THINK GLOBAL PEOPLE GLOBAL MOBILITY
this initiative showcases some of the benefits for their career of now being part of a global group. “Historically, global mobility opportunities have been seen as something for very senior roles, or for roles held by individuals in client service locations,” she says. “In our JUMP programme we have relocated 150 staff from India, Mauritius and South Africa to client service locations such as Canada, Luxembourg and the Channel Islands,” she explains. “In a way, it is a reverse approach to global assignments and different from what typically might have been done in the past, but it has been received really well. We are looking to expand this to Australia and the UK. “The key benefit has been to
bring our global offices together, especially as we are going through this expansion phase and evolving our operating model. At times it has been challenging, due to the logistical issues during the relocation process, such as acquiring housing licenses in the Channel Islands and visas for Luxembourg, but it has enabled staff in different locations to experience client service locations and expand their career pathways.” In order to support such a large
number of mobile individuals, each assignee was teamed up with a local “buddy” who could guide them through the relocation process and help them assimilate into their new location. The HR and mobility teams also asked for feedback from the first cohort so that they could learn what might need to change for future relocation programmes. Vikita started as a graduate in HR
for Deutsche Bank in 2010 where she worked for eight years before
running the global HR function of a spin-off business from Apex. “Coming from Deutsche
Bank wherever there was a very corporate setup to actually having the creative licence to go and build something of my own was really exciting,” she explains. “We started with 1,500 employers and now we have almost 12,000 which we have achieved through growth and acquisitions. “What I really like about our
JUMP programme is that it was designed for individuals sitting in our operational centres, which is not typically where those programmes would tend to focus,” she says.
ENSURING FEMALE TALENT IS SUPPORTED Another key initiative is the Women’s Accelerator Programme which is designed to ensure that that women across the organisation have equal career and development opportunities to men. It was prompted by concerns that female talent was being lost along the career journey. The split between male and female employees was around 50-50 in early career roles but dwindled towards the top of the career pyramid. “We noticed that around the
middle of the career banding there were issues with women leaving and we found it difficult to recruit women at those more senior levels from outside the company,” she says. “We set up the programme to address this and to nurture our female talent. We wanted to move the dial on hiring and promotion. We also looked at exit interview data to see if there were any particular reasons for women to leave mid-career.”
ENHANCING TALENT ACQUISITION AND RETENTION Another initiative has been to educate managers during the hiring process to ensure a gender-neutral panel and to attract the right talent. The company has also looked at its compensation and benefits data to understand whether these are being targeted in the right way. Vikita’s team are also looking
at the importance of recording diversity data effectively and using it to monitor and target initiatives. The company conducted its first EDI (Equality, Diversity, and Inclusion) census to gather demographic details of employees and identify areas for improvement. “We are looking at the potential
within individuals and not just what they might have on their CV,” she says. “It is about recruiting people with the right drive and mindset, because this is a very fast paced, dynamic organisation.”
“For us, it’s not just looking at linear promotions. It might also be opportunities that take employees outside of their comfort zone to learn new skills, or global mobility opportunities to experience a different culture and work in a different role.”
VIKITA PATEL, CHIEF HUMAN RESOURCES OFFICER, APEX GROUP
35
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98
