A round table dinner discussion, hosted by The HR World and sponsored by Pebl brought together a number of HR and business leaders to address the challenges around expanding workforces to take on global employees. As the need for specific talent increases and hybrid employment extends the reach of employers outside their own country, the discussion sought to identify barriers to employing people internationally and provide solutions and ideas as to how the right talent can be used effectively and compliantly.

The discussion was hosted by The HR World’s CEO Mike Beesley with the conversation led and inspired by Carly Jenner, Vice President, People & Culture (Global Head), Apeel and Lindsay Gallard, Chief People Officer, Six Degrees – two highly experienced HR professionals with diverse experience in creating international workforces.

Overall the discussion brought to light the challenge that organisations often seem to be trying to expand their international presence at a pace that exceeds their own internal capacity. Tensions and difficulties can emerge as a result, around areas such as leadership maturity and organisational structure. Participants noted how HR often finds itself trying to manage issues around business ambition, operational readiness and the consequential risk. Indeed, it seems that often when senior leadership desires a move to an international basis HR is brought in after the decision has been made and charged with making it work – regardless of the realities of the situation, and the challenges this creates legally and culturally.

The need to expand

The situation can be further exacerbated by the sense of urgency that underlies an overseas appointment. The business may feel it needs to secure this talent without delay – it is a necessary and important appointment that will have a swift and noticeable impact on the company. Consequently there is added pressure to navigate the complex regulatory constraints that can exist to make the placement. This results in an onboarding process which may not be the most efficient approach, but because of timing and business need, the resulting model becomes the accepted way of doing things. The business can then gradually find itself building an ever more complex scenario for finding, employing and managing overseas talent.

One round table participant noted that businesses often seem to pursue opportunities without considering the long-term picture. The emphasis is always on exploiting the immediate opportunity rather than reflecting on what the implications might be for the wider organisation in the future. In particular there may be little time for considering what going international may mean from a structural point of view. Taking on overseas employees can therefore create tension between making the move sustainable and safe, while also meeting the immediate ambitions of the business.

Compliance issues around employing overseas talent can extend to many areas including: tax, accommodation, payroll obligations, and local audits, all of which may complicate the picture and make for added expenditure when securing new talent.  In some instances the range and cost of compliance can compromise or even prevent companies from using talent from some regions – the lack of knowledge around local employment laws, cultural norms, hiring expectations and more create too much of a barrier for HR and business leaders to manage effectively.

These issues become more significant the less a company – or more specifically HR leaders – know about a country. Therefore, determining a way to address compliance and management issues around the global workforce can be key for organisations if they want to establish a bank of international employees. Using external agencies such as Pebl can address some of these problems and ease the administrative and legal burdens experienced by businesses engaging this kind of talent. Their use can effectively open the business to better talent from around the world.

The three ‘R’s

Company leaders often want to jump in with both feet without first building the capacity to support an international workforce. As a consequence of this while businesses take aim at international opportunities, HR finds itself trying to catch-up in terms of establishing appropriate support systems. One participant boiled down the issue to the ‘three Rs’ of international expansion: Risk, Readiness and Reward. The issue they had to deal with was that “businesses tend to focus on the reward.”

Naturally the way in which businesses set out to fulfil their international ambitions will depend on the size and culture of that business. Founder-led and high-growth firms tend to focus heavily on opportunity, favouring rapid expansion while sometimes overlooking the infrastructure required to support global operations. Larger companies with more resources and more access to international support can find international expansion easier, being able to rely more on the structures and expertise that already exist within their organisations.

Interestingly the HR experts around the table agreed that while compliance issues might be complex for some countries where they are trying to set up, these issues could at least be understood and managed through education and accessing external knowledge and support. However, the issue of internal leadership maturity can present a bigger challenge and be a greater barrier to expansion for these businesses.

The need for leadership

A major theme emerged here around the lack of investment in leadership and management development, particularly in fast-growing organisations where technical specialists are frequently promoted into leadership roles without appropriate training. “Compliance can be managed,” commented one participant. “Where I think it goes wrong is because businesses don’t have the readiness from a leadership maturity, a cultural maturity to make the right decisions.”

Remote working just exposes lazy management.”

Moreover, the scenario of managing a hybrid and certainly geographically dispersed workforce can highlight weaknesses elsewhere in the business. “Remote working just exposes lazy management,” said one participant, an observation which ultimately highlights the strategic and more long-term work HR needs to do in order to ensure remote international working isn’t just possible but sustainable. This is a question of building the required skills within the business, addressing management skills as well as organisational structure.

Interestingly despite the proliferation of remote working and technology supporting hybrid workforces, there was the suggestion that businesses need to specifically work on improving remote management and communications across the organisation. While many workforces are now dependent on technology to keep them together and in touch with one another, there was a sense that increasing personal contact and working to extend the values of the organisation to every employee wherever they may be would lead to a more inclusive culture for the business around the world. This in turn makes the remote worker more engaged and therefore more effective for the business. With good communications remote employees can deliver better value – an important aspect to consider given the efforts made to recruit and support these employees in the first place.

Creating successful international workforces also requires management to have an appreciation of cultural difference across the regions where its workers are stationed. As one participant noted the way in which people in Europe express their feelings about work is very different to how someone expresses themselves in America. Successful management and co-ordination of these workforces therefore requires the ability to understand these differences and to accept and respond to those differences in a sensitive and practical way.

The discussion clearly felt that the increasing globalisation across the workforce along with the consequent need to manage organisational transformation and workforce strategy felt this signalled an opportunity for HR to take a more strategic role within the businesses they support. Alongside this the successful deployment of employee technology, including AI and the governance surrounding that technology, also indicated a greater role for the HR function.

In the case of AI governance in particular, different regions have different levels of acceptance, legal and compliance requirements around this technology use. As such HR is unlikely to be able to simply adopt a single ‘one-size-fits-everyone’ solution to each new location. Local sensitivities as well as local legal demands need to be understood and reflected in policy and procedures.

Local regulations will also apply to other areas of working practice – hours expected to be worked, ‘switch off’ time from business communications and so on. Again, HR must be at the forefront of understanding these aspects of work and ensure they can be met within a productive working relationship.

HR needs to be in the driving seat as expansion occurs.”

Despite the challenges that exist for companies who want to push for a more international workforce, there is clear enthusiasm for and advantages to be gained around employing people overseas. Indeed, the enthusiasm for founder-led businesses and SMEs to go global and exploit the international workforce, has created what the discussion termed as “mini-multinationals” – relatively small companies which work across multiple countries with distributed teams.

If organisation are going to get the most from these arrangements HR needs to be in the driving seat as expansion occurs. It is clear that preparing for such expansion in advance of significant employee investment is desirable if a business is going to go international in a smooth and coherent way. As such these international moves signal another strong reason why HR should gain and retain a seat at C-suite level in order to be able to orchestrate the successful employment and use of international talent wherever it may be.

Pebl enables businesses to build a global team in minutes—no entity needed. Pebl’s AI-powered, expert-backed platform manages hiring, onboarding, payroll, benefits, and local compliance so you can access top talent anywhere.

The conversation, cemented the need for an agile workforce in today’s organisations as well as highlighting crucial aspects of how to manage such a workforce to maximise return. The discussion determined that with the right approach, from recruitment to management, companies can maximise productivity and loyalty from their flexible and contingent workforce. At a time when companies are under huge pressure to react to external and internal challenges, securing an agile workforce which brings the right skills to the right part of the organisation at the right time has never been more important.

The discussion was chaired by HR World’s Managing Director, Tom Bright and featured input from Michael Farrier, Solutions Director at Indeed Flex.

On this virtual round table discussion from The HR World, led by Dan Gallagher, Founder, The Intersection Network, HR and TA experts came together to discuss their current position with regard to AI, how it was impacting on their work and where it might go in the future.

But the discussion went further than that. As the title suggested, Gallagher drew from his own experience and reflected on that of fellow round table attendees to identify productive and measured ways forward in using AI, a progression which would ensure the technology has a strong positive impact for people, reducing bias and maximising efficiency.

The current state of play seems to suggest there are more ‘business-wide’ AI initiatives than HR specific projects. To some extent this maybe due to a lack of knowledge around how to use the technology but there was also a sense of wariness around the lack of transparency in some solutions offered.

Where the technology is being introduced there are clear guardrails being deployed to protect the organisation, people & data affected and there is recognition of the need for regular communication & education to show that the technology doesn’t need to be considered ‘scary’ but can be used effectively by anyone.

One major question raised around AI however is why is it being used in the first place. This reason needs to be clear, front and centre: is it for time saving, for efficiency or to do something else? Without clarity around this issue the value of deployment and adoption can be compromised.

While bias with AI operation was discussed, so too was access to AI and how this may impact equality among candidates and employees. While one phrase surfaced: ’AI won’t take your job, but you might lose it to someone who can use AI’, it was also noted that there is a gender imbalance around this technology use as well as a danger that it may contribute to an increasing socio-economic gap.

Ultimately while there may still be a lack of frameworks for moving ahead with AI, there is a clear desire to making the technology work positively for organisations and employees. To this extent the current users and adopters of AI are still on a path of discovery, understanding how it can work and the implications of it use.

To this extent organisations, and HR in particular, must proceed with caution as well as excitement.

With a clear focus on the evolving role of skills-based hiring to help build agile, high-performing organisations the discussion was led with thoughts from Michelle Rajkumar, Global Talent Acquisition Leader and Lindsay Gallard, Chief People Officer, Six Degrees.

The conversation also featured new research from the round table’s sponsors Morgan McKinley Talent Solutions, giving their access to the latest information and trends around this crucial subject. 

What emerged from the conversation was that in today’s rapidly evolving tech-driven world, the traditional methods of talent acquisition are being challenged. Businesses are determined to stay competitive in all areas and to do this from a talent acquisition point of view, it has been necessary to shift focus from identifying traditional credentials to perfecting a skills-first mindset. In this context, those around the table identified adaptability, lifelong learning, and the role of technology as important in shaping the future of work.

Essentially, employers are now operating in a world where job roles are changing faster than job titles can keep pace. In this scenario the ability for employees to be able to adapt and develop their skills is incredibly valuable.

The discussion emphasised the need to value what people can do over where they’ve been. Organisations need to be able to analyse and measure ability and potential among employees, challenging traditional credentials and foregrounding ability and adaptability. For this approach to be sustainable and deliver value, organisations must build inclusive pathways, recognising the potential of their staff and ensuring they are able to move through the business easily and successfully.

Naturally technology has a huge part to play here. The discussion looked at best practice around the use of AI and automation, leveraging these technologies to streamline the recruitment process, from candidate screening to skills assessment. It was also felt that making data-driven decisions around talent management meant there was a better understanding of workforce needs resulting in better hiring and development decisions.

Retaining talent continues to be a challenge for employers, and the discussion proposed initiatives such as providing regular check-ins with employees to understand their needs and the key to their satisfaction. Culture was also an important part of retention while creating good internal mobility also meant employees could be developed and encouraged to stay with the organisation. 

Indeed, addressing internal mobility, through encouraging lateral moves around an organisation and creating a skills database so the organisation can stay on top of the skills and abilities it has within it’s workforce can also be key to keeping employees motivated and the organisation aware of the talent it has.

Finally, the discussion made clear that in the field of people development, diversity and inclusion are not just buzzwords but are essential components of a successful talent strategy. The discussion emphasised the need to ‘widen the gate, not lower the bar’ in ensuring hiring, and development processes are inclusive and equitable. Once again, the creation of a positive and inclusive company culture can help diverse talent thrive and progress.

There is no question that the future of talent acquisition and management lies in a skills-first approach that values adaptability, lifelong learning and diversity. Achieving this and making the most of this approach requires HR to ensure other areas of its work are aligned to this aim. Technology, culture and internal talent management must be addressed in order to build a workforce that is not only skilled, but also resilient and innovative. As the world of work continues to evolve, embracing these strategies will be key to staying competitive and thriving in a tech-driven landscape.

As businesses face a combination of rising wages, increased taxes, and indirect costs from legislation including the Employment Rights Bill, the need to achieve operational efficiency alongside a great employee experience has never been more important. Organisations may be facing tough choices, but they might also be ignoring ways to reduce costs and keep their key talent.

With the right technology, organisations can stay compliant in the face of change, simplify and automate processes to gain greater control over people costs. Not only that but an efficient system can give HR the real time information they need to make high value data-driven decisions – good for their people and very good for their organisation.

Attendees joined us for a forward-thinking discussion on how to leverage technology to streamline people administration and deliver a supportive and engaging environment for employees.

We reserved a private dining room at Bentley’s Oyster Bar & Grill in the Crustacea Room. The restaurant is part of The Corrigan Collection and offers fine dining, an excellent wine collection and was a great venue to debate key topics facing HR.

The discussions on the evening were led by two inspiring speakers both of whom have direct experience and knowledge of this topic. Our speakers are Emma Harvey, HR Chief Operating Officer at AXA UK and Andrew Collingwood, Director, People at Kroll.

Our sponsors HiBob were able to share real life examples of how their technology is streamlining Human Resources, and our attendees shared their industry experience alongside great food and drinks.

We delved into the challenges posed by financial pressures, offering insights into how automation, AI, and other technological innovations could help. Organisations could not afford to be held back by processes such as payroll, and the opportunity had existed to use these activities to push forward, maximising efficiency and delivering a positive, people-centric workplace. Including:

• Economic uncertainty, rising wages, and limited budgets present challenges in attracting and retaining talent. Many are leveraging data and technology to make informed workforce decisions, aiming to balance employee engagement with financial constraints.
• Efficiency remains a key focus, particularly in talent acquisition, performance management, and compliance. While some organisations have successfully implemented HR platforms to automate tasks and improve workflows, others continue to grapple with manual, time-consuming processes.
• Automation in administrative tasks, such as onboarding, payroll, and policy management, is helping HR teams redirect their efforts toward strategic initiatives.
• Investment in HR technology is recognised as beneficial, though gaining executive buy-in for further tech adoption remains a challenge. Continuous training and cross-functional collaboration are essential to maximise the value of these systems.
• To measure the return on investment (ROI) from HR technology, leaders track key performance indicators (KPIs) like processing time reductions, employee engagement scores, and hiring efficiency. Qualitative feedback from employees and stakeholders also plays a significant role in evaluating the impact of technology adoption.

Overall, most HR leaders agree that HR automation reduces administrative burdens, allowing them to focus on strategic activities like employee development and organisational culture.

However, they caution against over-automation, which can diminish the human aspect of HR. Striking a balance between technological efficiency and personal interaction remains a priority for organisations aiming to elevate their HR functions.

Thank you for organising a superb evening for the roundtable. The venue and food were excellent, and the cohort was ideal for sharing AI experiences. The engaging conversations made the time fly by! I particularly appreciated the opportunity to learn from others’ experiences with AI in HR. Thank you again for a memorable event.

Head of HR

We delved into the challenges posed by financial pressures, offering insights into how automation, AI, and other technological innovations could help. Organisations could not afford to be held back by processes such as payroll, and the opportunity had existed to use these activities to push forward, maximising efficiency and delivering a positive, people-centric workplace.

Brilliant event. Thank you so much for the invitation. It was really interesting to hear from colleagues from different industries and organisation sizes and learn about their experiences and challenges. Some great takeaways – and a great networking opportunity too.

People Director

For HR professionals looking for the most effective way to lead their business through these challenges, this session provided actionable insights on future-proofing the workplace, navigating the changing landscape of employment compliance, and fostering a sustainable, high-performing team.

This was an invitation only dinner for 15 and was attended by HR Directors, Heads of People Operations, Heads of HR &  Chief People Officers.

The workforce of every business is increasingly age diverse. There are all kinds of pressures and reasons for so many generations to be looking for work, and companies need to understand how to manage them within the context of a more diverse workforce generally. From sourcing the best talent to capitalising on the extra value a diverse team can bring, what are the best techniques for attracting, recruiting, motivating and using a multi-generational workforce? This discussion looked at this crucial factor in the future of work.

This dinner was sponsored by Sanderson Government & Defence, UK Government & Defence Talent Solutions Specialists.

Today’s workforce is more age-diverse than ever, with multiple generations entering the job market. To thrive, businesses must continuously adapt and evolve in order to sustain business growth. The ability to attract, retain and develop individuals within a multigenerational organisation is pivotal to support greater diversity. How can organisations attract top talent, tap into the unique strengths of different age groups, and foster a collaborative, motivated team? What are the best strategies for recruiting and engaging a multi-generational workforce? Join us for an insightful discussion on the key factors shaping the future of work.

The discussions on the evening was led by two invited speakers both of whom have direct experience of building and managing a Muti-Generational Workforce. Carolyn Miller Vice President UK HR at Capgemini & Juliet Crisp Head of People Strategy, Governance and Planning, Post Office Ltd

This was an invitation only dinner for up to 10 and will be attended by HR Directors, Chief People Officers, & Talent Leaders.

The white paper that was put together from the findings of this Round Table dinner debate is now available:
Download your copy of Cultivating Harmony: Strategies for a Multi-Generational Workforce 

The discussions on the evening were led by two invited speakers both of whom have direct experience of the Boardroom and who shared with us their knowledge and experiences. Amanda Rajkumar is an experienced, board level HR practitioner with her most recent role as Adidas’ Executive Board Member overseeing Human Resources, People, and Culture. And Orlagh Hunt a successful HR Director with experience in Retail, FMCG and Financial Services sectors.

The dinner was sponsored by DEKA Outsourcing a team of global talent outsourcing experts.

Hosted by our sponsors Osborne Clarke at Halo, Counterslip, Bristol BS1 6AJ. Their dining room offered fine dining, excellent wines and a great venue to debate key topics facing Senior HR’s and Talent Leaders.

All food was prepared by “Josh Eggleton who turned down jobs with some of Britain’s most renowned chefs in order to follow his dream of running his own establishment. At the Pony and Trap in Chew Magna, one of few pubs in Britain to hold a Michelin star, he served up modern British food with an emphasis on sustainability and artisanship.”

The discussions on the evening were led by two invited experts who will share with us their knowledge and experiences. Anna Elliott, Partner at Osborne Clarke, and Sue Turner OBE, Founder of AI Governance.

The dinner was sponsored by Osborne Clarke a market leading International Legal Practice.

The discussions on the evening were led by two invited experts who shared their knowledge and experiences. Alex Martin, Head of Recruitment at BAE Systems, and Jo Major Founder of Diversity in Recruitment

The debate centred around how a resourcing model aligns with your goals? How can we ensure that all options are tailored to your unique needs? What considerations are crucial, and what challenges might we encounter? Above all, how can we adopt a cohesive inclusive approach that enhances the candidate experience without creating barriers between us and the talent essential to your organisational success?

The discussions took place at Bentley’s Oyster Bar & Grill, 11-15 Swallow Street, London, W1B 4DG in the Swallow Den . The restaurant is part of The Corrigan Collection and offers fine dining, an excellent wine collection and a great venue to debate key topics facing Senior HR’s and Talent Leaders.

The dinner was sponsored by market leaders Sanderson Government & Defence, UK Government & Defence Talent Solutions Specialists.

The discussions on the evening were led by two invited experts: Jim Richardson, with spells at Santander and Royal Bank of Scotland as Global Head of Talent, Jim now advises corporate businesses on their TA models, and Ross Crook, Managing Director at Sanderson Solutions. Ross has nearly 25 years working in the talent acquisition space with organisations such as Barclays, Credit Suisse, Cielo Talent and now Sanderson.

The evening provided a lively exchange of ideas and perspectives, accompanied by fine food & wine.