As we look ahead to 2025, businesses are navigating an increasingly complex and dynamic landscape. At GoGlobal’s upcoming event, Transform & Thrive: Global Strategies for 2025—happening in London on November 7, 2024—leading industry experts will delve into how businesses can adapt and thrive in this evolving environment.
In our previous post, we explored key trends shaping the future, from AI-driven productivity to balancing globalization and localization. In this follow-up blog, we have the privilege of speaking with Merryn Roberts-Ward, CEO of ThinkGlobal HR, one of the event’s panelists. She offers insights into how global HR strategies are transforming to meet the demands of 2025 and beyond.
What are some key differences in HR practices that international businesses should consider when operating in diverse cultural environments? How can they effectively adapt their strategies to meet local needs?
Merryn Roberts-Ward: When operating internationally, companies need to recognize that each culture has its own unique approach to work, communication and decision-making. For instance, in some cultures, direct feedback might be welcomed, while in others, it could be considered disrespectful. To adapt, HR teams can tailor policies to reflect local customs and provide training on cultural awareness.
Emphasizing local leadership and involving local teams in decision-making ensures that strategies resonate with employees on the ground, making them feel understood and appreciated.
Navigating compliance can be complex for companies expanding internationally. What are some common compliance pitfalls that organizations face? How can they proactively address these challenges?
Merryn Roberts-Ward: Expanding into new markets often brings unexpected compliance hurdles, such as differing labor laws, tax rules and employee benefit expectations. A common mistake is applying a one-size-fits-all approach to contracts or payroll, which can lead to costly penalties.
We often see organizations struggling when they ‘don’t know what they don’t know.’ So, for instance, if no one has told them about collective bargaining agreement (CBA) requirements or the need to register seemingly simple items, such as salary increase letters, with the local authorities (as in some Eastern European countries), then they will be unaware of these compliance items.
Companies can avoid this by partnering with local experts, staying informed on regional regulations and using tools to track compliance in each location. Being proactive about compliance ensures smoother operations and builds trust with local teams.
In your experience, what strategies have proven effective in fostering an inclusive workplace culture across borders, particularly in teams with diverse backgrounds and experiences?
Merryn Roberts-Ward: Creating a truly inclusive workplace goes beyond diversity numbers. It’s about fostering a culture where every team member, regardless of background, feels valued. In global teams, this means offering cross-cultural training, celebrating a variety of cultural traditions and providing platforms for open dialogue. Encouraging mentorship programs or team-building activities that cross borders can also strengthen relationships.
It’s the small, intentional actions that make employees feel like they belong, no matter where they’re based. For example, Unilever created a “Global Inclusion Board” to ensure that their diversity and inclusion (D&I) strategies reflect the needs of employees across all regions.
Another great example is Salesforce, which hosts “Equality Groups” (employee resource groups) to foster a sense of belonging among different cultural, gender and identity-based groups, allowing employees to share experiences and offer support.
Companies like Microsoft have implemented cross-border mentorship programs, pairing employees from different regions to promote cultural understanding and skill sharing. Additionally, initiatives like celebrating various cultural holidays—such as Diwali in India or Lunar New Year in Asia—encourage cultural appreciation.
How can HR leaders ensure that their initiatives align with broader business goals in a global context? Can you share an example of how a successful HR strategy has positively impacted an organization’s performance?
Merryn Roberts-Ward: To make sure HR initiatives truly support the company’s goals, HR leaders should stay close to the business strategy. For example, if a company is focused on rapid growth, HR might prioritize recruitment and retention programs that ensure the company can scale quickly. A great example of this is Google’s approach to employee engagement. By aligning its HR practices with its mission to foster creativity and innovation, the company has built a culture that attracts top talent and drives business success.
What emerging trends in global HR practices should international businesses be aware of as they navigate the evolving landscape of work? How can they leverage these trends to enhance their workforce management?
Merryn Roberts-Ward: It may come as no surprise, but AI-driven HR tools are becoming essential for automating recruitment, onboarding and performance reviews – while still addressing ethical concerns like bias. People-centered strategies will focus on enhancing employee well-being through flexible work options and mental health support. Moreover, skills-based hiring continues to rise, emphasizing competencies over traditional qualifications.
Companies that adapt to these trends will improve talent attraction and retention. Companies that embrace remote work are seeing the benefits of tapping into a wider talent pool, while those that invest in well-being programs report higher employee satisfaction and retention. Leveraging AI for recruitment and performance management allows companies to make more informed, data-driven decisions.
Register now to attend ‘Transform & Thrive: Global Strategies for 2025.’ Contact us to learn how our cross-border HR solutions can help you thrive in the years to come.