I promised to reveal in my last blog what mostly differentiates a mulinational business from a nationally-bound one. The answer is that everything hinges on the nature, volume and quality of data they need to call upon to make even everyday decisions. Although managers in such enterprises have to justify their proposals in an apparently more rigorous way, my experience is that this task is so complex and time so limited that more rather than less window dressing actually takes place.
At the heart of the problem in the HR function (at least) lies the inadequate preparation given to HR people when they move from a national to an international brief or from one set of countries to another. Then there is also the fallacy of talent management that HR is so hard pressed to focus on by CEOs. Eventually the hunt for talent also applies to HR itself.
Securing the services of a high flyer is not the solution to operational complexity and intensity – but often an aggravation. Too many top managers think that it is “job done”. But if the high flyer acts like a prima donna then the chances are that management has been duped. The most effective manager or professional is one who knows and admits that they do not know everything and cannot work alone. In fact – a talented person needs more support, not less to be effective. It is like swapping a 2 litre car for a V8 4 litre model. It has more power and torque – but only because it consumes more fuel
In fact the talent management epidemic is spreading at a faster pace than ever. Infecting HR departments as well as line departments. We can see it clearly here in FedEE when we are told that there is now an international HR specialist in post – so the company does not need our services. In reality, of course, there is no high flyer who can possibly have all the knowledge they ever need pre-stored like a battery. If they are truly talented they will need the services of data resources like FedEE more than their predecessor – unless, of course, the company is prepared to spend a vast sum on international law firm fees to satisfy their demand.
So as companies gear up for the next two years (after which the law of economic cycles indicates we will begin the next recession) there is a great rush to strengthen departments as companies expand internationally. Companies will differ significantly in the way decisions are made. All that can be assumed for certain is that management risks will always rise as time horizons shorten and outcomes have to work in environments where cultures, laws, custom and practices and economics are at variance with the home operation and are themselves changing all the time. It is a handful of dust: worthless anyway – but squeeze too hard and you end up with nothing. That is why. I guess , many of our new members are old members coming back to us.