Leading international HR teams adds extra complexity for the CPO

‘Internationalising’ is a key theme with some clients right now. Sometimes the locations are already established, and sometimes it’s a strategic priority that the CPO is tackling for the first time.

Either way, there are several dimensions to this challenge – here are just three.

First, the HR operating model – which HR resources should be central, and which should be local? There is no one right answer to this – there are many different factors to consider.

A second dimension is the maturity of the organisation in the different locations – if they’re relatively new it can be more straightforward for them to align with ‘central’ ways of working. If they’re well established, they’re likely to resist this.

Third, in the event that you’re setting up new operations in new markets, then you have the opportunity to replicate the formula that works for you in your HQ. That invites the next question, however – how clear are you about your business model and your HR model?

In practice, you’ll want to create One HR team that’s flexible, united and aligned with what the business needs. You need a structure that doesn’t get in the way of working as a team, and supports trusting and productive relationships.

Contact me if you’d like to discuss your own priorities, and how to build a collaborative team that works effectively across boundaries and cultures.