1.

In the high impact HR, what does the author trying convey when he is saying the HR strategists
should be ‘locally assigned’ as possible? Define briefly.

High impact HR is focused on changing the operating model to be less centralised and more coordinated
but distributed into the busines. It is a new blueprint for the function that brings HR closer to the
business, drives greater levels of innovation and expertise and moves HR from a function of “service
delivery” to a driver of strategic talent and business outcomes. However, in order to be effective, high
impact HR strategies should be “locally assigned” which the author mentions. By saying “locally assigned”
the author is trying to convey that while businesses today operate in a pervasively global environment
when it comes to customers, talent, and supply chains, each local labor market has vastly different
dynamics. To balance strong HR strategies and platforms, companies should build flexibility and agility
into HR so it can be customized for local markets. In other words, the world has become highly
interconnected and local, so companies need HR programs that are customised for local fast-growing
markets. Companies need a new combination of “local empowerment” and “local HR and talent
expertise” coupled with strong standards and common systems across the enterprise. For an example, the
talent markets in Asia are far different from Europe and America. Critical skills are in short supply and top
candidates change jobs very often. To adapt to these conditions, talent strategies should focus on
recruiting, rapid talent mobility, onboarding and accelerated leadership development. Localized
challenges drive demand for local talent solutions in every region where a company does business. Labor
regulations, compensation expectations, workplace culture, and many other factors vary significantly
among regions. Therefore, HR strategies should be made locally if the companies are focusing on high
impact HR.

2. What are the roles and responsibilities of these "locally assigned" personnel? Define briefly.

There are numbers of roles and responsibilities of these “locally assigned” personnel. Firstly, the HR roles
have become more specialists and fewer generalist. By being “locally assigned” and close to business
leaders, they can innovate and drive programs that are locally relevant. HR specialist choose a specific
area of HR to specialise in and often HR departments in large organisations will have several specialists.
High-impact HR organizations employ a high percentage of experts particularly in the areas of recruiting,
compensation, L&D, and analytics. These organizations embed HR staff within the lines of business to help
leaders make better talent and business decisions. These specialists understand the particular culture,
jobs and labor markets of their units.  They are also linked through networks of expertise and share their
best experiences and best practices continuously. Secondly, business HR is divided into two primary roles
which are HR Business Partners and HR Business Advisors. The HR Business Partner role is primarily
focused on strategic business challenges while the HR Business Advisor role is primarily focused on
business manager support and development with the coordination of local HR service delivery. Both roles
are closely connected to the center of excellence which can be said ‘network of expertise’ and HR
Operational Services. Together, these two business HR roles are better positioned to provide value to the
business by more realistically positioning Business HR to provide the wide range of strategic services,
consultation, and locally based delivery that businesses require.
 3. What sort of technologies are getting used to co-ordinate their works? Define them briefly.

Technologies are used to automate HR activities and processes and allows direct access to information,
data and HR transactions while providing the capability to generate workforce data and insights.
Technologies such as e-learning are used for learning platform and for payroll system e-compensation are
used to co-ordinate their work. When training materials, course interactions and course delivery are
enabled by and mediated through technology, that organization is engaging in e-learning or e-teaching as
a learning platform. E learning is very flexible for employees as well as for the organization. It reduces
training costs for the organization and saves time for an employee as it reduces travel time. Employees
take control of their own learning and engage in training at a time and place of their choice, helping them
manage their work/life balance. On the other hand, the management can tack which courses are
successfully completed by the employees. Besides, that e-compensation are being used to automate
payroll processes. E-compensation uses web enabled technology to help managers design, implement and
administer compensation policies. Compensation planning process, changes in compensation plans, track
employee compensation history, allocate incentive pay and bonuses help an HR to make decision.
Organizations can also quickly take action to modify compensation packages, in order to attract high
potential applicants and retain top performers.

4. What type of insights does the analytics team try to generate in this type of HR division? Define
briefly.

Compensation analytics, engagement analytics and people analytics are mainly used in this type of HR
division. Compensation analytics has emerged as a new discipline built on the foundations of HR analytics,
that focuses on optimizing the cost of a workforce to drive bottom line growth. This branch of analytics
helps organizations craft an employer brand that effectively communicates a winning employee value
proposition. A value proposition that includes both financial and non-financial rewards. In effect,
compensation analytics enables HR leaders to reward high-performers adequately, to boost workplace
morale, engagement, and retention. Employee engagement metrics are also used to influence how an
organisation attracts and retains the best talent, pairing people analytics and employee engagement
strategies to reduce turnover, improve workplace efficiency and increase profits. Employee engagement
analytics keep employees invested in the business both implicitly and explicitly. This also helps keep HR
relevant and empowered within the organization itself. It also emphasis that engagement programs help
employees perform better in their daily jobs, improve their career planning and help them become
happier and more engaged employees as they feel that they are being valued and that they are more than
just a number on the payroll. Therefore, by regularly tracking employee engagement at every level, HR
managers can gain a better understanding of employee metrics and can help organisation to create
workplace environments where individuals feel engaged and empowered to thrive. People analytics are
the deeply data-driven and goal-focused method of studying all people processes, functions, challenges,
and opportunities at work to elevate these systems and achieve sustainable business success. Previously,
HR specialists had to rely on guesswork and intuition when evaluating the employees, their level of
motivation and satisfaction, and the efficiency of HR processes. Now, they rely on the data and see all the
processes and work results reflected in numbers. HR professionals track down the candidate’s journey
and see at which point most people reject or accept an offer, how many people are involved in the
processes, what percent of employees open their emails, and many other important events. In this way,
HR specialists make data-driven decisions and use past experience as a base to redesign and optimize
current processes.

5. If you are a CHRO of this type of an HR division, what sort of capabilities you might need? Define
briefly.

If I am a CHRO of this type of HR division, there are few capabilities that I might need. Firstly, I need to be
a business person with the same goals and understanding of the business as the CEO and CFO. I need to
support my CEO by serving as a coach, mentor and sounding board through difficult decisions. Acting in
this role, I have to position myself as partners and constructive challengers, and establish a relationship of
trust. Helping the CEO build a high-performing and cohesive executive leadership team is pivotal to the
success of the business, and a critical element of the CHRO role. Secondly, I need to embrace a larger role
to help drive the company’s strategy through talent acquisition and leadership development. Managing a
host of other requirements such as, human resources technology platforms, compensation, performance
management, culture, diversity and inclusion, succession planning, learning and development, and
employee relations are also needed. I need to ensure comparable training and support for the workforce
at large. In addition, I need to understand market dynamics and customer satisfaction, and have the skills
to influence others to achieve a desired impact. Thirdly, I need to be fluent in the new analytics
technologies available and leverage the data to make strategic decisions about the company’s workforce.
By using data analytic tool I need to assess and monitor employee performance, engagement and
happiness, and make better decisions about personnel recruitment, promotion, development needs, and
deployment. I need to innovate in talent management, engagement and retention strategy, driving
opportunity for all, while attending to the impact and toll of working in a fastpaced environment of
change. Lastly, I need to have the ability to make long-range scenario planning by considering the impact
of various talent risks and the likelihood of their occurring and then be prepared to create the right mix of
talent development, external talent acquisition, and global workforce opportunities to overcome talent
constraints and deliver on company strategy.