Developing and Implementing Effective International HR Strategies
Developing & Implementing Effective
International HR Strategies
Introduction
The purpose of this report is to provide an insight into current and emerging practice in developing and implementing effective international HR Strategies. A short series of questions were asked of 21 senior
HR professionals with global responsibility at the Penna sponsored Strategic HR Network workshop on 6
November 2007. The topical questions focused on the recruitment, retention and cultural challenges facing HR Directors with an international remit.
The statements that gave the strongest results are highlighted in bold. At the end of the report are some case studies of how Penna has worked with organisations to improve aspects of their international HR strategies. Global HR Strategy
1. We have difficulty implementing an international standardised recruitment and retention strategy
2. Issues arise as a result of a difference in Leadership style from different regions / cultures
Recruiting and retaining key talent is a difficult task for most organisations. It’s no surprise therefore that 71.4% have difficulty implementing an international standardised recruitment and retention strategy.
Furthermore, 80.9% of organisations experience issues that arise from a difference in leadership style from different cultures / regions.
Strongly
Agree
33.3%
9.5%
Agree
Neutral
Disagree
38.1%
14.3%
14.3%
71.4%
14.3%
Strongly
Disagree
4.8%
“Working for a global partnership, there is a constant debate between senior individuals as to the appropriate direction of the firm. There is much we can learn and should apply from outside our sector to improve our business.”
HR Director, Law Firm
Attraction and recruitment
3. Our recruitment strategy and channels differ from country to country
4. Our international presence gives us access to a larger talent pool
5. It is difficult to benchmark candidates from different
countries
International HR Strategies
Introduction
The purpose of this report is to provide an insight into current and emerging practice in developing and implementing effective international HR Strategies. A short series of questions were asked of 21 senior
HR professionals with global responsibility at the Penna sponsored Strategic HR Network workshop on 6
November 2007. The topical questions focused on the recruitment, retention and cultural challenges facing HR Directors with an international remit.
The statements that gave the strongest results are highlighted in bold. At the end of the report are some case studies of how Penna has worked with organisations to improve aspects of their international HR strategies. Global HR Strategy
1. We have difficulty implementing an international standardised recruitment and retention strategy
2. Issues arise as a result of a difference in Leadership style from different regions / cultures
Recruiting and retaining key talent is a difficult task for most organisations. It’s no surprise therefore that 71.4% have difficulty implementing an international standardised recruitment and retention strategy.
Furthermore, 80.9% of organisations experience issues that arise from a difference in leadership style from different cultures / regions.
Strongly
Agree
33.3%
9.5%
Agree
Neutral
Disagree
38.1%
14.3%
14.3%
71.4%
14.3%
Strongly
Disagree
4.8%
“Working for a global partnership, there is a constant debate between senior individuals as to the appropriate direction of the firm. There is much we can learn and should apply from outside our sector to improve our business.”
HR Director, Law Firm
Attraction and recruitment
3. Our recruitment strategy and channels differ from country to country
4. Our international presence gives us access to a larger talent pool
5. It is difficult to benchmark candidates from different
countries