Your iHR, everywhere
Hover over the map to discover some examples of our international expertise, understanding and experience, when it comes to differing global HR challenges.
Discover more about our international expertise, understanding and experience, when it comes to differing global HR challenges.
Sub-Saharan Africa. (Strategic Growth and Development)
With the youngest and fastest growing population in the world together with 5 million graduates each year makes Sub-Saharan Africa a huge opportunity for businesses to capitalise on developing the talent from within and having the strategies in place for managing a complex workforce.
"To build 2020 Africa capabilities now, companies must invest aggressively in local African talent and human resources. Talent, market knowledge and risks are the bottlenecks”.
Winning in Africa
Boston Consulting Group
APAC (Ethics and Corruption)
Ethics are vital in the war for talent – employees and especially millenials are unwilling to work for companies involved with bribery and corruption. Strong effective ABAC (anti bribery/anti corruption) policies and codes of conduct are not enough – policies need to be turned into reality and relevance with robust training. Strong ethical leadership, third party due diligence; whistleblowing hotline and protection are all vital to retain and attract talent
“Ethics are already high on the governance agenda, but the on-the-ground-execution of that top-down compliance message needs work, especially in local markets where regulation and enforcement trends are rapidly evolving”.
Greater China Leader,
Fraud Investigation and Dispute Services.
Europe (Complex Transfer Regulations)
ARD/TUPE regulations across Europe – when do they apply, how much of the legislation is relevant – how can we transfer individuals across borders without disruption to the business, is our HR function equipped to advise us on the pitfalls, watch outs? Should we avoid certain countries due to legacy contractual obligations?
Middle East (Mobility)
International assignments and mobility across the Middle East can be challenging with competition for recruiting key skills, government legislation, political unrest, social and cultural barriers. There are also enhanced financial implications for an organisation when considering to relocate or attract employees into the region. Having a reward and compensation/career framework is essential.
North America (Diversity and inclusion)
Workforce can help ensure that a company’s products and services are respectful of their clients cultures and provide valuable insight into the markets. ERGs (Employee Resource Groups) these diverse employee groups can save a company from making embarrassing and potentially costly mistakes.
Do the diversity efforts you maintain in your local country/region carry through to other markets around the globe? What do your diversity efforts entail? What is the basic formula for success?
LATAM (Unions & Outsourcing)
Argentina and Brazil – are heavily unionised countries, employers lack the freedom to determine their employees terms and conditions/compensation and benefits without full negotiation.
Venezuala prohibits any form of outsourcing unless the contracted services are performed using the contractors owns means and employees and is deemed not connected or inherent, if so, you can risk government penalities, including imprisonment and asset seizure.