Leading Global Workforce - Assignment Example

Leading Global Workforce: Outsourcing Introduction With globalization grabbing the opportunities of all factors of production at the international levels of business management, organizing and working across diverse workforce have become essential functions of today’s leaders. The outsourcing process requires the managers to possess a series of added qualities and explore various scientific techniques to turn the challenges in outsourcing to competitive business advantages for their organization.

This paper will briefly review the outsourcing practices by examining the overall prospects of the outsourcing process.Outsourcing for Competitiveness Unlike the past era of unitary entrepreneurship practices, the present day business in the international level requires a wide range of resources and quality management to ensure profitable business. Globalization has opened the doors for investors to set up their business at preferred locations without the worries about conventional barriers of language, culture and political differences as experienced in the past.

As a result, more and more companies are coming forward with their share of interest in the international economic arena and are enthusiastic to experiment all possible methods to expand their business across potential regions of the world. Even though outsourcing provides a lot of opportunities to the leaders to find and test new talents at regular intervals, it carries the risk of inconsistent performance challenge at the macro level. As Hook (n.d.) points out, the new observations of business focus on outsourcing much beyond the traditional cost-cutting benefit and find it as a strategic device to ensure forceful impact on economic stability and growth.

As a result, the companies in America have shown a steady growth in the share of their investment in outsourcing during the past two decades. By realizing the fact that the core competency of the company’s outsourced human resource depends upon its capacity to produce the quality result within the stipulated time, managers can convert outsourcing for competitive advantage. According to Forbes report by Mourdoukoutas (2011), the instability concern about outsourcing is primarily due to the unlimited expansion possibilities before companies to find new resource destinations, which eventually creates fear among the existing employees.

Thus the insertion of vision and virtues of loyalty and relationship values can guarantee the success of outsourcing to a great extent. Outsourcing is vulnerable to operational issues such as differences due to changing managerial standards, chances of hidden costs, challenges to security and secrecy, interference of other potential financial agencies etc. The effort of managers to overcome these issues must ensure the elimination of political and cultural barriers depending upon the size of the organization.

According to one report by Ernst & Young and The Institute of Chartered Accountants in Australia (2011), the operational issues of outsourcing are precisely addressed by the implementation of service level agreements (SLA) on the basis of service level objectives (SLO) made as a combination of operational objectives and the commercial objectives of the assigned project. The chief element of structural quality is a requirement when the outsourcing process demands an organizational and cultural change within the organization.

According to the experts of The Government of the Hong Kong Special Administrative Region (2008), the quality of outsourced performance depends upon the ability of the leadership to comprehensively monitor the management of operational aspects like change, quality, risk, issues, finance and records associated with the outsourced process of the project. Strategic management of the outsourcing process guarantees success only when the employees are capable of understanding the practices. For this they need to be aware of the cultural changes among the diverse workforce and be able to work across the challenges.

According to a data cited in Forbes by Bersin (2013), the US companies are together spending a massive amount of seventy two billion dollar per year for the recruiting services through various recruitment process outsourcing (RPO) firms to guarantee the coordination of diverse talents across the outsourced processes across the world. These RPOs indeed work as a training point for the employees before they enter the organizational structure and help them develop their competitiveness of employability for meeting the market trends.

ConclusionOutsourcing has become a fundamental necessity for international growth of business today. The outsourcing process involves the search for talented human resources across cultural boundaries with a view to acquire the desirable quality and supply of human resources. Hence the managers look for competitive advantages amidst the challenges by exercising strategic management for sustainability and growth of the business.ReferencesBersin, J. (May 23, 2013). Corporate Recruiting Explodes: A New Breed of Service Providers. Forbes. Retrieved from http://www.forbes.com/sites/joshbersin/2013/05/23/corporate-recruitment-transformed-new-breed-of-service-providers/Ernst & Young and The Institute of Chartered Accountants in Australia. (2011). Business briefing series: 20 issues on outsourcing and offshoring.

Retrieved from http://www.ey.com/Publication/vwLUAssets/20_issues_on_outsourcing_and_offshoring/$FILE/Business_Briefing_Series.pdfThe Government of the Hong Kong Special Administrative Region. (2008). Serving the Community By Using the Private Sector: A General Guide to Outsourcing. Retrieved from http://www.eu.gov.hk/english/publication/pub_bp/files/guide_to_outsourcing_200803.pdfHook, L. (n.d.). Strategic Outsourcing for Competitive Advantage. AIPMM. Retrieve from http://www.aipmm.com/html/newsletter/archives/000059.

phpMourdoukoutas, P. (September 12, 2011). The Unintended Consequences of Outsourcing. Forbes. Retrieved from http://www.forbes.com/sites/panosmourdoukoutas/2011/12/09/the-unintended-consequences-of-outsourcing/