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Leading Human Resources at global level

By Carlos Rossi from Guayaquil city, Ecuador.
Translated by Mara Sanfilippo from Paraná city, Argentina.

 

During my life as an expert in human resources, on a few occasions I wondered if at global level the concepts about the management of human talent mean the same or are figured out in the same way.

An example of this is that, in a certain meeting on an very well known international ship from Washington, I asked the following question: How do you evaluate values? And the director of human resources responds: “We do not evaluate values, we start from the assumption that every person is reliable and responsible, therefore, we cannot prejudge until his behavior does not generates an acceptable and clear doubt” (this country is different from ours, and it can be even more different from other countries of the world).

When I heard the answer I realized that in South America we think, I would say, in a diametrically opposed way, that is to say, we need to examine the essence of the person in order to understand if he can follow the process of recruitment.

I make it clear that sometimes experts in selection have to recruit what is at hand due to the brief time they have to fill the vacancies.  So, I wonder, who will them blame if the new collaborator does not have strong values, such as, for example: loyalty, responsibility, commitment, empowerment, etc.?

Other issues that are being analyzed at global level are: What is going to happen with executive leaders towards 2020?  What are they expected to do generally speaking? And what is expected from experts in human resources? Will our responsibilities be lightened or will they multiply?  Will our current knowledge be enough to continue being leaders in the management of Human Talent in the future?

The World Economic Forum, after having carried out studies in this respect, detected key factors so that, in the future, those who are executive leaders nowadays can continue to be so:

 

  1. Leaders will have to understand the business at global level. And CEOs will not be enough, but it is very probable there will only be one Global leader that guides and controls the whole organization, wherever he is.
  2. They will have to have immediate availability for changes of geographical location, so that they can quickly answer to the requirements of the organization, from the country where they are.
  3. Leaders will have to make their mental model more flexible to being able to generate intercultural relationships to manage, negotiate and decide in each county, according to their customs in the field of business.

If we analyze the three previous points we can clearly see that knowing how to handle pressures, being always disposed and adapting quickly will be the critical elements to promote a leader to the global post, otherwise, he will not have any chances.

Finally, what will be left for the experts in human resources? In the future there will not be leaders of human resources in each country, there will only be one that is going to be Global.

Imagine, if now, in certain occasions we are not able to meet the objectives of the department, how are we going to handle things at this point?

Keep calm, if we are nervous about what will come, right now we will be able to intuit if we are ready for the new global challenges of the Management of Human Resources.

Future leaders of human resources will not only have to understand the entire management of human resources, but also they will be obliged to study finances to almost become the right hand of the Global Leader of the organization. They will also have to suggest measures to adjust the strategy, create outputs and adapt them to the different cultures or countries. This will be the basic responsibility in 2020 in the field of human resources.

The key competences at global level for human resources for the next five years are detailed next:

  • COMMUNICATION
  • RELATIONSHHIP MANAGEMENT
  • ETHICAL PRACTICE
  • EXPERIENCE IN HUMAN RESOURCES
  • BUSINESS ACUMEN (ability to understand and process information that makes easier the implementation of the organizational strategy)
  • CRITICAL EVALUATION (ability to understand and calculate the impact of the business at global level)
  • GLOBAL AND CULTURAL EFFECTIVENESS
  • LEADERSHIP AND NAVIGATION
  • CONSULTATION CAPACITY

 

With all this:  Would you dare to dream of as a global leader?

 

 

 

 

Translator’s profile:

Mara Sanfilippo is a Literary, Technical and Scientific English Translator who graduated from “ISP Almirante Guillermo Brown”, Santa Fe. She works as a freelancer translator for particular clients, international companies and translation agencies. She offers translation services in several areas: business, legal, engineering, literary, subtitling, web pages, etc.) (from English to Spanish and vice-versa.) Currently she is taking the English Interpretation training programme.

 

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