Issue link: https://www.e-digitaleditions.com/i/65226
Industry Standards fairly, by thinking through the various process and outcome options associated with fairness beyond current thinking about distributive or procedural justice. Why is this game changing? Unravelling the changing contours of fairness has immediate implications for HR and the manner it frames negotiations in rewards, talent programmes, and risk management. It also has CSR and wider social policy implications. What does engagement look like in the context of these complex considerations? How should we think of, and manage, what is perceived to be fair in the modern employment relationship? What models can we find to think about, and help define, what is considered fair in these complex situations? What guidance does this suggest for creating coherent and believed-in HR strategies. 11. Globalisation of HR and the linkage between international mobility and global talent management Globalisation as a process is impacting people management more and more deeply. It demands changes in the HR architecture required to cope with the impact of globalisation on HR functions, global resourcing options, global services delivery, outsourcing, and the impact of HR policies and processes across national cultures. A 2010 Forum for Expatriate Management study of 120 multinational corporations (MNCs) found that whilst currently 40.8 per cent of global mobility functions report into compensation and benefits or rewards, 32.3 per cent report to the VP for HR, 7.1 per cent to talent management, and 7.1 per cent to resourcing, the preference is for much greater reporting to talent management (the preferred structural report for 16.3 per cent of organisations) as well as direct to the VP of HR (preferred by 42.4 per cent). Two factors are at play: the choice of strategic delivery model and the structural relationship between the international mobility and talent management functions. Both become important determinants of the speed and pace at which organisations can manage their paths to globalisation. How are global HR structures being changed to manage this? Why is this game changing? It raises the question of whether international mobility (and associated expatriation activity) should become a centre of excellence in its own right, or whether it should report via another such centre, such as talent management. It raises questions about how the centralisation- localisation dilemma must be handled in the provision of talent on a global basis. It raises questions about what other activities (such as employer branding, strategic workforce planning) should be brought together with the traditional management of international mobility. The Vote: Two Macros Social tolerance Globalisation of HR And the Winners Are… The delegate audience voted on their favorite in each of the above categories. They were as follows: 4. Building big data capability and the use of predictive analytics; 8. The growth of cross-organisation delivery models; and 11. Globalisation of HR and the linkage between international mobility and global talent management. And the overall winner of Top Game Changer/Innovation of the Year went to: Building big data capability and the use of predictive analytics Congratulations to all. And the winners are Big data and analytics Globalisation of HR Cross-organisational models Faye Holland is managing director for HRO Today Global. Paul Sparrow is from the Centre for Performance-led HR at Lancaster University, U.K. WINTER 2012 | www.hroglobal.com [27]