THE FUTURE OF THE GLOBAL MOBILITY FUNCTION:


LEARNING FROM HR’S EVOLUTION


In the second part of her analysis of the future of the global mobility profession, Dr Sue Shortland considers further lessons that can be learned from the history of HR’s evolution from its reactive personnel management background into its strategic role today.


T


he development of human


management


resources over


several decades presents


valuable learning opportunities for global mobility professionals. Early academic analysis and commentary placed considerable emphasis on the progression towards more interventionary and strategic activities. The seminal work of academic John Storey, for example, suggested that for personnel managers to take a more strategic role, there should be less focus on administrative activities


(seen as non-interventionary and tactical) with far greater attention paid to playing an active (interventionary) and forward- thinking (strategic) role in people management. Interestingly, later academic


research, such as that from the management guru Dave Ulrich, took a slightly different focus by recognising the need for HR to deliver at the administrative and functional levels, not just at the strategic. Indeed, global mobility professionals know the value they add at the administrative level


and by no means would they think of minimising its importance. However, they do want to increase their strategic presence. Ulrich has long been held up


by HR’s professional bodies and membership as an important commentator on HR’s evolution from its personnel management background. So, it is sensible for global mobility professionals to consider Ulrich’s ideas to see how these can align with the strategic goal of becoming a true strategic business partner and to take lessons from them.


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GLOBAL MOBILITY


20TH ANNIVERSARY – THE FUTURE PART 2


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