Building a Global Workforce in the New Normal: Top HR Trends & Leadership Skills
In the new normal, organizations must embrace the hybrid workforce model and focus on global HR practices to stay competitive. Explore key trends like the rise of Free Agents, PEOs, and HR automation, along with essential leadership skills for success. Lead as an organization and talent architect to drive business impact strategically.
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Presentation Transcript
How to build a Global Workforce in the new normal Mr Quan Cher Siong Senior HR Leader CEO, Applied Nanotek
Top HR Trends of the Hybrid workforce in 2022 Post-Pandemic and changed landscape will mean what is axiomatic for Fortune 500 conglomerates will increasingly be true for even small and medium-sized organizations. All politics is local. All human capital is globally local (Glocal). It has been decades since U.S. Congressman and Speaker of the House, Tip O Neill, made his famous and much-repeated observation, All politics is local. Nearly a century of steady globalisation after Mr. O Neill made his first run for City Council of Cambridge, Massachusetts, the saying remains true.
Top HR Trends of a Hybrid workforce in 2022 Hybrid and Contingency workforce is not a dirty word. The rise of Free Agents and PEO. The inconvenient truth about talent management beyond obfuscation : as in financial planning, "hiring ahead of the business curve" IS a practice companies with robust workforce planning can attest to; and Hybrid and Contingency Workforce Strategy is an important part of the puzzle. If young people can comprehend the gig economy, so should we all.. PEO : professional employer organization (PEO)
Top HR Trends of the Hybrid workforce in 2022 A Global or Pan-Regional HR Function sets the stage for harmonization of HR Practices, setting the stage for automating many routine HR Functions, paving the way for success in high-velocity business world. Discover : HR Partners Design : COEs Deliver : HR Service Centers
Top 5 HR Leadership Skills In a New Normal where remote teams will be an enduring part of the workforce landscape / composition, a typology of Top 5 HR leadership skills will progressively look like :
Leader as an Organisation and Talent Architect 1 Anecdotal evidence shows that it should be taking 17 percent of one's time and cited 23 percent of the time as having the greatest impact on businesses *. " *Cornell / Center for Advanced Human Resource Studies"
Leader as a Strategic Partner at the Board / Table 2 On the back of unprecedented global outbreak of coronavirus, and the austere regulatory restrictions, Board Rooms are looking to HR Leaders for a place at the Table where their voice will have a positive impact on the business. variants Yet and by far, this is one role that most HR professionals (especially young and mid career HR execs) cited as desired state but are least prepared for.
Leader as a Competent Ambassador 3 An ambassador to manage interplay with Corporation and Government. High-performing Remote Teams can only really thrive if HR takes the Leadership to dramatically be a shaper and influencer of public policy in the face of increased governance and regulation. Anticipate trends and develop competence in handling Government Regulatory Oversight. Increased government involvement and shareholder oversight will mean risk management needs to be a centrepiece capability within HR Function.
Leader as a Re-engineering Champion 4 Think like an engineering technocrat, learn the business logic and the process, not just the business. Find allies in the functions outside of HR, which the pivot points or logic / process flow converge. Seek out the risk and inconsistencies in the mental modes of leaders, because there is where the re-engineering efforts will make the most impact. Ie. Look for pivot points. Measure and test the logic / flow first and the numbers after because the former is often more important.
Leader as a People Developer of the HR Function 5 "Putting on your oxygen mask before assisting others HR can be doing all this work in the company for others, and they forget to grow and develop their own people. Will cripple HR ability to serve rest of the organization.
Delivering Glocal (Global, Remote/Local) Talent Management in a High-velocity world Best Practices : Globally positioned with access to markets Remotely connected within your organisation Locally anchored with boots on the ground
Delivering Glocal (Global, Remote/Local) Talent Management in a high-velocity world As you plot your roadmap to excellence 1. Platinum-Class Benchmark Continuously and contiguously gain strategic business insights from a Management perspective. Make it Contagious !
Delivering Glocal (Global, Remote/Local) Talent Management in a high-velocity world 2. Build and Manage your Talent Centrally Dismantle the old barriers of Functions vs Geographies. Battle the old leavens of Hoarding and Incrementalism (Singaporean Super Ego 4KSes : Kiasu, Kiasi, KiaChengHu and KB) 3. Smartsource and Partner with forward-looking class Professionals professional employer organization (PEO) is an organization that enters into a joint- employment relationship with an employer by leasing employees to the employer, thereby allowing the PEO to share and manage many employee-related responsibilities and liabilities.)
