Strategic Assignment
Business travellers
Career Expats/Global Nomads
Commuters
Graduates
Personal Development Assignment
Other assignment type (please specify)

* 26. What is your organisation's global TOTAL EMPLOYEE POPULATION?

* 27. How many countries does your organisation operate in globally?

* 28. How many countries does your organisation send international assignees to?

* 29. How would you describe your organisation in relation to its international mobility approach?

* 30. Where does your global mobility function report into within HR?

* 31. Please answer the follow questions.
Please note that if you provide your personal details, we may contact you about this survey or about other RES Forum news and information/ surveys. We will never share your data with other organisations or suppliers without your permission.

Thank you for responding to our survey!

Michael, Andy, David, Jose & Heather

[Michael Dickmann (Report author) & Andy, David, Jose and Heather (The RES Forum Team)]

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