The approaches to growth traditionally used by Western organizations may be interesting, but are increasingly seen as unsuitable to the business and cultural requirements of companies globalizing "from Asia out". Global expansion is pushing Chief Human Resources Officers (CHROs) into uncharted territories.

We brought together human resources (HR) leaders from significant Asia-based companies at EY Asia-Pacific CHRO Roundtable to explore the common challenges and inspiring ideas when growing their organizations on the global stage.

The roundtable discussion paves the groundwork for identifying new ways to:

  1. Globalize successfully
    Truly global companies successfully connect their brand to human emotion, not nationalistic clichés. They move beyond a populist view that companies belong to countries. They focus on human issues and then act humanely.
  2. Shape culture in a globalized company
    Organizational culture is key to financial performance and people behaviours are the core of cultural attributes. This is particularly important for organizations expanding internationally and especially for those utilizing international mergers and acquisitions as a key growth strategy.
  3. Develop global leaders
    When thinking about how to build a truly global leadership team, organizations must define what "global" means for them and what it looks like behaviorally. They must define what type of leadership team is needed now and in the future to support a global mindset, and integrate global behavior as a leadership competency.
  4. Transform HR
    A business-focused approach to HR typically begins with the business context and strategy, and then ensures that a people strategy is a major supporting component. HR then develops the tactical plan for achieving the people strategy.
  5. Redefine the role of the CHRO
    Given the focus on globalization, leadership and cultural transformation, "the CHRO role is gaining importance like never before. It's moved away from a support or administrative function to become much more of a game-changer and the person who enables the business strategy."1
  6. Manage talent and reward
    Truly global companies are shifting away from the philosophy of "Think Global, Act Local" to "Think Human, Act Humanely." The shift impacts the entire employee lifecycle as it is embedded in everything the organization does– the way to recruit, set goals, promote, reward, and develop talented people.
  7. Leverage digitization
    The characteristics needed for people in a digital age are adaptability, self- direction and easy engagement with technology. Many of the tools, technologies and analytic models that are being used to understand and capitalize on customer data should be brought to bear on cultivating greater insight into how to more effectively attract, retain and truly motivate talented people.

Download EY Asia-Pacific CHRO Roundtable Synopsis for CHROs' insights.

Footnote

1 "Why Chief Human Resources Officers Make Great CEOs," Harvard Business Review, December 2014.

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