The talent function is one of the fastest evolving functions in businesses today. Bringing an abundance of workforce insights, talent development knowledge, and cultural awareness to the table, the impact of HR in organizational success has evolved from peripheral to pivotal.
Many leaders think of coaching as giving “feedback” without realizing that feedback is only one of several coaching skills. Feedback in and of itself doesn’t account for the kind of positive impact a leader can have by applying a coaching approach to managing and developing others.
The Fourth Industrial Revolution continues to take hold of the global economy, and the need for reskilling American workers has never been more urgent. Roles in the workplace are shifting dramatically, as new technology both eliminates and creates new jobs. According to the World Economic Forum, “75 million jobs are expected to be displaced by 2022 in 20 major economies. At the same time, technological advances and new ways of working could also create 133 million new roles.”
Global business teams face a bevy of unique challenges. Not only must they overcome the obvious barriers—geographic, linguistic, and cultural—but global teams must also address issues of cross-functionality, alignment, and trust. These are difficult matters even for teams operating in the same office, let alone for those spread across the globe. Optimizing global teams takes time and commitment, and in today’s ever-changing, fast-paced world, organizations need to be reminded of that.