Leading cross-industry event in Europe dedicated to senior-level corporate education professionals sharing their vision and setting the pace of L&D and corporate university developments in the future.
HR Goes Digital
Unleashing The True Potential
InterContinental Hotel, Abu Dhabi, United Arab Emirates
This interactive platform will provide ideas that will advance you personally and professionally, while boosting your talent management strategies.
Advancements in the manufacturing industry are causing significant re-shoring of jobs back to the U.S. This event brings together American manufacturing executives in order to tackle issues such as the aging workforce, upskilling and skill transfer, talent attraction and long-term planning.
Unleashing The True Potential
Sultan Al Hajji shares his view on the changing role of HR in MENA region and strategies for optimising human capital
Manish Misra (Head of Compensation & Benefits and Organizational Effectiveness, ENOC Group, UAE) shares his view on the changing role of HR in MENA region and strategies for optimising human capital
Winning over the next wave of the Millennial Workforce
Hind Al Mualla (Chief of Creativity, Happiness and Innovation at Knowledge & Human Development Authority) shares her view on the changing role of HR in MENA region and strategies for optimising human capital
Farnaz Ranjbar Shares Insights On The Current Trends And Issues Of MENA HR Sector
In this White Paper Santa Fe assess the on-going debate about the role of global mobility within organisations; should they aim to be more strategic, and if so how should they go about doing so? We draw from both the RES Forum Annual Report 2015 and Santa Fe Global Mobility Survey 2014 and 2015 and in addition, other industry research and sources as well as academic research.
Despite the stop/start nature of the global economic recovery, one thing that is perennially on the agenda of CEOs and HR leaders is the war for talent. McKinsey in their latest Quarterly Review (1) suggest that ‘progress towards globalisation’s new era will be uneven for economies and companies alike’. Knowledge in the new intangible assets world will certainly mean power. In the digital global age there will inevitably be a demand for new breeds of talent – emanating from both emerged and emerging countries.
A successful compensation strategy involves keeping expatriates motivated while maintaining a competitive advantage by achieving a company’s corporate goals and budgets. While in theory this seems achievable, in practice there are many challenges with expatriate compensation that cause problems for companies. Many are in a battle to win external talent, and to retain internal talent. At the same time, cost pressures to reduce the expense of international assignments is increasing. The balance-sheet approach is expensive relative to the fact that a very small proportion of a company’s overall total employee workforce (e.g., perhaps 5 percent of employees in total) may be incurring 60 or 70 percent of total salary costs. Not surprisingly, for many years this was a major reason why expatriates agreed to go. There is also the tax equalization expense when assignees relocate from low tax to high tax countries.
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