{"id":2916,"date":"2021-02-15T18:20:16","date_gmt":"2021-02-15T17:20:16","guid":{"rendered":"https:\/\/talentrepublic.com\/?p=2916"},"modified":"2021-02-16T12:57:19","modified_gmt":"2021-02-16T11:57:19","slug":"updating-hr","status":"publish","type":"post","link":"https:\/\/talentrepublic.com\/en\/updating-hr\/","title":{"rendered":"Updating HR"},"content":{"rendered":"

Updating HR<\/h2>\n<\/div>

the reason why we must re-define it as<\/h4>\n

People, Culture and Organization (PCO)<\/strong><\/h2>\n<\/div>
<\/div><\/div><\/div><\/div><\/div><\/div>

A few weeks ago I had the opportunity to participate in a round table, organized by ABG Personas<\/a> within the HR Int\u2019l Meeting,<\/a> discussing about “The impact of the current CONTEX on the ORGANIZATIONAL MODELS used to manage INTERNATIONAL business. And the role of HR”<\/em><\/strong><\/p>\n

I was very glad for the invitation and excited for the topic.
\nIt seemed very suitable and a real hot topic to me, because it was:<\/p>\n<\/div><\/div><\/div>

    \n
  1. An invitation to re-consider ORGANIZATION<\/strong> as a KEY area<\/strong><\/em> of Competence and Responsibility for the HR function.
    \nIf HR really wants to get out of that hiding place in the Back Office, with its transactional activities for functional support to management (very important, but just administrative), must be placed squarely into the discussion about Business and Organization.<\/li>\n
  2. An invitation to CONTEXTUALIZE<\/strong>.
    \nToday more than ever, one organizational form-fits-all-context does not exist anymore<\/em><\/strong>. But, we have to be aware that, by doing this, if on one hand it makes us more effective and more impactful, yet on the other it raises the complexity of management more and more.<\/li>\n
  3. An invitation to consider the MULTI-Country management model, as opposed to the International, Global or Multinational<\/strong> one.
    \nAnd this pushes us to rescue the concept of GLOCALIZATION<\/strong><\/em>, developed in the 80s by Japanese multinational companies and applied initially, and only, to marketing and commercial strategies. But it also leads us to rescue the theory of TRANSNATIONAL ORGANIZATIONS<\/strong><\/em>, in contrast to the Multinational, Global or International Organizational models. I consider this model, as we will see later on, very appropriate and useful as a frame to operate in the PLATFORM Economy<\/strong><\/em>.<\/li>\n<\/ol>\n<\/div><\/div><\/div>
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    Implications of COVID-19 on HR Management<\/h3><\/div>
    <\/div><\/div><\/div>

    I’d like to avoid any reference to the impact of COVID-19, but it would be weird.<\/p>\n

    Until roughly a year ago any conversation would have begun with
    \n“How is Digital Transformation impacting on \u2026\u2026”
    \nToday, and for a while, everything starts with
    \n“The Implications of COVID-19 on\u2026.” and in this case, on Human Resources Management\u201d.<\/p>\n<\/div>

    We have read and we will be reading a lot about this, therefore, I am not going too much detail in this subject.<\/p>\n<\/div>

    <\/div><\/div><\/div>

    What I invite you here is to give a glance to some IMPLICATIONS that this GARTNER<\/u><\/strong><\/a> study shows us (graph 1)<\/em>.<\/p>\n<\/div>

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    <\/div>
    \"HR\"<\/span><\/div>
    <\/div><\/div><\/div>
    Graph 1<\/em><\/h6>\n<\/div>
    <\/div><\/div><\/div>

    And from this study I\u2019ve highlighted the implications that will allow us to create a link with the 3 CONCEPTS to reflect on:<\/p>\n