HRO Today Global Summer 2017 - 29

Talent Acquisition
Local leadership
is also critical to
reaching international
workers and making
them feel that their
needs are met and
that their individual
concerns are heard.
and costs will not always be lower, as they are for the
U.K., particularly if the organisation incurs fines for noncompliance.
" If
the business strategy is to drive cost out through
shared services or internal mergers and acquisitions, overlocalisation
can equal complexity therefore higher cost. So,
it's important to think through the level of localisation in
strategic context, " Sullivan says.
Equally important is the notion that localisation may
not be the right fit in every area of the business. Whilst
some areas, such as benefits and their rollout, travel
reimbursement, primary talent acquisition channels, and
even certain elements of employer branding can vary
from country to country, other functions and programmes
should remain consistent across borders in order to present
the organisation as a cohesive unit. This may include
onboarding procedures, company vision, performance
management philosophy and approach, and core learning
and development initiatives, amongst others. For these
globalised areas, localisation comes into play differently.
When to Localise
Localisation can be a helpful tool for providing
international employees with local resources and
processes, but there are some areas of the business
that will benefit more from a cohesive, globalised
strategy. Below are a few examples of areas in which
localisation is most and least helpful.
Localise when:
* Hiring regional or country-specific leadership.
* Designing benefits packages and their rollout.
* Determining travel reimbursement policies.
* Deciding primary talent acquisition and marketing
channels.
* Customising employer branding to a region.
Globalise when:
* Reiterating organisational values.
* Rolling out global initiatives in areas such as learning
and development.
* Designing onboarding and off-boarding procedures.
* Presenting a strong performance management
philosophy.
" We have global initiatives, and we've been working
together as a global HR team to roll those initiatives
out, " Mann says. " But even when you are rolling out an
initiative, you may have certain laws or practices or norms
in that region that may drive a slightly different approach
to the way you might roll it out based on the employment
rules there. "
Van der Tang agrees and adds that even a globalised
company culture can have room for interpretation across
cultures:
" A company culture should not be descriptive and forced
on a global workforce. This may work in a mono-cultural
workforce, but in a diverse and multinational environment
a company may have strong shared values but will have to
allow space for local interpretations. "
SUMMER 2017 | www.hroglobal.com
[29]
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HRO Today Global Summer 2017

Table of Contents for the Digital Edition of HRO Today Global Summer 2017

HRO Today Global Summer 2017 - 1
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