GLOBAL LEADERSHIP


THE ROLE OF GLOBAL PEOPLE MANAGEMENT IN STRATEGY IMPLEMENTATION The classical perspective on strategy formulation and implementation fits well with the ability of HR to design and implement organisational policies that can be linked to business life cycles. The systemic


approach with its


deliberate emphasis on planning can also be accommodated relatively well by HR in terms of adapting policies and practices to be more closely tailored to local context. Human resource planning, career- pathing and mobility arrangements can, for example, be adjusted to meet cultural norms in different geographies. However, as organisations increasingly


manage strategy in action in a more emergent fashion, the rationality of longer-term planning gives way to greater immediacy in goal setting and decision- making. It thus becomes more difficult to plan ahead in terms of the people policies and practices that will be most effective to achieve strategic goals. Survival-of-the-fittest firms using evolutionary strategies will not depend


on goal setting alone; they will require their people to be both proactive and highly adaptive in the face of change. Day-to- day changes in response to the realities of organisational life also militate against formal policy implementation. So, again, appropriate global people management practices must support firms using processual strategies. Global leaders and HR professionals


will need to consider practices that foster motivation, commitment and engagement among their workforces, such that they embrace change readily if more emergent strategies are to be effective. For example, these might include


sophisticated selection and talent management processes, career development and internal promotion, employee involvement and voice, self-managed teams and team working, extensive training, learning and development, reduction of status differentials/harmonisation, inclusivity, work-life balance, and flexible working. Organisational stakeholders hold a wide


variety of interests, many of which can appear conflicting. Shareholders look for


REWARDING GLOBAL PEOPLE MANAGEMENT EXCELLENCE


In recognition of the importance of global leadership in determining approaches to people management, alongside the requirement for sustainability and social responsibility in the determination and achievement of strategic objectives, we have launched the Think Global People Awards as part of our suite of Relocate Awards for 2020. We believe that excellence in the leadership and management of people globally will make the difference to organisations when setting and achieving their strategic goals. Relocate Global will be recognising and


rewarding excellence in global leadership, sustainability and social responsibility, innovation, and strategic management/


HR initiatives. We will also focus on excellence on inclusion, resourcing and thought leadership, as well as highlighting examples drawn from different industry sectors. The Think Global People Awards aim


to encourage the sharing of innovative strategy and operational excellence, reflecting how organisations today are going beyond more traditional approaches to deliver inspirational people management outcomes. People make the difference


in organisational success. This year’s Relocate Awards will showcase 2020 vision in best practice people management.


2020 THINK


NEW Global People


2020 THINK


“SURVIVAL-OF-THE- FITTEST FIRMS USING EVOLUTIONARY STRATEGIES WILL NOT DEPEND ON GOAL SETTING ALONE.”


financial returns, employees for excellent terms and conditions, and organisations (and their customers) for cost-efficiency, innovation and quality. The strategic approach adopted needs to


be fast-paced, flexible and environmentally responsible, but also appropriate to address all of these stakeholder interests; and governance structures must be appropriate to the delivery of these objectives.


30 | RELOCATE | SPRING 2020


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