THINK GLOBAL PEOPLE GLOBAL MOBILITY
The current focus on rethinking HR job titles better reflects organisational strategic direction. Dr Sue Shortland sets the context and explains what this could mean for global mobility professionals.
D
uring the 1980s, personnel management evolved into human resource management
(HRM). With its goal of generating high commitment, HRM was regarded as the new philosophy for managing and developing people. HRM might also be considered
as “an industrial version of Thatcherism” because it described human beings as a resource to be used to organisational advantage, just as businesses might treat machinery and capital. While the job title Human
Resource Manager is still widely in circulation, there is an increasing focus on treating individuals as “people”, not simply as a “resource”. This shift in thinking is emphasised in the Relocate Awards’ focus on Think Global People and the CIPD magazine’s title, People Management.
A CHANGING WORKPLACE Hastening this shift is the Covid-19 pandemic. Lockdown has given us all pause for thought as to how organisations are resourced and the nature of roles people perform. With many people working from
home, day-to-day organisational reporting structures have changed and job content has adapted to the new demands of businesses. Irrespective of the current
reality of Covid-19, the workplace was already changing. The central challenge in both cases rests in ensuring appropriate strategic decision-making is supported by people management practices that are designed to achieve flexibility as businesses take new directions. Competitive pressures continue
to drive expansion into new markets globally. With this comes the need to ensure people contribute talent that is aligned with the particular characteristics of individual markets. Recognising this inside the HR
and GM arenas, we have seen strong emphasis on diversity and inclusion (D&I) as a way of securing talent that best serves business needs. With this has come a re-examination of the traditional role of the D&I Manager and how it can make a real difference to the employment and progression of minority groups. The July/August edition of
the CIPD’s People Management considers the new titling of D&I posts, finding these include “Chief Feminism Officer” and
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