Additional information
by Cat Rickard (Author), Jodi Baker (Author)
As organizations operate across countries and continents there is an increasing demand for the development of an HR function designed to deliver global support. This requires rethinking the structure of HR, how it is managed and how it operates. However, adopting a fully global model is not the right answer for all organizations. HR has a key role in determining the business strategy in terms of the required scale of operations (i.e. local/regional/global), and in delivering the business transformation required to realize that strategy once it has been agreed. As a result, HR must be both able and prepared to transform itself to support the new business model. Going Global outlines of the types of activity and capability needed to establish an HR function able to supporting business operations at a regional or global level. It focuses on two areas, the decision to go global and the activities needed to deliver a global HR function. This latter section targets three areas: designing the right service; building a cohesive team; and delivering HR talent. The authors point out some of the key decisions you will need to take, together with advice on your overall approach, and some of the lessons learned by other organizations along the way. About The Gower HR Transformation Series: The Human Resources function faces a continuing challenge to its role and purpose, in many organizations it has suffered from serious under-representation at strategic, board level. Yet, faced with the challenges of globalism, the need to innovate, manage knowledge, attract and retain the very best employees, organizations need an HR function that can lead from the front. The process of transforming the function is complex and rarely linear. It involves understanding and adapting to the needs of your offices in the various countries, cultures and markets within which you operate. All of which involves a highly complex and, often painful, process of change. The Gower HR Transformation Series will help; it uses a blend of conceptual frameworks, practical advice and global case study examples to cover each of the main elements of the HR transformation process. The books in the series follow a standard format to make them easy to read and reference. Together, the titles create a definitive guide from one of the leading specialist HR transformation consultancies; an organization that has been involved in HR transformation for clients as diverse as Bombardier Transportation, Marks & Spencer, Barnardo's, Oxfam, Schroders, UnitedHealth Group, Nestlé, BP, HM Prison Service, Transport for London and Vodafone.
Author Biography
The authors are all consultants at Orion Partners, a consultancy specialising in providing independent advice to organizations who wish to transform their Human Resources department. www.orion-partners.com
