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How global talent realities impact your talent strategy

Sue Stevens 14 Dec 2011
Posted by Sue Stevens

The rapid speed of globalisation is affecting all our organisations to a greater or lesser extent and will impact upon current and future talent strategies. For UK based companies , greater labour market mobility together with the cap on non-EU migration will have an impact on the supply and diversity of talent. For companies operating in the global marketplace, for example, Oil and Gas companies, the need for talent is so strong that it is essential that resourcing and business strategies are aligned.

The challenge for HR and talent professionals is to anticipate business needs and ensure that appropriate structures are created for getting the right people into the right local markets where they are needed around the world. This might be by shaping operations around talent flow and resources; for example, moving jobs to the people, not people to the jobs.

In many places, there is no longer a place for Western traditional expatriate models. Too expensive, for a start. Instead, nationalisation programmes are prevalent in many countries who demand that the supply chain benefits their local economies and labour markets and others are looking towards the East for talent in any case.

So what are some of the global trends and challenges that need to be tackled in the brave new world of global talent and resourcing?

  • How to attract global talent-particularly challenging if you do not have a big brand name
  • Combining global consistency in attracting and developing talent with local relevance and application
  • Developing leaders with a global mind-set to drive growth
  • Understanding and navigating  the political, legal, social and economic climates of the geographies in which you are working
  • Developing cultural sensitivity  and awareness (talent assessment and identification is extremely culturally sensitive)
  • Recognising and clearly articulating the financial value of global talent to the business

And what should organisations be thinking about when considering their response to these challenges?

  • Do you have a clear understanding of the shifts in the global marketplace and how these will affect your business and supply of talented people?
  • Have you got the global consistency and local relevance balance right?
  • Can you articulate the financial value of global talent to your business?
  • What is your talent strategy and how does it incorporate attracting, retaining and developing global talent in to your business?

There are no set answers to these questions; but considering them will help inform the way you develop a talent strategy linked to your specific business challenges. 

Comments

14 December 2011 16:00 Terry Shane says

In terms of getting the talent management structures right, supported by the right processes, systems and tool kits, I think it is critical that you address the questions you identify. Getting your talent strategy in place before making strategic decisions about talent systems for example is a must. However, you will also need some sight of your talent profile and bench strength to work out what potential issues you have, in the context of the market place view. An organisational review encompassing talent and capability analysis may help in supporting this level of understanding.
Once you know your as-is and the opportunities or threats presented by the externalities, you are in a position to develop a coherent talent strategy. And at that point, make your strategic investment decisions around talent management systems and processes.

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