According to the case study, several basic social and economic variables are driving changes in the corporate landscape. These include fast changes in the corporate environment, a rising emphasis on emerging markets and the borderless nature of workplaces, specialized job responsibilities leading to new career models, shifting leadership styles, and severe talent rivalry.
Looking back a decade, during the period of Industry 3.0, conventional HR activities were largely concerned with labor management, satisfying operational objectives, and handling recruitment. However, the rising complexity of business requirements has necessitated the evolution of HR functions. Today, HR responsibilities have evolved into Global HR or strategic HR, where they actively collaborate with the business to exploit global mobility, tap into specialized expertise, and deploy the right personnel at the right time and place. HR is now in charge of skill and talent management inside the company's structure, integrating recruiting skills with a global mobility mentality to source and manage the workforce.
The development of the HR function emphasizes its strategic importance, broadening its scope to fit closely with overall corporate objectives. The bridge to the mobility island is built by providing HR professionals with the required skills, ensuring that employees are well-versed in mobility ideas, and encouraging business-oriented mobility talks. This strategy is primarily concerned with attaining corporate objectives to achieve long-term success.