Sep 15 2021

Leveraging Tech for Global Talent Shortages

“Businesses are being challenged because they don't have access to the right types of talent. However, there is also an unprecedented opportunity to go out and tap on talent that would have been much more difficult to find, attract and acquire.”

by  Sriram Iyer, Founder & CEO, hrtech.sg

hrtech.sg's Tech Talks focuses on engaging with HR & HRTech Subject Matter Experts to unearth trends & insights in the realm of HR Technology.

In this edition, we talk to Charles Hamilton Ferguson, General Manager, APAC, Globalization Partners.




Charles Hamilton Ferguson is the general manager of Globalization Partners (GP) business in Asia. In this capacity, he is responsible for establishing scale and efficiency for GP’s and their clients business expansion in one of the most dynamic markets in the world. Globalization Partners flattens barriers to global business by making it easy for companies to hire employees anywhere in the world within a few business days. The company delivers these capabilities through its Global Expansion Platform™, which allows companies to hire employees throughout the world without having to navigate complex international legal, tax, and HR issues. Beginning in 2020, as an acknowledgement of his impact in the HR technology space, Charles was appointed as a start-up advisor and mentor for the Workplace Accelerator, which helps to discover and incubate the future of HR technology from Asia and beyond, and joined Advent International, the private equity firm with over $54B USD in AUM, as an industry advisor for Asia Pacific.





Here are some excerpts from the conversion with Charles:


Global Talent Shortages: Businesses are being challenged because they don't have access to the right types of talent. However, there is also an unprecedented opportunity to go out and tap on talent that till now would have been much more difficult to find, attract and acquire. HR needs to sit down with their constituents in the firm and re-visit who we are as a company, what our values are, what success should look like. And with that kind of consensus among the leaders in the business, then we can actually go out and rewrite job specs, rewrite descriptions, rewrite our priorities around what we want to do with technology as an example.


HR as the key driver of Transformation: HR, frankly, really needs to be, you know, designing and executing a comprehensive program around upskilling and rescaling. HR is kind of the glue that drives the business. HR should be absolutely the centre of anything that has anything to do with digitization or automation.


Lack of investment in HRTech by enterprises: One of the key reasons that enterprises are not able to build a case for investment in HRTech is a problem of misclassifying what HRTech does and what it is about and not using business terms. You've got to have a pragmatic approach to your kind of consumption of these technologies. What are you trying to focus on; don't jump on the first thing that comes across the bow; make it about the user; understand what the user challenge is, and how the user is going to be using the technology—you've got to really understand the cultural implications of these things; you've got to understand the ability for the culture to digest and adapt to the new way of operating.


Hybrid Workforce: In the new environment that we’re operating in, there is a clear talent war and skill shortage. The talent war is no more between companies, it is now between countries. The solution is to make the entire globe, the entire planet, your talent pool.


The workplace of the future: There's a lot of new policy and process and automation and things that are going to change the workplace; it's going to be an augmented reality that we're all going to operate in, whether you're an information worker or a taxi uncle, there's going to be an augmented reality of you. And the robot that you work with might be a real robot; it might be an automated piece of software, but there's going to be two in a box for every job moving forward.

Sriram Iyer is a Human Resources practitioner with around two decades of experience in the areas of HR Technology, Workforce Planning & Strategy, Talent Supply Chain, Employee Engagement, Talent Branding and Acquisition & Client Management. Based in Singapore since Jan 2012, he has strong exposure to the JAPAC region and has a knowledge of the cultural nuances of the region. Prior to becoming an entrepreneur, he has also played leadership roles with NCS (Singtel Group Enterprise) and Nasdaq-listed Cognizant Technology Solutions in Singapore, running large scale talent initiatives across regions. He is a proud alumnus of National University of Singapore (Singapore) and Symbiosis Institute of International Business (India).

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