Huge challenge is for HR Professionals to establish linkages between people & talent analytics and business financial performance at individual, team or organisational level. So often seen CHRO's flounder questions from CEO & CFO re cost of HR or associated investment and improvement in productivity, engagement or value innovation in tangible terms.
Having had good fortune of implanting global talent , HR management systems across 34 countries in Africa, Middle East & Asia I would add the need to ensure that local "custodians" in each country are fully consulted, collaborated with and trained to ensure personalisation at point of impact in all local countries and regions. Huge improvements in adoption of technology and mostly quality of data especially when adopting self service i.e. like LinkedIn approach to update personal data etc etc.
Would be great if relevant and impactful comparison could be included related to developed versus emerging, pioneering and fast growing emerging markets.
Great, comprehensive coverage of critical element within overall talent architecture and often overlooked. I would just suggest that the identification, assessment and preparation of candidates for offshore roles particularly as it relates emerging markets also be considered as context significantly different be it a start up, acquisition, partnership or merger or downsizing context.
Expatriate deployments notoriously have a high failure or discontinuation of assignment rate and at huge cost hence need to consider risks and make provision accordingly.
Great pointers would merely add that many of the HiPo's etc can and should be rotated into fast growing and or pioneering markets eg. Africa, Asia, MIddle East as mobility should be key criteria for remaining either designated high potential or leadership succession candidate.
49% moving to Shared Services, centre's of excellence and HR Partners. Only now?
Huge potential for gamification to be further explored given easy deployment via smart phones, tablets etc to leverage ever connected work force etc. in terms of talent economics time to design, deploy and evaluate impact still in my opinion requires further hard evidence from business case point if view
Important to consider culture mapping and equipping leadership with dilemma reconciliation skills . Have used research work and consulting insight expertise of Fons Trompenaars in 23 countries in Africa, Middle East and Asia in this regard.
Learning agility is key differentiator in assessment, development and deployment of leadership talent in our organization across 23 countries in Africa, Middle East and Asia. We have integrated into all our talent economics and analytic processes, data and tools. Peopletree.com
We large 51000 workforce across 23 countries in Africa, Middle East and Asia and have found employing fresh Masters graduates in harder economic and computing sciences in HR has assisted greatly in us generating different types of insights which although early days have impressed CEO and CFO.