06Jun

Human resources professionals looking to go international should set their sights horizontally, says HR career columnist Martin Yate.

In his column for the Society for Human Resources Management, he recently addressed a question about job-searching internationally. It will take time and hard work, he counseled, but said that with the right focus it’s achievable.

His advice for job hunting internationally is much like what it would be for looking domestically. The target job, he said, should be one that:

  • “Your resume proves you can do.”
  • “You can interview for well.”
  • “You will be likely to succeed at.”

Yate was answering a question from an HR leader in the banking industry in Malaysia. His advice, though, is applicable to any HR professional considering an overseas opportunity.

“Don’t aim for a job that would be a promotion,” he advises. “Look for a job for which you already have required skills, probably very similar to the one you are doing now.”

In the case of the advice seeker, he noted that her goal was to relocate, not get a better job title.

For someone looking to stay with their company, but work overseas, the new position might be a step up, though not necessarily. Winning a promotion to an international assignment requires more than just being a skilled HR professional. An obvious consideration is how much the candidate understands of the culture and the workplace practices in the target country.

Making a lateral move while becoming comfortable with the local culture will set the stage for that promotion.

Yate’s job seeker is hoping to relocate to London, a world banking center where, he tells her, there are multinational organizations “very interested in your intimate knowledge of the Southeast Asia region, its customs and business practices, and how HR supports those business practices.”

That’s an equally important consideration for other international jobseekers: Choose an area where your industry knowledge, not just your HR competencies, offer a competitive advantage. Then, as Yate says, revise your resume and online profiles, to “focus on the skills and experiences your potential employers are looking for.”

Photo by Kyle Glenn on Unsplash

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Jun 6, 2023

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Jun 6, 2023

The ‘Radical Reinvention’ of Human Resources

Now is the time for a “radical reinvention of human resources,” declares a report from IBM’s Institute for Business Value.

Businesses are adapting to the rapidly and dramatically changing world, says the report, prefacing the findings and recommendations from a survey of more than 1,500 HR executives from a variety of industries.

How they engage with employees must also change. “Enterprises now must become inherently humanized, build engagement with remote employees, foster trust in uncertain times and cultivate a resilient, diverse workforce capable of facing whatever the future may hold.”

This, says the report, is HR 3.0.

HR thought leader Josh Bersin, who collaborated with IBM on the report, explains what that means in his introduction:

“Traditional HR 1.0 departments focus on compliance, administration, and highly efficient service delivery.

“HR 2.0 teams move toward integrated centers of excellence, and focus on training and empowering business partners to deliver solutions at the point of need.

“HR 3.0, which only 10 percent of companies have achieved, turns HR into an agile consulting organization, one that not only delivers efficient services, but also practices design thinking to push innovative solutions, cognitive tools, and transparency into the organization.”

HR 3.0 - blog.jpg

The report found substantial agreement among the surveyed executives on the key ingredients of HR 3.0, but uncertainty among them about how to evolve their operation. Providing that guidance is the essence of the report.

After studying multiple HR practices, Bersin and IBM identified 10 “Action Areas” drawn from what the most successful companies are doing. “Our analysis has identified ten priority Action Areas critical to the HR 3.0 model. The Action Areas span the breadth of the human resources function, in some cases wholly reinventing traditional people practices.”

These 10 are:

  1. Measure employee performance continuously and transparently
  2. Invest in the new role of leadership
  3. Build and apply capabilities in agile and design thinking
  4. Pay for performance — and skills — in a fair and transparent way
  5. Continuously build skills in the flow of work
  6. Design intentional experiences for employees
  7. Modernize your HR technology portfolio
  8. Apply data-driven insights
  9. Reorient and reskill your HR business partners
  10. Source talent strategically

Though few companies are on the path to 3.0, those that don’t begin to evolve will be left behind.

“Even as leading companies transform their HR model, it’s clear HR 3.0 is not a destination, just a way station. The world is changing too quickly to allow even a hint of complacency,” the report concludes.

“As we continue to face unprecedented opportunities to build better businesses and a much better world, an HR 4.0 will evolve as a model to help us keep doing just that.”

Image by David Mark

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