Despite economic turmoil largely caused by COVID-19, the overall worldwide employment environment in the final quarter of 2019 was stable.
By Larry Basinait
Deploying a global workforce and ensuring access to the best talent is a crucial component of success for all multinational enterprises. Global labor market intelligence is an invaluable tool for these HR departments and can be used to inform critical decisions around the best countries and regions in which to grow.
Head of HR Pradeep Bhaskaran shares his organisation’s tech strategies for managing an agile and collaborative international enterprise.
By Simon Kent
In 2007, Pradeep Bhaskaran joined Cognizant to oversee HR for 10 countries around the world. Today, that number is 47. As head of HR for global growth markets, Bhaskaran is responsible for more than 60,000 associates across 52 nationalities that speak 34 languages. And those figures are only set to grow.
International employment laws and regulations vary widely—even among the countries within the EMEA region.
By Simon Kent
Whilst companies may wish to view their businesses as covering a unified EMEA region, employment law means that such unity can only ever be superficial. Even without the complexities of Brexit, deploying a consistent set of employment policies can seem impossible. “Some inward investors might consider Europe to be a single territory for business purposes,” says Helga Breen, head of the employment practice in London at global legal business DWF. “The reality is that each country has its own legal and regulatory framework and societal and cultural norms.”
Innovative technology advancements are changing the global mobility landscape.
By Simon Kent
A recent report from the RES Forum shows that there is still huge untapped potential for the use of technology in aiding global mobility. The report suggests that areas such as pre-assignment support, payroll processes, and repatriation could all benefit significantly from digitalisation. The report’s author, Professor Benjamin Bader, senior lecturer in international HR management at Newcastle University Business School in the UK, says the sector is only just beginning to adopt technology and the future of the function is still up for debate.
New research finds organizations are moving to cloud-based platforms for global and compliance capabilities.
By Pete Tiliakos
Payroll transformation has become a priority for many organizations, finds NelsonHall’s annual Next Generation Payroll Services study. Historically, payroll has long been treated as a simple cost center, and frankly, many payroll departments have gotten by with disparate and outdated—albeit reliable—platforms that lack global reporting capabilities and require burdensome manual processes. And in some cases, payroll has been overlooked when it comes to allocating funding to improve the operating model.
Organizations are faced with a precarious worldwide economic environment and tight labor market in the first quarter of 2019.
By Larry Basinait
Coming off a strong year in 2018 where unemployment continued to fall in many countries, global growth in the first quarter of 2019 declined. The International Monetary Fund cut its outlook for global growth to 3.3 percent this year, the lowest since the financial crisis of 2009. A range of threats are menacing the global economy, including the possible collapse of negotiations between the U.S. and China to end their trade war and the departure of Britain from the European Union without a transition agreement.
A global workforce with dispersed employees can be brought together with technology and a human touch.
By Rachel Mooney
For HR professionals, the rise of the digital workplace presents an exciting but challenging opportunity. Technology has effectively blurred the lines between work and personal lives while enabling new opportunities for recruitment and retainment. According to a recent study of remote work from Buffer, 99 percent of respondents noted that they would like to work remotely at least part of the time. Another report by Indeed shows that 52 percent of employees say they wish they could work from home even if it meant taking a pay cut.
Strategies to remain compliant as Brexit becomes a reality.
By Simon Kent
To say European businesses having been operating in a time of uncertainty could qualify as the understatement of the year. From the moment the U.K. voted to leave the EU to just before Brexit is meant to take place, there have been huge questions raised concerning the right of employees to work across countries within the EU and beyond. Frustratingly for everyone, answers have been few and far between, leaving organisations to speculate on what they might need to do to secure and manage their international workforces. Some are even faced with the prospect of having to prepare for every eventuality.
David Wilkinson’s strategy for Boeing’s global talent management is ready for takeoff.
By Debbie Bolla
With nearly 20 years of experience managing talent around the world with stints in London, Dubai, and North America, no one is better suited to pilot success for Boeing’s new global approach to human capital acquisition than David Wilkinson. The global infrastructure and operations director has been tasked with building a foundation that enables the tech company to compete for the best candidates in its many divisions. Here, he shares the challenges of the current market, the technology that empowers Boeing’s candidate experience, and how to reach talent on a global scale while embodying a local relevance.
New research reveals four trends driving successful programs.
By Mary Stoik Dymond
The mobility industry is constantly evolving to meet company goals and employee needs, especially in the midst of globalization, tight labor markets, technology innovations, and multiple generations in the workforce.
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