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By Cat Rickard, Jodi Baker, Yonca Crew

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Extra resources for Going Global

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The key challenge facing organisations shifting to a global operational focus is to consolidate data into a single format and data store, enabling the delivery of ‘one version of the truth’ with minimal need for the manual manipulation or double handling of data. This change is often complicated by the existence of an array of legacy systems, which store subtly different data items, making the generation of basic comparable MI difficult. In other instances, a single software application may exist, but one that has been implemented using a different data model across different regions, creating a different set of challenges for the HR project team responsible for driving process consistency.

Requirements for customer support for all locations (that is, ‘follow the sun’ support, regional service centres, multilanguage and culture support, global data networks and so on). Evaluation of the vendors should not focus solely on price and contractual terms. It is important to consider their reputation, track record, existing customer base, and existing relationships. Cultural fit will be important, as will their potential to provide additional value-added capability. Again, as in the case of IT vendor evaluation and selection, completing a global outsourcing deal will be significantly more complex than a simple local arrangement, as a result both of the increased number of requirements and the number of internal stakeholders that have to be engaged and included in the process and decision making.

This will become particularly significant as the go live date of the transition to the new service approaches. More often than not, a measurable proportion of management will be reluctant to move to the new model, partly as a result of the loss of their personal HR resources (in the form of the HRMs), and partly as a result of the introduction of self-service, which is often perceived as a shift in workload from HR to the line. Significant effort should be invested in getting the change management, communication and training activities right prior to the launch of the new service, to ensure expectations are appropriately managed, and the transition to the new service is as smooth as possible.

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