Mercer | Going Global, Being Global

Mercer | Going Global, Being Global

Mergers and Acquisitions

Going Global, Being Global – Addressing Cross-Border Human Resources Challenges in an Age of Talentism

In today’s multinational business environment, organizations are typically in a state of expansion, which we call “Going Global,” leading to a state of ongoing integration and optimized performance, or “Being Global.” Successful talent management and talent mobility are at the heart of these concepts, and they rely heavily on the HR function to rise to the global challenge.

The Era of Talentism

The focus of globalization has shifted over time. We are now in an era of talentism with organizations recognizing that competitive advantage can be achieved through their talent. With this, there is an increasing focus on global talent management to compete for a diminishing supply of qualified talent in many key roles.

Ultimately, enabling and accelerating talentism in today’s global business landscape requires leaders who are willing to invest in talent as a key competitive asset.

HR Functions within an organization, whether they are currently Going Global or Being Global, must do the following:

  1. Fully understand the business strategy
  2. Recognize the Going Global/Being Global is a process with distinguishable phases
  3. Identify and integrate the work required to ensure consistency in their HR processes.

HR leaders must lead the way in addressing the challenge as organizations expand, align talent, and operate globally.

Download the full white paper for more details on:

  • The phases of globalization and related talent focus areas
  • The three areas HR must focus on in the globalization process
  • Core considerations and examples of interventions relative to each challenge to support the HR processes of expanding, aligning, and operating a multicountry business.