Introduction

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 Q2 Global HR Update

Welcome to ChapmanCG’s Quarter 2, 2017 Global HR Update. It has been a good start to the year in global Human Resources overall, with UK/Europe facing some political uncertainty on Brexit, the forthcoming French and German elections, instability in the Italian banking sector and the global political climate. A feeling of ‘business as usual’ among European HR leaders largely prevails and we believe any impact on HR will be felt later in the year. HR hiring in the United States and key Asia Pacific markets is robust. In Latin America, we are seeing good activity despite some troubled economies as companies invest for the future and selectively upgrade HR talent.

This quarter, hot topics among the CHROs of leading multinationals include:

  • The practical application of HR analytics to strategic workforce planning 3-5 years out
  • Talent pipelining and a desire for a more consistent, reliable, and robust process for this to happen as part of the day-to-day activities of the Talent Acquisition/Management functions
  • HR digitalisation and how it is driving employee attraction and engagement;
  • Identifying the right approach to making HR a leaner business enabler rather than a heavily staffed support function. This includes overcoming the ongoing challenges of converting HR Generalists into commercially minded, strategic HR Business Partners

A trend we have been closely watching for several years is the decentralisation of power from global HR teams to regional and country HR teams. And increasingly, the leaders occupying these positions need to have – in addition to their regional and country experience – global experience. This trend has been most pronounced in Asia Pacific and to a lesser extent in Latin America. This has driven demand for regional and country-level HR talent with international or global experience. We are also seeing foreign talent who have previously completed regional and country HR assignments returning to these locations, from global roles, for career advancement. With many Fortune 500 companies now having more than 50% of their talent outside of the headquarters country, the need to have important "conduit" HR leaders aligning country, regional and global strategy, by being in-market is very important.

Best regards,

Matt and the team at ChapmanCG