Posted by Chris Herrmannsen - Group MD
global resourcing
Posted on January 22nd, 2010 at 5:11 pm
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Talent Management…George W Bush Style?
Whether to approach strategic resourcing on a global, regional or local basis seems to be a hot topic for almost every HR professional involved in talent management. Equally, RPO providers are working hard to tie up alliances or even acquire businesses in other parts of the world to ensure a credible regional or international capability.
In the 1990’s – often driven by overzealous procurement practices – several global agreements were announced between corporations and larger staffing companies for traditional recruitment services. These hardly ever worked, for two main reasons. Firstly, buyers frequently adopted what I would call the George W Bush approach, which I would summarise as “if it works like this over here, why won’t it over there?”. Cultural differences and diverse working practices were frequently overlooked in favour of standardisation and efficiencies.
Secondly, recruitment vendors – driven by the perceived financial gains of these deals – took on the impossible task of offering uniform processes across multiple countries, often at the substantially reduced fee levels in exchange for volume. Instead, they ended up with unsustainably low margins and very unhappy customers as it became apparent that a one-size-fits-all mantra can never be effective.
Most of these arrangements were subsequently abandoned and we have witnessed a decade or so of “keep it local”. So, listening to the debate, I have to ask whether we are again flirting with the same dangerous concept. Having listened and contributed to the debate I would contend that there is value in developing a global or international focus for a broader or integrated talent management agenda.
Society and corporations have changed forever; the mobility of talent across the globe and it is now commonplace for hiring managers to request interview shortlists comprising candidates form at least three nationalities. Suppliers of RPO or integrated talent management services have also become more sophisticated. I believe corporations can now enjoy the best of both worlds; effective governance from a lead partner who is responsible for designing and delivering those components of a global solution which logically could be universal (e.g. technology, values, selection criteria, MIS to name but a few) whilst also coordinating the efforts of remote partners or their own regional operations to deliver best practice in their local markets. For this to succeed, the focus should be firmly on more effective attraction and deployment of talent rather than on efficiencies. Watch this space for space for case studies.
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I totally agree with all Chris has said there. There are clearly benefits in a global approach, provided it gives local control in the assessment, recruitment and development of talent, where cultural nuances are taken into account. We regularly see instances where the global move turns into a failed transplant. However we have also seen many where the global transfer has led to improved global processes, shared best practice and influence back to Head Office etc.
Those that succeed tend to have effective assessment, practical application of psychometrics as part of the interview and development process to help ensure not only a skills/potential match but also a cultural fit. The support of a trained internal mentor in BOTH countries, and effective professional coaching during the transition period, seems to be a common differential in those that manage to achieve global deployment of top talent.
I look forward to hearing about your case studies and am happy to help if anyone wants to email.
Chris,you are absolutely right. The Bush approach was a disaster (and well beyond Talent Management).
I look forward to your follow up on this subject.
Two, to some degree complimentary discussions about this subject and on the ROI and future of RPO can be found in Linkedin groups: Recruitment Process Outsourcing, and EMEA recruiters knowldege sharing group