by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
Project Manager : April May 2011
Project Manager 38 • CAReeR CenTRe race to the middle Why more global organisations are adopting the ‘middle ground’ resourcing model. Global companies must rethink their approach to human resources if they are to remain competitive in an uncertain economy, according to Jacinta Whelan, Managing Director of Resources Global Professionals in Australia. She has identified the growth of a resourcing trend whereby a lean core team is supplemented by local skilled labour. She describes this model as the ‘middle ground’. “The effects of the GFC are still being felt and there is not a lot of fat within teams. If you have to do anything outside of standard – a new project for example – alternatives to simply hiring more staff are being sought,” she said. “That’s why companies, multinationals in particular, have arrived at a point where they understand the need for a core team while also engaging external people to fill any skills gaps.” ideal candidates Resources Global Professionals works primarily with organisations that have large geographical footprints, such as Fortune 500 companies. The ‘middle ground’ approach is ideal for businesses of this size, said Whelan. She provided the example of an oil company rolling out a SAP solution in branches around the world. The company may choose 10 top-level managers to lead the project who will then build a team of skilled personnel around them in each country. “This approach is cost-effective as labour is significantly cheaper in most countries outside Australia, the US and Europe. It allows the core team to share best practices with their subsidiary offices, while also drawing on local expertise and knowledge of the area.” Another advantage is consistent messaging and standardised reporting, which is driven by the core team at each of the locations. “More companies these days are trying to standardise around the world,” said Whelan. “Standardisation allows for ease of reporting – no matter where you are in the world, a company is comparing apples with apples.” the right balance The key challenge of the ‘middle ground’ approach is getting the balance of core employees and outsourced personnel right, claimed Whelan. The other is finding skilled individuals who are available when you need them. That’s where Resources Global Professionals comes in – providing their clients with a pool of personnel interested only in project-based work. “There is a trend towards people choosing careers that doesn’t fit the 52-week salary model ... the first wave of baby boomers have changed the way we work,” she said. “Organisations are recognising this talent pool and looking to engage these people who choose to do project-based work.” Whelan recommends organisations start by working out how lean they can be and still run their businesses. This exercise will help shape the core team. When determining which roles to outsource, she believes decision makers should understand that “a successful project is not driven by outsourced personnel, they just help deliver it”. «It allows the core team to share best practIces wIth theIr subsIdIary offIces, whIle also drawIng on local expertIse»
June July 2011