Global HR Forum | November 5, 2009 I Legend Series
Part 2: Top Consultant Program, Global Talent Management and Organization Movement
Managing HR on a Global Scale:
Highlights from Hewitt’s 2009
Global HR Study
To protect the confidential and proprietary information included in this material, it may not
be disclosed or provided to any third parties without the approval of Hewitt Associates LLC.
Hewitt Is A Global Leader in HR
World’s largest HR Consulting and Outsourcing firm. Milwaukee
Unmatched HR domain expertise: strategy, organization, Montréal
Bangkok delivery, process and technology. Munich
Belfast New Delhi
Boston New York
Budapest 60 years of client service and market leadership, over 25,000 Paris
Associates, 1700 clients, 98 offices, 37 countries, and approx. Philadelphia
Charlotte USD 3.0 Billion revenues Prague
Cleveland San Francisco
Clients include - 75% of Fortune 500 and all of the top 25 San Juan
Dubai São Paulo
Independently ranked #1 HR Consulting firm in Asia Shenzhen
Guangzhou St. Louis
Hong Kong Stockholm
Kolkata Insert Korea Capability information Houston
Kuala Lumpur Toronto
Los Angeles Vancouver
Manila Our Mission
Making the World aaBetter Place to Work
Making the World Better Place to Work Zurich
Hewitt's HR Effectiveness Consulting Capabilities
A Comprehensive Understanding of Five Critical Factors is
Critical to Begin the Transformational Path
Eight Critical Questions for HR Organizations Focusing on
Driving HR Efficiency, Effectiveness, and Alignment
Right number of
Structure and Streamlined 1 How does the business view HR?
resources in the right HR processes focused
roles at the right Service
Delivery processes on key needs of the
levels at the right business
costs – internally or Model
externally 2 What services and capabilities
Customer are valued by your customers?
3 Do you know your total HR spend;
HR competencies HR HR
is it competitive and sustainable?
and skills that are Technology Optimally
aligned to business leveraged
4 Do you know how your resources spend time
across functions? Across BUs/ regions?
Hewitt’s Unique HR Analyzer™ Tools can Help
5 Do you have highly paid resources
Leading organizations use a range of these tools to arrive at a current state
assessment and help design their strategies for the future doing transaction work?
6 How streamlined are your
HR business processes?
7 Are you effectively leveraging technology and expertise
(internally or externally) to deliver HR services?
8 Is your HR team equipped with the right capabilities
to help drive your business imperatives?
Narrow Target audiences Wide
About Hewitt’s Global HR Study
Comprehensive study on how companies
manage their HR function to respond to 85 Global Participants
global business needs
– Detailed survey 25% North
– Selected case interviews America
– A global HR strategy is a deliberate mix
of global, regional, and local approaches Europe
– Being global is about global capabilities, 29%
not just structure or systems
– Despite increasing levels of
standardization and efficiency… Annual Participant Revenue (Billions)
> Significant opportunities remain in
both HR program management and < $1
service delivery 18%
> Talent management is still largely
managed at a local level
– A rigorous approach to HR governance $1 - $5
$10 - $25
and metrics is increasingly critical in 27%
12% $5 - $10
managing global risk and effectiveness 14%
Globalization Is a Continuing Trend Impacting HR
Consider These Issues And Their Impact on HR
Shift from autonomous business HR is getting stretched by the need to
operations to global strategies, balance global strategy with local needs and
principles, and platforms constraints
Growing complexity and uncertainty in Increasing role in managing Corporate Social
business operations Responsibility, Risk, and Governance
Increasing number of employees in Managing a global workforce is a top priority
non-headquarter country (e.g., >50%) Greater opportunity to drive both strategic
Global sourcing of operations and talent growth and cost efficiency with a global
focused on capabilities and costs model
The acceleration of globalization the last several decades will continue
Multinational (6%) International (35%) Transitioning to Global (40%) Global (15%)
An organization with cross- An organization with An organization that is taking An organization that
border operations that are headquarters that retains concrete steps to develop develops strategies and
primarily decentralized and some control over decisions worldwide strategies and policies on a worldwide
autonomous but still remains largely policies basis and shares resources
decentralized across borders
How Leading Companies Manage “Global HR”
Focus on four interconnected HR
Leading practice mind set:
– Global is more about strategy and Global strategy and Effective and aligned
coordination than uniformity vision for HR’s HR structures and
– Business drivers should guide the
mix of global, regional, and local HR
approaches Strategy and
and Delivery and
Culture of Operational
high performance effectiveness and
accountability and ethics efficiency in transactions
Taking Action: Delivering on the Four Global Disciplines
Primary Goal Critical Questions to Answer
What are your human capital priorities in the next 5 years?
vision on HR’s How will you address these priorities?
Strategy and How can you ensure global alignment of your
What is your total HR spend, and how do your resources
Effective and spend time across locations?
Is HR structured to deliver optimal value?
Organization structures and
Design capabilities Is your HR team equipped with the right capabilities to drive
Service Operational How standardized are your operations?
Delivery and effectiveness and
Are there opportunities to streamline and consolidate service
Technology efficiency in
services Are you effectively leveraging technology to deliver HR
Governance Culture of high What is HR’s role in supporting corporate social
and performance, responsibility and ethics?
accountability, and How do you manage HR risk and compliance?
ethics Do you have a global metrics capability?
Next Steps: Improving Global Capability
Conduct a rapid assessment of your HR function’s global capability, based on four global
Identify opportunities for improved global/regional coordination, standardization, integration,
and cost savings
Review current gaps/opportunities with key stakeholders to determine priorities for change
Develop action plan to address key priorities; determine milestones and critical metrics to
gauge progress and success.