Harvard Case - EY People Advisory Services: Challenges of Enabling Global Mobility (A)
"EY People Advisory Services: Challenges of Enabling Global Mobility (A)" Harvard business case study is written by Debolina Dutta. It deals with the challenges in the field of Human Resource Management. The case study is 13 page(s) long and it was first published on : Aug 26, 2021
At Fern Fort University, we recommend that EY People Advisory Services (PAS) implement a comprehensive global mobility strategy that addresses the challenges of talent acquisition, retention, and development in a globalized market. This strategy should focus on building a strong organizational culture that fosters diversity and inclusion, supports employee well-being, and promotes career advancement opportunities. This will require a multi-pronged approach that includes:
- Talent Management: Investing in talent development, leadership training, and succession planning to prepare employees for global roles.
- Strategic HR Planning: Aligning HR strategy with business objectives to ensure that the right talent is in the right place at the right time.
- Organizational Development: Fostering a culture of collaboration and innovation that embraces global perspectives and values diversity.
- Change Management: Implementing a structured approach to manage the transition to a more globally integrated workforce.
2. Background
EY PAS faces the challenge of managing a diverse and geographically dispersed workforce, which requires navigating complex legal and cultural landscapes. The case study highlights the difficulties in attracting and retaining top talent, particularly in emerging markets, due to factors like compensation discrepancies, cultural differences, and language barriers. Additionally, EY PAS is grappling with the need to develop a more inclusive culture that embraces diversity and promotes career advancement opportunities for all employees.
The main protagonists are:
- EY PAS Leadership: Responsible for developing and implementing the global mobility strategy.
- Global Mobility Team: Responsible for managing the practical aspects of employee relocation and assignments.
- Employees: The target audience for the global mobility program, who will be impacted by the changes.
3. Analysis of the Case Study
The challenges faced by EY PAS can be analyzed through the lens of several frameworks:
- Organizational Behavior: Understanding the impact of cultural differences on employee behavior and performance.
- Human Resource Management: Identifying and addressing the specific HR challenges associated with global mobility, such as compensation and benefits, performance management, and employee relations.
- International Business: Analyzing the legal, economic, and cultural factors that influence global mobility programs.
- Strategic Planning: Developing a comprehensive strategy that aligns with EY PAS's business objectives and addresses the challenges of global talent management.
4. Recommendations
1. Develop a Comprehensive Global Mobility Strategy:
- Define clear objectives: Establish specific goals for global mobility, such as talent acquisition, retention, and development.
- Conduct a thorough needs assessment: Identify the specific requirements for global mobility, including legal compliance, cultural sensitivity, and employee preferences.
- Develop a robust policy framework: Establish clear policies and procedures for global mobility, including relocation packages, compensation and benefits, and performance management.
- Implement a technology platform: Utilize HR information systems (HRIS) to streamline global mobility processes and track key metrics.
2. Enhance Talent Management Practices:
- Invest in leadership development: Provide training and mentoring programs to prepare employees for leadership roles in a global context.
- Implement a global talent pool: Identify and develop high-potential employees for global assignments.
- Foster a culture of mobility: Encourage employees to consider global opportunities and provide support for their career development.
- Develop a global performance management system: Establish clear performance expectations and provide regular feedback to employees on their progress.
3. Promote Diversity and Inclusion:
- Develop a diversity and inclusion strategy: Establish clear goals and initiatives to promote diversity and inclusion in the workforce.
- Implement unconscious bias training: Educate employees on the impact of unconscious bias and how to mitigate its effects.
- Create inclusive work environments: Foster a culture of respect and understanding among employees from different backgrounds.
- Provide mentorship and sponsorship: Offer support and guidance to employees from underrepresented groups.
4. Enhance Employee Well-being:
- Offer comprehensive relocation packages: Provide financial and logistical support to employees during relocation.
- Provide cultural training: Help employees adapt to new cultures and navigate cultural differences.
- Offer language training: Provide language training to employees who need to communicate in a new language.
- Develop employee wellness programs: Offer programs to support employee mental and physical health.
5. Implement Change Management:
- Communicate effectively: Keep employees informed about the changes and the rationale behind them.
- Provide training and support: Offer training and resources to help employees adapt to the changes.
- Address employee concerns: Listen to employee feedback and address their concerns in a timely and effective manner.
- Celebrate successes: Recognize and reward employees for their contributions to the global mobility program.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations align with EY PAS's mission to provide high-quality professional services to clients globally.
- External customers and internal clients: The recommendations are designed to improve the experience of both external clients and internal employees.
- Competitors: The recommendations are designed to help EY PAS stay ahead of the competition in attracting and retaining top talent.
- Attractiveness: The recommendations are expected to improve employee engagement, retention, and performance, which will ultimately contribute to EY PAS's financial success.
6. Conclusion
By implementing a comprehensive global mobility strategy that focuses on talent management, organizational development, diversity and inclusion, and employee well-being, EY PAS can effectively address the challenges of enabling global mobility and achieve its strategic goals. This strategy will require a sustained commitment to change management and a focus on building a strong and inclusive organizational culture that values diversity and promotes career advancement opportunities for all employees.
7. Discussion
Other alternatives to the recommended approach include:
- Outsourcing global mobility functions: This could reduce costs and administrative burden, but it may also lead to a loss of control over the process.
- Focusing on domestic talent: This could be a more cost-effective option, but it may limit EY PAS's access to a diverse range of talent.
The key assumptions of the recommendations include:
- Employee willingness to relocate: The success of the global mobility strategy depends on employees' willingness to relocate.
- Availability of qualified talent in emerging markets: The strategy assumes that there is sufficient qualified talent available in emerging markets to meet EY PAS's needs.
- Effective implementation of change management: The success of the strategy depends on the effective implementation of change management practices.
8. Next Steps
The following are the key milestones for implementing the recommended global mobility strategy:
- Year 1: Develop a comprehensive global mobility strategy, implement a technology platform, and launch leadership development programs.
- Year 2: Implement a global talent pool, develop a diversity and inclusion strategy, and launch employee wellness programs.
- Year 3: Evaluate the effectiveness of the global mobility strategy and make adjustments as needed.
By taking these steps, EY PAS can create a more globally integrated workforce that is well-equipped to meet the challenges of the 21st century.
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Case Description
Ernst & Young (EY) is a global consortium of firms offering advisory, taxation, and audit services across all industries and countries. The People Advisory Services (PAS) team within EY specialized in advising their clients on all people-related systems and processes, including global mobility compensation and taxation. Amarpal Singh Chadha's challenge, as the partner at EY PAS, lay in suggesting the most economical, compliant, and appropriate global compensation structure that adhered to the client's specified budget requirements. Part (A) of the case challenges the students to present the best possible options that address the employees' needs and meet the host countries' processes and compliances. Part (B) of the case introduces taxation complexities that individuals may experience during expatriate and mobility assignments.
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