Even for these high achievers change remains inevitable, based upon:
• The emergence of network recruiting and talent warehousing, thereby reducing the cost and timescale of hiring.
Josh Bersin of Deloitte suggests that: “The core of high-impact HR today is creating more specialists and locating them closer to the business, where they can drive the most value.“
No. That’s where technology helps, offering standard policies, guidelines and templates across the business operation. Deloitte’s report shows how high-impact HR teams have adapted their model to achieve success:
• They create ‘networks’ – rather than ‘centres’ – of expertise
• Senior-level HR business partners have local control
• Their focus is on effectiveness and outcomes
• HR is pushed to solve business problems and deliver business outcomes
• Strong internal technology and subsequent commonality is created
• They have a professional development team for the HR function
“We understand that HR teams are crucial to the success of global mobility,” says Kevin Wieczorek, Sales & Marketing Director of BTR International. “Our role is to make sure that international relocations are completed as smoothly as possible, helping HR teams and assignees alike. This involves everything from helping to create a comprehensive relocation policy to assisting individuals with movingand living in their new location.”
The role of HR is a delicate balance between local understanding and global business objectives. As global talent mobility increases, so will the value of hi-impact HR.
Image courtesy of Sheelamohan at FreeDigitalPhotos.net