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Human resources (HR) and other areas of the business need to rethink their strategies to remain relevant in the new global landscape.
As companies stake their growth strategies on global expansion and penetration of new markets, they face a new global talent imperative. A mismatch between where supply and demand of available skills resides is forcing organizations to turn to other countries to locate scarce skills and source the best talent.
Organizations today face a different talent landscape, one in which the global talent map has lost its borders.
To help organizations manage an increasingly diverse workforce and navigate a complex and changing global labor market, the HR and learning functions will need to focus on four critical areas.
To adapt to a workforce without borders, HR and other areas of the business will need to fashion new talent strategies in the following areas:
Develop global leaders at all levels: Help the organization develop strong local leaders with a global mindset—those who are quick to respond to local business dynamics, embrace diverse ways of thinking, manage a multicultural workforce and lead virtual teams across time zones.
Use analytics: Learn to use advanced analytics and scenario simulations to anticipate internal skill needs and master an ever-evolving body of new knowledge regarding specific talent markets around the globe.
Use innovative practices: Tap into global digital talent databases and online labor markets to access digital profiles of workers around the globe to quickly find required skills, wherever they reside.
Foster global talent mobility: Move talent around the world to help develop global mindsets among employees and ensure that the best people are deployed against the best business opportunities.
In addition to innovating talent strategies in the four key areas, becoming a global enterprise may require HR to undergo a complete transformation in terms of its mission, mandate and structure. For example, a central group performing transactional back-office processes across functions— i.e., HR, IT, supply chain, finance and procurement—can make global mobility and onboarding of new global employees far easier and more effective.
Also, to be more locally responsive, HR organizations will need to shift their mission toward a more "global" approach to ensure that the need for global, efficient solutions is carefully balanced with the need to be locally responsive and relevant.
David Gartside is a managing director in the Talent and Organization group in Accenture Strategy.
Colin Sloman is a managing director in the Talent and Organization group in Accenture Strategy.
May 14, 2014
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