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Inside magazine issue 12 | Part 03 - From a corporate perspective Going global HR as the ultimate change agent Basil Sommerfeld Partner Operations Excellence & Human Capital Deloitte Sacha Thil Senior Consultant Operations Excellence & Human Capital Deloitte In the business world, “globalization” refers to the integration of corporate operations, processes, technologies and strategies into various cultures, products, services and ideas. As businesses become increasingly global, organizations are seeking to improve their ability to attract, build and retain a global workforce, but more importantly, to enable productive and efficient synergies between people with different cultures, personal values and ways of working. To stay competitive in an increasingly global environment, corporations must secure capabilities that will enable them to realign their workforce effectively within a changing and constantly evolving business environment. Such capabilities may include a digital culture that facilitates and enables communication and collaboration; improved global mobility programs that make it possible to move employees between countries efficiently and easily; and standardized and repeatable HR processes and systems to (i) manage talent supply and demand, and (ii) manage global development programs or even new staffing models that use outsourcing, contingent workers, and strategic partnerships to improve scalability and flexibility. Such global exposure forces organizations to shift toward more agile and innovative operating models, as a response to the requirements of a more and more demanding labor market, characterized by new generational traits. The days when the majority of workers could expect to spend a career moving up the ladder at one company are over. Young people anticipate working for many employers and demand an enriching—and therefore challenging— experience at every stage. This leads to expectations for rapid career growth, a compelling and flexible workplace, and a sense of mission and purpose at work. Indeed, organizations all over the world are seeking to become “employers of choice” in this globalized context, yet many companies lack the HR practices, culture, or leadership support to manage the new requirements of the labor market. How should these changes be addressed? Before elaborating on how to address these changes, we first need to gain indepth understanding of what is actually changing. Indeed, globalization forces organizations to reinvent themselves to stay competitive but also to attract a new, demanding and more agile workforce. Globalization forces organizations to reinvent themselves in order to stay competitive but also to attract a new, demanding and more agile workforce. 130
Inside magazine issue 12 | Part 03 - From a corporate perspective What does this mean in practice? Staying competitive is often correlated with higher revenue, which will most likely be driven by increased market exposure and easy access to customers. Even though organizations appear to understand the individual role each employee plays in boosting their competitiveness, they often fail to understand the core values and aspirations of their own workforce. Many employers choose to promote the label of “employer of choice” without having accurate knowledge of the core concept. Becoming an “employer of choice” means ensuring that people in the labor market are eager to work for the organization; people on the outside envy its employees and most of its employees stay throughout their careers. As such, managing talent is not only about attraction and retention or even development; more than this, it is about finding ways to make employees love their work and give their all, because at the end of the day they know there is a future for them, whether this means taking on a management role or simply being content in their job and career development. But who in the organization is best placed to manage these objectives? And what role should HR play? In many organizations around the world, HR seems to be perceived as a “cost center” rather than a strategic department. As such, the globalization of operations calls for a fundamental cultural shift in the mindsets of many organizations. It is clear that HR should be involved in strategic business decisions, so as to ensure the most appropriate selection of talent from both the employer’s and the employee’s perspective. Furthermore, aside from the cultural shift in terms of the business mindset and the role of HR within the organization, a similar shift is also necessary with regard to the way organizations create a multi-cultural working environment and harmonize ways of working to enable their entire workforce to be productive, efficient and collaborative. What’s there to think about? Let’s just change… One common mistake organizations often make is to take change for granted, rather than adopting a carefully thoughtthrough approach at every step of the transformation. Change is not always an easy subject, especially when a great majority of the workforce is made up of people with over 15 years of experience. When people have been used to working under specific conditions and in certain ways for many years, they often become experts in their own domain. Their way, at least from a personal perspective, has not turned out to be a bad way. As such, how can these people be convinced that now is the time for change? 131
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Inside magazine issue 12 | Contents
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Inside magazine issue 12 | Foreword
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Inside magazine issue 12 | Part 01
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Page 80 and 81: Inside magazine issue 12 | Part 02
Page 144 and 145: Inside magazine issue 12 | Contacts
Page 146: Our expert authors, who are brimmin
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