Managing the Future Workforce with Individualism and the new globalisation

Globalisation, or, more specifically, Globalisation 2.0, has recently been identified by Hay Group as one of the “six megatrends…likely to have the greatest effect on organizations and their leaders over the coming decade”.  Whilst that’s not a wholly unexpected trend, it does make me wonder how this fits with the increasing bent of employees towards the notion of individualism.

It’s unclear as to whether the increased individualism is a result of the push of self-focussed Gen Yers into the workforce or perhaps it’s just people becoming more insular in uncertain political, social and economic times.  Whatever the reason, one of the main ways in which the increased individualism is manifesting itself is in flexible work practices (to which many mistakenly think they have an absolute right).  But will the issues associated with the perceived clash between individualism (and increased flexibility in the workforce) and globalisation really be that different?

As a person who works from a home office, I thoroughly embrace the notion of flexible work practices.  I can juggle work and home as I see fit and that makes me a happy employee.

When reading about the plethora of actual and potential issues associated with this new globalisation (which, strangely, is said to include a trend towards a limited re-regionalisation), I noted with interest that one of the negative impacts of globalisation, particularly with respect to international companies, is that loyalties between employer and employee are declining due to distance.  Is the outcome similar for those who work flexibly from home?  I suspect the answer depends upon the level of communication between employer and employee and the extra efforts required from the employer to develop the desired culture (see Virtual or Bricks & Mortar?), but there is certainly potential for this to be a problem in both cases.

And what about the actual or perceived issues associated with working from home – are they also issues in relation to globalisation?

Let’s take promotion as an example.  There is at least a perception that those who work from home are more likely to be passed over for promotion.  Can the same be said for those who work in remote or satellite offices of a global corporation?  I’m sure there would be data somewhere that would settle that question but you can easily see how access to some promotional opportunities might be limited by these types of working arrangements.

Another perceived down-side of having an employee work from home is a sense of a lack of control over the workforce.  Again, it’s easy to see how this problem arises in both the individual and global contexts.  So, it seems, the outcomes of increased globalisation and individualism are, in some cases, the same.

At HR Business Direction we would be more than happy to assist with the management of remote employees – global or flexible arrangements.  Contact us here.

Melissa Fitzpatrick LLB (Hons); B.Int.Bus; IRSQ
Industrial & Employment Relations Specialist
melissa.fitzpatrick@hrbd.com.au
07 3890 2066
www.hrbd.com.au