ChapmanCG produces a quarterly update as a service to the Global HR profession. These newsletters help practitioners keep track of HR insights, trends, industry news and employment opportunities, and is now read by many of the world’s global, regional and domestic HR leaders.

Our Q3 Global HR Update

We enter the second half of the year with cautious optimism across the Human Resources profession. While many organisations are monitoring world events and the uncertainty this has on their businesses, most are continuing to invest where required, with Human Resources being recognised as an important focus area.

A trend we have noticed for some time is the upskilling of commercial capability in HR Business Partner roles. These positions are often structured in a highly strategic, sole contributor capacity, and we are seeing a demand for more of them. Such roles are distinct from Enterprise HR (or HR Operations positions) which may host the leadership of most of the HR team. Agile career planning requires shrewd HR talent to switch seamlessly between both kinds of positions, or to switch between HR Business Partner and specialist HR mandates.

Hot topics for CHROs continue to be:

  • Leveraging technology to increase service capability and decrease costs
  • HR Analytics - making them useful
  • Employee Engagement and Culture Change

HR Transformation is continuing as a general theme as many companies continue to upgrade their HR models and technology, which in some cases includes integrating acquisitions. We are currently very busy on HRIS, HR Operations and HR Transformation leader searches. Also, we are seeing a heavy demand for Change Management and M&A/Integration skills as a component of these and other HR Business Partner and HR specialist searches.

Recently, and for the first time, we have heard several HR leaders speaking about their Talent Acquisition transformations. We have been looking at the Talent Acquisition specialisation as an area of tremendous change as this function becomes more complex and high profile, and starts to include elements of related disciplines, such as Strategic Workforce Planning, Talent Management, and commonly, a requirement for enhanced business partnering skills. We find it interesting to consider that Talent Acquisition Transformation is perhaps becoming vernacular. It is certainly clear that many leading companies have bigger plans for their Talent Acquisition functions and that there is now an open-mindedness, and in some cases a deliberate move, towards Talent Acquisition leaders who do not come from a traditional Talent Acquisition specialist background.

We hope you enjoy this edition of our HR Update.

Best regards,

Matt and the team at ChapmanCG