In this series of the Enlightened Leadership column of HRinsights, I am reviewing key findings of Jeitosa’s Going Global Survey 2010-2011.  The first article provided some background information to the survey and discussed the top challenges for global HR professionals. Today, I will review the various global organizational models that we used and provide advice based on which each model.

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The idea that difficult goals lead to better performance seems counterintuitive, but there’s decades of research to back it up. Difficult goals demand our attention and engage the brain.  And with that extra neurological horsepower comes enhanced performance. But it’s a challenge to create goals that perfectly hit the sweet spot of difficulty.  That place right between ‘so hard I want to quit’ and ‘so easy I can’t be bothered to try.’ Here’s a quick way to test whether your goals are difficult enough to inspire optimal performance.

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As the turbulent economic times of the last few years begin to abate, there is no more important activity for human resources than to update and align the global HR strategy with the overall business strategy in order to align the business for growth.

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In the last issue of HRinsights I talked about the Role of Global Mindset and described the three types: Ethnocentric, Polycentric, and Geocentric.

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Considerable previous work has shown that international success is highly dependent on “Global Mindset,” that is, an individual’s orientation and perspective of the international experience (Guy & Beaman 2003, 2004).

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“Think strategic, act tactical” a former boss used to tell me – and I can’t think of any better advice than this for HR leaders in today’s turbulent times. Maintaining a long-term, strategic focus while working on short-term, concrete activities is one strategy for results. There is no question that this is hard to do when we’re under increasing pressure to do more with less. But the only way to do more with less is to take a smarter approach.

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The choice of Shared Services over any other approach to service delivery is essentially an exercise in “right-placing” — performing functions in the place where they can be done best and most efficiently, simultaneously freeing other “places” (i.e., businesses) in the company to make the best use of their resources. This is a company-internal example of the long-recognized economic principle of Comparative Advantage.

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The beginning of a new year is always a time to look back and reflect on what we accomplished (or didn’t!) last year and look forward to what will be different (we hope!) in the coming year. So here are three things that I think have changed for HR and HR systems during this rough, recessionary year — the worst economic year for business since the Great Depression.

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