Posted by Josh Bersin on April 24, 2013
It’s a pleasure to be keynoting our sixth annual IMPACT conference with a topic that speaks to the future of HR and marks a turning point in HR’s evolution from a back-office function to vital enabler of broad business goals —what we call “High-Impact HR.”
Many forces are stressing HR organizations: talent and leadership shortages, new technologies, the economic recovery, and most of all a theme we call “The World is Local.”
After spending decades developing global capabilities, and despite it being easier than ever before to connect and do business around the world, achieving global business success increasingly depends on being able to deliver what local markets want and need. What we considered a “global marketplace” has become a “global network of local markets,” each of which has its own labor dynamics, leadership needs, skills gaps, customs, and legal regulations. Today’s high performing companies don’t just “globalize” HR, they localize it – making it possible to develop high-performing local talent in each country (or geography) they do business
So, the questions I would ask you are these: How well do your HR, talent, and learning programs adapt to your company’s local needs? How well are you facilitating the localization of your company’s business opportunities around the world? How well does your HR team deliver locally relevant solutions that help local business leaders achieve their business goals?
At last year’s IMPACT conference; we noted that CEOs rate HR as one of the “least agile” parts of their businesses. Now may be the time for HR and talent programs to become more local and adopt what we call a “distributed model of HR.”
Here are some of the principles of High-Impact HR we launched at IMPACT this year:
One may say this sounds like a high-cost model. Well, High-Impact HR organizations still focus on efficiency, but they measure their effectiveness by the impact they have on the business, not the cost of delivering HR services. Today business success can mean rapidly taking advantage of emerging markets that are “local” around the world. So our job is to rapidly improve the leadership pipeline, help managers hire great teams and improve performance, drive organizational capability and agility, and create engagement and passion in the workforce. We can’t simply optimize to cost reduction; we have to optimize around people performance—locally and globally.
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|Josh Bersin is a principal and founder of Bersin by Deloitte, Deloitte Consulting LLP, delivering analytics, research and tools that employers use as a foundation for day-to-day decision making. He has worked with hundreds of companies to help them deliver high impact employee learning, leadership development and talent management|
As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.