1

GPHR
2022

Functional Area 02
Global Talent
Management

Global Professional in Human Resources

INTERNATIONAL HUMAN RESOURCE CERTIFICATION INSTITUTE

IHRCI ® | www.ihrci.org
 Global Professional in Human Resources (GPHR) Workbook

Module Two: Global Talent Management

2022 Edition

Copyright © 2022 by International Human Resource Certification Institute

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Introduction
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Table of Content

Introduction ............................................................................................................................... iii

Table of Content ........................................................................................................................ iv
Part One: Global Talent Acquisition ............................................................................................ 8
1. Global Talent Challenges ................................................................................................ 8
1.1. Shortage of Talented Workers ............................................................................. 8
1.2. Changing Demographics ...................................................................................... 9
1.3. Changing Attitude toward Work and Structure of Work ................................... 10
1.4. Country Culture Differences .............................................................................. 11
2. Global Talent Acquisition .............................................................................................. 11
2.1. Talent Acquisition Framework ........................................................................... 12
2.2. Contingency or Retained Consultants ............................................................... 13
2.3. Recruitment Process Outsourcing (RPO) ........................................................... 15
3. Global Recruiting .......................................................................................................... 16
3.1. Global Recruiting Process .................................................................................. 16
3.2. Global Recruiting Strategy ................................................................................. 18
3.3. Alternative Work Arrangements ....................................................................... 20
3.4. Contingent employment ................................................................................... 22
4. Global Talent Sourcing .................................................................................................. 25
4.1. Assessing the market for the talent pool .......................................................... 26
4.2. Identifying a pool of viable talent with candidate profiles ............................... 26
4.3. Sourcing candidates through your relationships ............................................... 27
4.4. Diving Deep for your right talents ..................................................................... 27
5. Global Employer Branding ............................................................................................ 28
5.1. Definition of Global Employer Branding............................................................ 28
5.2. Branding Techniques ......................................................................................... 28
5.3. Employee Value Proposition (EVP) is the Foundation of Employer Branding ... 29
5.4. Employer Brand Framework .............................................................................. 29
5.5. Manage the Employer Brand for the Long Term ............................................... 30
6. Global Talent Relationship Management ..................................................................... 31
6.1. Short-term employment.................................................................................... 32
6.2. Boomerang hires ............................................................................................... 33
6.3. Online presence................................................................................................. 33
Part Two: Global Performance Management........................................................................... 34
1. Performance Management Cycle ................................................................................. 34
1.1. Performance planning .............................................................................. 35
1.2. Performance monitoring .......................................................................... 41
 1.3. Performance reviewing ............................................................................ 42
1.4. Performance rewarding ............................................................................ 49
1.5. Performance development....................................................................... 52
2. Global Performance Management Dilemma ........................................................... 53
2.1. The cultural impact of performance appraisal .................................................. 53
2.2. Standardization or Localization ......................................................................... 55
2.3. International Legislation .................................................................................... 57
3. Global Competency Model ........................................................................................... 57
3.1. Competencies .................................................................................................... 58
3.2. Competencies in Global Environment ............................................................... 59
3.3. Competency Model ........................................................................................... 60
3.4. Global-Local Balance for Competencies ............................................................ 62
4. Global Learning and Development ............................................................................... 63
4.1. Learning and Development in Global Context .................................................. 63
4.2. Global Learning and Development Approaches................................................ 64
4.3. Learning Management system (LMS) ................................................................ 66
5. Global Talent Management Assessment ...................................................................... 66
5.1. Assessment tools ............................................................................................... 67
5.2. Talent Assessment in Global Context ................................................................ 68
6. Global Talent Management Practice ............................................................................ 76
6.1. Alignment With Strategy ................................................................................... 77
6.2. Internal Consistency .......................................................................................... 78
6.3. Cultural Embeddedness .................................................................................... 79
6.4. Management Involvement ................................................................................ 80
6.5. Balance of Global and Local Needs ................................................................... 81
6.6. Employer Branding Through Differentiation ..................................................... 82
Part Three: Global Employee Relations .................................................................................... 84
1. Industrial Relations ....................................................................................................... 84
1.1. Perspectives of Industrial Relations .................................................................. 84
1.2. Global Employer-Employee Cooperation .......................................................... 85
1.3. Global IL Management Approach...................................................................... 86
2. Trade Union .................................................................................................................. 87
2.1. Objectives of Trade Union ................................................................................. 87
2.2. Trade Union Recognition ................................................................................... 88
2.3. Why join a union?.............................................................................................. 90
2.4. Trade union-related rights ................................................................................. 90
2.5. Blacklisting ......................................................................................................... 91
3. Collective Bargaining .................................................................................................... 91
 3.1. Collective Bargaining Process ............................................................................ 92
3.2. Basic Rules of Collective Bargaining .................................................................. 93
3.3. Collective Bargaining in Global Conventions ..................................................... 94
4. Employee Engagement ................................................................................................. 95
4.1. Brand ................................................................................................................. 96
4.2. Leadership ......................................................................................................... 97
4.3. Performance ...................................................................................................... 97
4.4. The Basics .......................................................................................................... 97
4.5. The Work ........................................................................................................... 98
4.6. Company Practices ............................................................................................ 98
5. Employee Survey .......................................................................................................... 99
5.1. Preparation ...................................................................................................... 100
5.2. Communication ............................................................................................... 105
5.3. Implementation ............................................................................................... 108
5.4. Analysis ............................................................................................................ 110
5.5. Action planning ............................................................................................... 111
6. European Works Councils (EWCs) .............................................................................. 114
6.1. Special negotiating body ................................................................................. 115
6.2. Exemptions from the Directive........................................................................ 115
6.3. Subsidiary requirements ................................................................................. 116
7. ILO Standards.............................................................................................................. 117
7.1. Four strategic objectives of ILO ....................................................................... 117
7.2. Functions of ILO ............................................................................................... 117
7.3. Fundamental Principles and Rights ................................................................. 118
7.4. ILO Conventions and Recommendations ........................................................ 122
7.5. Fundamental Conventions of ILO .................................................................... 122
8. OECD Guidelines ......................................................................................................... 124
8.1. Respect of Join Trade Unions .......................................................................... 125
8.2. Provide Information to Workers’ Representatives .......................................... 125
8.3. Cooperation between Employers and Workers .............................................. 125
8.4. Favorable standards of employment and industrial relations ........................ 126
8.5. Employ local workers and provide training ..................................................... 126
8.6. Appropriate lay-offs or dismissals ................................................................... 126
8.7. No threaten to transfer the whole or part of an operating unit ..................... 126
8.8. Enable authorized representatives the workers in collective bargaining ....... 126
9. The UN Global Compact’s Labor Principles ................................................................ 127
9.1. Human Rights .................................................................................................. 127
9.2. Labour.............................................................................................................. 127
 9.3. Environment .................................................................................................... 128
9.4. Anti-Corruption ............................................................................................... 128
Part Four: Global HR Technology ............................................................................................ 129
1. HR Transformation through Information Technology (IT) .......................................... 129
1.1. Personnel to Human Resources ...................................................................... 129
1.2. Human Resources to Business Partners .......................................................... 129
1.3. Business Partners to Business Drivers ............................................................. 130
2. Human Resource Information System (HRIS) ............................................................. 131
2.1. Benefits of HRIS ............................................................................................... 132
2.2. Types of HRIS ................................................................................................... 134
2.3. Core HR ............................................................................................................ 136
2.4. Self-Services..................................................................................................... 138
2.5. Knowledge Management (KM) ....................................................................... 139
2.6. Talent Management Systems .......................................................................... 140
2.7. Workforce Analytics ........................................................................................ 142
2.8. Global HRIS ...................................................................................................... 144
3. Employee Data Privacy and Protection ...................................................................... 146
3.1. Keep HR data secure........................................................................................ 146
3.2. Improve data accuracy .................................................................................... 147
3.3. Manage data subject requests ........................................................................ 147
3.4. Track employee consent .................................................................................. 147
3.5. Simplify data deletion ..................................................................................... 148
3.6. Build a culture of privacy ................................................................................. 148
3.7. Keep employees informed .............................................................................. 149
Reference................................................................................................................................ 150
8

Part One: Global Talent Acquisition

1. Global Talent Challenges

Global talent management is the standard human resource department practices and
functions; and in the international context the term global talent management is used
interchangeably with international human resource management (IHRM). Global talent
management is a subset of IHRM activities (systematically linked IHRM policies and
policies) to attract, develop, retain, and mobilize individuals with high levels of current
and potential human capital consistent for the strategic directions of the multinational
enterprise to serve the objectives of multiple stakeholders.

According to “Global Talent Management Literature Review” by SHRM foundation, there

are four drivers that have shaped and are shaping the field of global talent management.
More specifically, these are the drivers that impact how organizations attract, develop,
retain, and mobilize talent.

1.1. Shortage of Talented Workers

There is considerable evidence that shows organization worldwide are having

difficulty finding the right talent, which affects a wide variety of positions in many
regions and countries of the world. Organizations are using several strategies to
manage the talent shortages including employee training and development and
aggressive recruiting strategies. The World Economic Forum and the Boston
Consulting Group (2011) study recommends taking a systematic approach to
managing global talent risk and suggest several responses by multinational firms:

1.1.1. Introduce strategic workforce planning (e.g., determine future talent gaps).

1.1.2. Ease migration (e.g., attract talent from a global labor pool).

1.1.3. Foster brain circulation (e.g., reduce brain drain by encouraging students and
professionals to return home).

1.1.4. Increase employability (e.g., increase the skills levels of both the current and
future workforce).

1.1.5. Develop a talent “trellis” (e.g., offer multiple developmental and career
pathways).

1.1.6. Encourage temporary and virtual mobility (e.g., access required skills from any
location.
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1.1.7. Extend the pool (e.g., attract skill sets of women, older professionals etc.).

1.2. Changing Demographics

Several studies show that there is little doubt that world demographics are changing.
Population in the developed economies is shrinking and becoming older while the
size of population of much of the developing economies is expanding and getting
younger. One implication of these demographic changes is the creation of various
generations of employees: generation X, baby boomers, generation Y or millennials.
Simultaneously managing mature workers or an aging population and younger
workers is a challenge for the talent management function. The mature workers are
likely to live longer (increasing life expectancy), retire at later age (there are
increasing pressures in most countries to raise the retirement age), and when they do
retire, they likely will take their tacit knowledge with them. Hence, knowledge
transfer or extraction from this generation is a key issue facing human resource
practitioners. In addition, developing policies and practices to manage stereotypical
beliefs and negative biases towards mature workers is an important challenge facing
human resource practitioners. It is important to point out that the categorical terms
such as Baby Boomer, and Gen X and Y are predominantly influenced by ideology
from the United States. Different countries have different generational
classifications based on their historical and social events.

Similar to the aging population, managing the millennial is also challenging for global
talent management. It is important to understand the work related characteristics of
this group that include:

• Low loyalty (and engagement levels) towards employers.

• Most likely to voluntary leave when economic conditions improve.

• Consider learning and development as the most essential benefit from

employers.

• Look for a good work/life balance.

• Prefer to communicate electronically at work than face-to-face.

• Career progression is important.

• Attracted to organizations that focus on corporate social responsibility.

• Strong interest in working overseas.

• Comfortable working with older generations.

10

The millennial generation of workers in the developing economies and countries in

the southern hemisphere provide additional challenges to the talent management
function. They seem to lack the necessary skills and competencies needed to meet
the job requirements in today’s global organizations. There are several reasons why
this generation is not able to develop the necessary skills and competencies including
political instability, poor or uneven quality of formal educational systems, barriers to
entry in certain careers, and lack of career development programs. An important
challenge for global talent management in organizations, therefore, is to find ways to
develop the skills and competencies of young people living in developing countries.

1.3. Changing Attitude toward Work and Structure of Work

Attitude towards work are changing dramatically in some countries. Traditionally

employees rotated through a set of jobs or positions with an occupation or a
company, lateral and/or horizontal movement (e.g., job mobility) was within the
employer organization, and the employer invested considerable resources in training
and developing employees. In return, the employees displayed loyalty to their
employer and expected continued job security. The picture now is very different.
Workers are frequently changing jobs or moving across employers and occupations,
are taking major responsibility to manage their own careers, and assume little or no
job security, regardless of performance. Employee loyalty seems to be very low, or
as some would say employee loyalty seems to be dead.

From a talent management perspective the consensus is that the structure of work
will continue to change creating more challenges for organizations to retain talent.
Recent studies provide interesting trends with respect to the future of work. Some
of the trends include virtual teams (e.g., employees will interact with each other
using technology) social networks (e.g., employees will have access to several
potential employers), flexible work hours (e.g., employees will have more control
over their work schedules), remote workstations (e.g., employees will work for
companies that are geographically distant), contingent workers (e.g., employees will
work for multiple organizations), and more dependence on mobile technology (e.g.,
the increasing use of smart phones and tablets). These trends suggest the talent of
the future will be working for multiple employers, will be well connected (socially and
professionally) with a variety of organizations, and will be willing to move from one
job to another and one career to another. In addition, these characteristics are more
likely to change the employee-employer relationship making it more difficult for
organizations to manage the talent management process as attracting, retaining,
developing, and mobilizing talent.
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1.4. Country Culture Differences

Country culture an important role in international human resource management.

Country culture can have a direct or indirect effect on how human resource
management policies and practices are designed, how they work together, and how
they influence employee behavior and performance both at the individual and
organizational levels. An important discussion in international human resource
management is on the issue of convergence/divergence of human resource practices
across cultures, regions, and countries. Convergence means that human resource
management policies and practices are similar across countries and cultures and
divergence means that human resource management practices are different across
countries and cultures. Evidence thus far is mixed. Certain human management
practices converge, some do not, and it depends on the context. For instance, it could
be argued that there is more convergence at the more general policy level (e.g., all
employees need certain amount of development regardless of culture) and more
divergence at the more specific practice or implementation level (e.g., the specific
practice used to develop talented employees will vary with the culture).

2. Global Talent Acquisition

For some time now, the makeover of the recruitment process has undergone some
significant changes and the new term that has emerged is “Talent Acquisition” (TA).

So what is the difference between recruiting and talent acquisition? Some has
commented that it was just simply changing a title to be in tune with the current practices
as there is not much improvement in the process.

This new concept of “Talent Acquisition” is an ongoing holistic cycle of processes related
to attracting, sourcing, recruiting, and hiring (or placing) employees within an
organization. It involves employer branding, outreach, networking and relationship
building with potential candidate communities to continually build and enhance the talent
pool for an organization.

Traditionally, recruiting was usually the responsibility of a company's human resources

department who initiated the recruitment process from job advertisement, job posting to
tracking applicants to get the best candidates to fill the positions.

Now with talent acquisition, it is about recruitment and marketing - building relationships,
creating brand awareness and communicating your company culture and values to the
world and thereby building up the interest of potential candidates to join your
organization! This talent acquisition technique can be leverage by adopting social
12

networking and mobile recruiting tools.

For a comprehensive and effective talent acquisitions strategy, most organizations still
continue with campus recruitment; services of an external recruitment firm for
retained/contingency search and/or recruitment process outsourcing.

2.1. Talent Acquisition Framework

Sometimes, the term “Talent Acquisition” (TA) is often used synonymously with
Recruiting. However, these are two very different things. Recruiting is a subset of TA, and
includes the activities of attracting, sourcing, screening, selecting, and hiring. In some
organizations this extends to the early stages of onboarding, which then becomes a
shared responsibility between HR and the hiring manager, with support from the learning
organization. Talent acquisition, as defined by Deloitte, is ―”a strategic approach to
identifying, attracting and on boarding top talent to efficiently and effectively meet
dynamic business needs”. Talent acquisition includes recruiting, but it is inclusive of other
strategic elements as follows:

Employer Branding

Recruitment

Candidate Audiences

Source: Erickson, R. (2012). The evolution of Talent Acquisition, Newsletter, Bersin by

Delloitte Research.

Talent Acquisition Planning & Strategy – ensures business alignment, examines workforce
plans, requires an understanding of the labor markets, and looks at global considerations.

Workforce Segmentation – requires an understanding of the different workforce

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segments and positions within these segments, as well as the skills, competencies, and
experiences necessary for success.

Employment Branding – includes activities that help to uncover, articulate and define a
company’s image, organizational culture, key differentiators, reputation, and products and
services. Employment branding can help advance the market position of organizations,
attract quality candidates and depict what it is truly like to work for that organization.

Candidate Audiences – necessitates defining and understanding the audiences in which

an organization needs to source for specific roles. Different sourcing strategies should
be applied based on the understanding of the jobs and where the audiences will come
from to fill them.

Candidate Relationship Management – includes building a positive candidate experience,

managing candidate communities, and maintaining relationships for those candidates not
selected.

Metrics & Analytics – is the continuous tracking and use of key metrics to drive
continuous improvement and to make better recruitment decisions, to ultimately improve
the quality of hire.

For a comprehensive and effective talent acquisitions strategy, most organizations still
continue with services of an external recruitment firm for retained/contingency
consultants and/or recruitment process outsourcing (RPO).

2.2. Contingency or Retained Consultants

The retained search firm is being paid to conduct the search. They therefore undertake
a much more exhaustive process. The contingency search firm is paid only when
someone gets hired. Their search process is skewed to producing results rapidly since
the more time spent the less profitable the mandate.

2.2.1. Contingency search firm

Contingency recruiters typically work with a large number of job openings, and, using a
database of known candidates, look for matches on paper and send those candidates’
resumes—as many as possible—to clients for possible interviews. Contingency search is
used when the candidate is the bargaining chip. Contingency is sometimes described as
No Win, No Fee (or even No Cure, No Pay). It is what it says on the tin, a service
performed by a recruitment company for free until the day a candidate represented by
them takes a position with their client. Recruiters working on this basis often have to
14

compete with the client’s internal HR department, advertising, direct applicants and
typically one or more other recruitment companies.

The trick here is to represent the best candidate or candidates and to do this faster than
the other channels. If for instance, the vacancy is hard to fill, chances are there will only
be a few candidates out there qualified for the position. Getting to these before everyone
else is vital for the successful no win, no fee recruiter.

2.2.2. Retained search recruiter

The retained search recruiter on the other hand maintains exhaustive databases of
candidates, cultivates contact in sectors in which they work frequently so they know who
might be restless, and pre-selects the candidates carefully using advanced assessments for
suitability and job fit. You only see the finalists. Working on a retained basis means the
recruiter will charge an upfront fee to the client to conduct a search. They will operate on
an exclusive basis meaning the job will only be filled through this recruitment company.
These recruiters work very closely with their client and will take their time and use an
agreed methodology to find the best person for the job. The process is usually rigorous
with a shortlist of anything from three to ten names being presented before interviews
commence. In a perfect world, the retained recruiter will be able to present five
candidates with the ideal skills, location, salary, etc. and all the client has to do is pick the
one they like the most.

A retained recruitment assignment doesn’t come cheap; the client will expect to pay up to
30-50% of the projected first annual salary of the successful candidate. Companies will
request a retained search when they are looking to fill a senior position and sometimes
when all other cheaper search options have been exhausted.

2.2.3. The main differences between Contingency and Retained search

The retained recruiter takes their time to get things right using processes and agreed
methodology, knowing they will eventually fill the position thanks to their exclusivity
terms. The contingency recruiter will be a lot quicker and most probably deliver more
candidates to increase the odds of making a placement.

Another difference is that the retained recruiter has signed up to a service level,
sometimes a retained search can be challenging and these projects can be rather lengthy.
The contingency recruiter will simply move on to another vacancy or client where they
believe they can get a more straightforward win.
 15

2.3. Recruitment Process Outsourcing (RPO)

According to Recruitment Process Outsourcing Association, RPO is a form of business

process outsourcing (BPO) where an employer transfers all or part of its recruitment
processes to an external service provider. An RPO provider can provide its own or may
assume the company’s staff, technology, methodologies and reporting. In all cases, RPO
differs greatly from providers such as staffing companies and contingent/ retained search
providers in that it assumes ownership of the design and management of the recruitment
process and the responsibility of results.

Historically, RPO provided high-volume hiring for large organizations at a lower cost
compared to other recruiting options. However, RPO has evolved over the last few years
to become a flexible strategic talent acquisition solution with additional benefits that can
be adopted by small and medium-size organizations as well. Traditionally, organizations
hire through one of three recruiting options: internal recruiters, staffing agencies, and
contract recruiters. Until recently, few organizations were aware that recruitment process
outsourcing could be a viable or available solution to their recruiting. Unlike other
outsourced recruiting models, recruitment process outsourcing is a strategic partnership
that brings additional value-added benefits, including:

2.3.1. Analysis and planning

When run effectively, RPO providers work with their clients to understand the business
side of recruitment or business goals. They help clients forecast staffing needs and plan
the necessary resources to respond to these needs, which help achieve those business
goals.

2.3.2. Extensive job marketing

RPO providers market client jobs through job boards, social media, referrals, and
networking to drive candidate exposure to jobs and employer brand (a major
differentiator from staffing solutions).

2.3.3. Sourcing and engaging talent

In addition to finding talent, RPO providers build up employment brand and recognition;
engage future potential talent through talent communities and talent pipelines; and
source candidates in advance and with multiple sourcing assessments.

2.3.4. Candidate assessments

16

RPO providers assess candidates, guide them through the beginning of the recruitment
process, and make sure they have the core skills, competencies, and motivators to do the
job.

2.3.5. Candidate care

Managing the candidate experience is very important as it reflects on your employer

brand. RPO providers help clients take care of the candidates and manage their
experience, whether they are being interviewed, hired, or considered for the job.

2.3.6 RPO engagements

RPO is not a one-size-fits-all. RPO offers different engagement models. There are three
main RPO engagement types:

• On-Demand RPO: A contract-based engagement with a qualified provider that knows

the company, their messaging, their processes and the results they need. The
contract specifies a defined number of roles within a defined period of time.

• Function-Based RPO: The RPO provider takes a piece of the company’s recruiting
needs entirely off the company’s plate (e.g., the IT department or an entire division
of the organization).

• Full RPO: When the RPO vendor provides a company’s entire internal recruiting
function including access to the provider’s full breadth of resources.

3. Global Recruiting

As competition for talent increases, it is increasingly important for international

organizations to build recruitment strategies that are consistent across the globe. Surveys
found that 70% of employers say sourcing foreign workers is very or extremely important
to their talent acquisition strategy. But when recruiting globally, issues from culture to
cost require careful planning for businesses of all types.

3.1. Global Recruiting Process

International recruiting holds by the same recruiting best practices that you use
domestically. However, it may be even more important to understand the levers and
processes that ensure success when recruiting internationally.
 17

Sourcing Operations Recruiting

Market Research Digital / Online Hiring Manager

& Analytics Assessment Support Relationship

Social Media & Interview Scheduling

Pipeline Management
Diversity Strategies & Coordination

Postings & Offer Process Requisition

Ad Placement & Onboarding Management

Candidate
Database mining & Background
Submissions /
Resume Screening Medical Processing
Feedback

Application
Ongoing Pipeline
Requisition
Creation & Campaigns
Disposition

Data Entry &

Direct Recruitment
Reporting

Global Recruiting Processes and Levers

Source: Aon Hewitt

3.1.1. Sourcing

Global HR should leverage innovative technologies, savvy market analysis, and

targeted outreach strategies to attract the best available talent. The specialized
expertise includes:

• Market research and analytics

• Social media and diversity strategies

• Postings and ad placement

• Data mining and resume screening

• Ongoing pipeline creation and campaign development

• Direct recruitment

3.1.2. Operations

Global HR should ensure the hiring process is smooth and efficient and takes over the
talent management process, focusing on:

• Digital/online assessment support

18

• Interview scheduling and coordination

• Offer process and onboarding

• Background/medical processing

• Application/requisition disposition

• Data entry and reporting

3.1.3. Recruiting

Global HR should ensure powerful matches and positive experiences and specialize in
connecting line managers with the right candidates and selling our company as a
premier employment destination. The expertise will be:

• Pipeline management

• Requisition management

• Candidate submissions and feedback

3.2. Global Recruiting Strategy

A global recruiting strategy can strengthen a global brand, expand the talent pool and
support standardized, cost-efficient processes and better candidate experiences.

When it comes to recruiting across borders, a global strategy and fostering a shared
vision of success among organization stakeholders can help companies understand
the talent they have and secure the new talent they need. Regardless of location,
employers are discovering that appropriately skilled talent is a scarce resource,
particularly when expanding global operations.

Compounding the talent challenge, individuals are more mobile and have choices of
how, where and when they want to work. This makes it difficult for employers to find
the right talent where and when they need it.

Further, global program success requires a long-term business strategy, not just a
tactical approach. This entails transitioning from a reactive approach to filling
positions to a proactive approach that reorganizes and develops talent to meet
business requirements. There are several tactics as following:

3.2.1. Think Local, Act Global

In a world short on resources, companies must understand the full complement of

talent within the organization and how to optimize the global talent pool.
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Organizations cannot have local labor knowledge for all of the markets they want to
enter, and talent may be in a different region than where it is needed.

Organizations need to be flexible to respond to business changes; volume and hiring

needs across regions will differ. Aligning talent strategy globally can increase an
organization’s ability to understand global labor markets, conduct effective talent
reviews and succession planning and be cost efficient. However, for a long-term
recruiting program to be successful, it is critical to build the appropriate foundation
and secure support from global leadership. A shared understanding of program
objectives, scope and goals also is critical.

There are opportunities for standardization across the entire organization, but the
challenge is gaining transparency across all operations. Organizations with a single,
globally deployed system can provide the HR or management team with a holistic
view of the workforce.

3.2.2. Striking the Right Balance

Achieving a fixed and flexible model that meets local requirements and supports a
global strategy is an ideal end state. Elements such as brand standard, definitions and
reporting will be the same across all locations. A global applicant tracking system also
will be a fixed component to increase transparency and ensure the organization has
access to valuable business intelligence. Other elements can be more flexible, such as
the candidate recruiting environment or how open positions are advertised.

As organizations expand, mastering the nuances of recruiting locally can be

challenging. In some cases, local hiring managers may be hesitant to embrace new
recruiting processes due to fear of losing control. However, moving from
decentralized talent acquisition functions run by geographic regions to more
centralized talent acquisition with global standards and reporting is a long-term
strategic choice. However, it is managed, successful global recruiting programs have
four elements in common to ensure alignment with business requirements.

3.2.3. Design a framework

Thinking globally and acting locally can provide a project framework to meet the
organization’s needs for standardization and flexibility around brand standards,
technology and compliance.

Allow for local requirements. For example, space used for interviews can vary in some
cultures. Other cultures involve the whole family in the interview and recruiting
process — not just the candidate. Processes also need to accommodate these
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limitations.

Recruiting knowledge and requirements also mature differently around the world.
Talent managers in emerging markets may not have access to the same recruiting best
practices and information available in those advanced countries.

Also, consider local system requirements for data privacy and data sharing for
technology-based applicant tracking. A trusted adviser can support program
development that fits varying geographical requirements.

3.2.4. Deploy in phases

Successful deployment of a global recruitment strategy requires careful attention and

execution. Deployment is best done in measured phases. A kickoff meeting before
deployment can reinforce shared understanding of scope, rules and processes. This
keeps everyone current on where things stand, where they are headed and when
changes will occur.

Rather than fully deploying at once, a piloted approach and monitoring the process
can help ensure successful rollout across regions. As each location goes live, monitor
solutions closely, allow for a learning curve and prepare to make adjustments.

3.2.5. Finding the Right Talent

Achieving global recruiting success depends on the right balance between local and
global processes and creating alignment of key stakeholders on the programs’
business goals and objectives. It also requires standardized processes, compliance
support and committed resources to meet goals.

Human potential will remain every organization’s key competitive differentiator, yet
finding the right talent will continue to be a challenge. By developing and executing
the right global workforce strategy, organizations can secure the people they need to
win the war for talent.

3.3. Alternative Work Arrangements

In global competitive landscape where skilled talent is in high demand, many

candidates are in a position to negotiate alternative work arrangements. As a result, a
growing number of companies are taking advantage of technological advancements
to offer non-traditional work arrangements to attract and motivate high performers.

3.3.1. Job sharing

A job share arrangement is a full-time job split between two individuals, each with