HR role in securing talent is vital to regional success

This subsequently feeds the local and regional markets with talent that is often below minimum requirements for the role and having a negative impact on companies, rendering them incapable of sustaining long-term growth. Under today's increasingly competitive business climate and the region's positioning as a power base, this is a questionable strategy.

Companies that treat the human component of their business as a commodity, are creating an inherent weakness within their operations, and this weakness manifests itself amongst other things as a demotivated and despondent workforce who are expected to make difficult decisions that drive and often position businesses. A real challenge when competing under increasingly difficult and complex business conditions and, this may even put the company at risk.

Career path planning is becoming increasingly difficult to execute and manage. The combination of factors faced by the individual continues to increase as the region undergoes considerable transformation and, these issues often go unnoticed during the hiring process.

The hiring company needs to attract the right calibre talent and must create an environment that supports career growth. One of the major causes of discontent is the erosion of packages being offered, and a major component of these packages are the working conditions and environment within which people are expected to perform. Another major concern and probably the most influential in seeing off many a good manager, is an environment that does not allow people to make decisions and use their talent. The feeling of being shackled to the desk and having many of their decisions 'second guessed'.

Often, disparate hiring practice attracts sub-standard talent and this has a negative impact on working conditions and staff morale. We are aware that many quality managers who came here with sensible career aspirations have discovered that company conditions were incompatible and have faced two choices: 'lump-it' or quit.

For many hiring professionals this becomes a dilemma, satisfying the need for business performance through most efficient use of resources, hiring to the appropriate standard of professional competence and at the same time, managing localisation programs in the face of domestic regulation and business need.

The role of HR must now adapt itself to ensure that new hires are right for the business and that they have a 'feeling that they belong' somewhere that will look after them.

We have all heard stories of companies that have failed as a result of their success, often growing so rapidly that the operating infrastructure is left static in the wake of change. The resultant inflexibility has created a rigid business form that was unable to anticipate the implications of such expansion and, neither was it capable of applying the change necessary for expansion.

Regional growth is a similar paradox, as manifold factors combine to create business inertia and barriers to career satisfaction. Satisfactory hiring conditions extend beyond terms and conditions of employment. We need to see intra-regional barriers and other obstacles such as legislative protection, professionalism within the hiring arena, alignment strategies that successfully manage localisation policies and a working set of standards for professional competency that differentiate price from value.

The objective is to attract and subsequently nurture talent and, not to lose it. Once people leave then it becomes increasingly difficult to encourage a return and the motivation has to extend beyond a good social scene and great golfing.

Now we add three more factors that impact career management and satisfaction: intra-regional legislation needs to protect expatriates and ensure fairness and balance within localization strategies, there needs to be a shift 'away' from hiring against 'lowest price' and within a trading context and finally the role of HR needs to move more towards business supportive.

Add to this the stock issues that affect careers: regional growth and the turbulence and instability within the markets, the 'whirlpool' effect, alignment with protocols such as WTO, difficulties associated with assessing the value of 'human capital', the nature of company form and its influence on career satisfaction, company attitude to job titles and the impact this may have on job enrichment, avoiding being 'shaped' by some job agencies and the difficulties associated with the hiring process, changes in technology and the demands placed on today's managers, incorrect business model causing bad hiring decisions, and in addition the impact of external pressure resulting in companies establishing hiring barriers and an uncertain US Dollar.

As we recognise the evolving difficulties faced by companies within a dynamic business arena, now, more than ever before, is there a need for high levels of professional competence and minimum operating standards across the board for the regional HR industry. We have often heard members of this profession aspire to a 'seat at the table', well now there is a pressing business need that will drive and force change to ensure that this vital business function is capable of supporting corporate direction.