In The Face Of Change, If Cross-Border HR Strategy?

With the global economic engine shifting from developed countries to BRICs

At the same time, the development of new media is changing rapidly. Interpersonal relationships, hierarchical relationships, and the distance between enterprises and society have undergone tremendous changes. The Internet age brings not only new recruitment channels, but also the development of social media, which challenges the construction of employer brand, corporate culture and labor relations.

Another headache for HR in 2011 is that CPI keeps rising and human costs are rising steadily. The salary and welfare structure, training mechanism and performance management need to be updated.

This will undoubtedly enable enterprises to develop HR strategy, attract key personnel and enhance employers.

Therefore, whether human resources workers can boldly "cross boundary" work, break down the barriers of thinking, and actively innovate, become the key to HR management to enhance business value and help enterprises continue to grow.

All these have become the focus of the HR elites in this forum.

At present, enterprise competition is not only limited to a region, a country, but more faced with the challenges of time and space.

Face to change, how to cross border to develop HR strategy?

In the past five years, IBM has done three such research work.

In 2005, our theme was "capability". The theme of 2008 was "how to build a highly adaptable workforce". The theme of 2010 is "cross boundary work".

This research conducted interviews with the chief human resources officer of over 700 enterprises including 61 countries and 31 industries in the world.

From this we can draw the following observations:

From a macro perspective, why should we advocate and promote cross boundary work?

In the past two years, after the US financial crisis in 2008, global enterprises, especially in mature market enterprises, are very concerned about how to maintain enterprise stability, control costs and improve efficiency.

Through research, we can see that in the next three years, the concerns of enterprises have shifted from conservative operational efficiency to expanding emerging markets.

In China, 53% of enterprises believe that the focus and theme is to expand new markets and new fields.

The investment of Chinese enterprises is bidirectional, 80%.

In formulating our human resources strategy, we must consider how to move beyond the limits of this space, step out the boundaries of human resources functions, and work out more human resources strategies together with business departments.

In addition to the characteristics of globalization, Chinese enterprises are also affected by other important factors.

For example, the rapid growth of business.

Over the past few years, the growth rate of many enterprises has reached 100% or even 200%. What is the direct impact of such a growth rate on human resources?

And how should the strategy of human resources be adjusted under the new mode of business pformation?

Then there are changes in consumer habits, industry restructuring, national policies, urbanization in China, and so on, which bring many opportunities for the market, but at the same time bring new challenges to enterprises.

How should enterprises respond?

IBM research suggests that enterprises will build three capabilities in the field of human resources in the future.

First, train creative leaders.

Second, speed and flexibility.

Third, play the team's wisdom.

Train creative leaders

Research data show that fewer than 1/3 of the world think they can effectively train leaders - the Greater China region is also widespread.

What is innovation leadership?

So-called

So, what challenges do Chinese enterprises face in cultivating innovative leaders?

First, there is a general lack of forward-looking leadership standards.

Second, Chinese enterprises lack integrated leadership management mechanism.

Third, many Chinese enterprises have not yet formed a system of leadership development and leadership.

Fourth, globalization of enterprises presents new challenges to leadership.

Fifth, the lack of sustained driving force for innovation.

In the light of the preceding analysis, we propose the following suggestions:

First, set up standards for future leaders.

Second, incorporate leadership building into the core management process of an enterprise.

Third, cultivate the culture of "leadership, development and leadership" in enterprises.

Fourth, train leaders of global enterprises.

At the same time, we have established a more inclusive corporate culture and mechanism to attract overseas talents and local talents to join the company.

Fifth, create an enterprise atmosphere that encourages innovation.

Sixth, we must strictly control the investment of leadership.

Speed and flexibility

The survey found that in order to adapt to the future market changes, more than half of the enterprises in the world are considering using different ways of employment to increase their flexibility.

For example, outsourcing, offshore operations, part-time jobs, temporary workers and short-term workers.

In the Greater China region, the proportion of enterprises in the area is obviously less due to the cost of manpower.

But we should clearly see that China's demographic dividend is getting lower and lower, and many enterprises are facing labor shortage.

So what challenges do Chinese enterprises face in raising the responsiveness and flexibility of human resources?

At present, it includes: first, the lack of long-term planning for strategy.

Second, in the new market, the leaders always rush ahead to direct the operations, and the players are not recruited from other departments, which makes the quality of personnel difficult to guarantee.

Third, there is a lack of corresponding management tools to support speed and flexibility.

Faced with such difficulties, Chinese enterprises need to pay special attention to two aspects: one aspect is the construction of talent supply and demand system; on the other hand, the establishment of an internal labor market.

This is generally absent in Chinese enterprises.

In addition to increasing the speed and flexibility of human resources, we also have some systematic suggestions for you: first, we need to strengthen demand forecasting, system planning and improve readiness.

Second, speed up measures to cultivate their own high-end management and technical personnel.

Third, we must quickly create a global talent team.

Fourth, speed up the response to opportunities and shorten the time to gain.

Play the team's wisdom

We see that in less than 2% of the world's enterprises, they believe that they are doing well in promoting internal collaboration and knowledge sharing.

China faces the same challenges.

For example, the wisdom of some leaders has not been fully shared, and executive support is inadequate.

By comparing the excellent enterprises with the general performance enterprises, we find that 44% of the excellent enterprises attach great importance to the coordination and the construction of the intra enterprise network. Therefore, we suggest that Chinese enterprises should strengthen the sharing of knowledge within the enterprise in the future and build up an online internal network to support the realization of such a capability.

We suggest that we should work in a collaborative way to integrate into our employees' daily work, encourage project system, provide a series of collaboration, help manage the ability and organizational capabilities to achieve, and let some good ideas be known to everyone, and encourage everyone to innovate and collaborate.

At the same time, establish shared assets and provide knowledge base for staff in all aspects.

To sum up, in the face of changing environment, if the human resource workers want to formulate cross border strategy, they must achieve the three abilities. First, train creative leaders, improve speed and flexibility, and give full play to the wisdom of the team.

Second, train creative employees, encourage employees to lead cross boundary and cross functions, work through virtual environment, improve speed and flexibility, establish talent pool and internal talent market, and increase cooperation with external organizations.

Third, play the team's wisdom, encourage internal collaboration mechanism, reward good ideas and creativity.