Human Resources Technology, Agility, and Globalization in 2013

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Last month, Bersin by Deloitte launched their Predictions for 2013:  Corporate Talent, Leadership and HR report with a focus on the “Nexus of Global Forces Driving new Models for Talent.”   While our 2013 Talent Acquisition Trends Report won’t be released until April 10th, (Read 2012 Report) we also identified the globalization of technology as one of the trends in recruitment.

For a number of years we have been talking about impact of globalization on the workforce – Accenture published a study back in 2010 on the topic.  In the HR Tech circles, we have been talking about how to build technology that could accomodate these changes and new business processes to a localized level.  The concept of “Glocalization” or  global-wide localization of technology became a touch point on many vendors product and marketing roadmaps and a word/concept that will become familiar soon.

The Bersin report also cited that even though unemployment remains high, companies need talent. The problem stems from a skills shortage rather than a job shortage. The reason is the changing dynamics of business. The goal of strategic hiring has shifted from those who have done the job to finding people who can learn to do many new things.

Globalization and Technology Lead to Increased Agility for Talent

For human resources teams to execute true globalization of process and best practices will require a technology that increases agility and globalization, such as cloud, big data, mobile, and collaborative computing.  These globally agile and social models are leading to a change in the methods in which human resources conducts business and engages with its talent.

The sourcing, management, compensation, and evaluation of talent requires a unique perspective depending on location. One-size-fits-all programs developed and rolled out from the head office won’t work anymore. There are differences in workforce, culture, and skill sets worldwide. A focus on these dynamics means pushing responsibility and authority out to the local level by providing local human resources leaders with a product that creates enough corporate wide standardization with localized execution.

Beyond just the geographic boundaries, the growth of the remote and contingent workforce (40% of all employees work part-time or on contract) will require a similar type of addressing.

Ultimately, human resource technologies with anticipated blanket roll out worldwide are declining in value – the user adoption and satisfaction rates are inconsistent and don’t drive at the heart of what more organizations are looking to achieve. While core HR programs continue to be “business-critical,” they don’t add sufficient value in pushing the envelope in today’s global business environment. It will be up to the specialized solutions (Recruiting, Talent Management, Performance) that have the largest impact on both internal and external talent to be the drivers of the glocalization efforts in most organizations.

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