What is globalisation?

In an economy where internationalisation is at its peak and where competition is the major catchword, an international company can no longer remain a centralised body with limited decision-making authority for all its subsidiaries.

However, it is up to the company’s headquarters to define global practices and processes to be applied locally within its subsidiaries.

This is globalisation. It implies the universalization of a company’s challenges and the ways in which these can be overcome.

And HR globalisation?

Talent management processes take the lead in the ever-growing globalisation practices:

  • Performance appraisal
  • Managing internal mobility
  • Career management

In this context, the HR department takes on a strategic role, providing an instant overview of the company’s talents, the driving force behind its development. This major department ensures the company’s performance.

New challenges:

The availability of centralised management tools is essential in order to meet the company’s international objectives and adapt to various managerial visions, working styles, and local requirements.

The integration of a centralised Human Resources Information System allows for consolidating company data and saving a considerable amount of time, used for staff administration.

The HR department works as a true ‚Äúbusiness partner‚ÄĚ by focusing on value-added activities (human capital development, talent management, etc.), thus optimising its HR strategy and reducing operational costs.

Using a centralised HR system will also result in greater reactivity, specifically in decision-making based on reliable and consolidated indicators. Therefore, the HRIS is the preferred managing tool for your international HR policy.

From HR globalisation to HR ‚Äúglocalization‚ÄĚ:

The subsidiaries’ adherence to the tool is essential for coherent data consolidation, to implement key quality indicators.

Employees need to be empowered locally so that they can adapt to the subsidiary’s operational reality and to different cultural and regulatory constraints.

The success of the project lies in finding the right balance between the company‚Äôs global HR policy and the existing local challenges. This is ‚Äúglocalization‚ÄĚ.

Three ways to rise to the challenge:

  1. Define ‚ÄúCore HR‚ÄĚ:¬†The company‚Äôs HR processes can only be consistent if the data used by the processes are standardised. How can we consolidate high-level decision analysis without first having consolidated reliable and full staff information? Before implementing an HRIS, it is essential to carry out an in-depth reflection on how talent management information will be organised in the libraries. These libraries are called ‚ÄúCore HR‚ÄĚ.
  2. Involve subsidiaries:¬†As you have seen, an international project‚Äôs success will certainly depend on the subsidiaries’ involvement in the project. This is why we recommend that they be involved right from the initial project phase. This will help us anticipate requirements during the creation of the project‚Äôs global framework in terms of information census and managing subsidiaries‚Äô HR processes. The only thing left to do is to include the subsidiary‚Äôs concerned HR representative in the initial discussions carried out in the company‚Äôs headquarters.
  3. Support: There is no room for improvisation when a project of such scale in being implemented. We encourage you to take the help of a service provider specialised in equipping an HR department, with expertise in the strategic as well as technical aspects of such a project.

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