THE GLOBAL PERSPECTIVE
JADE WHITE AND JON YOUNGER
To properly ground the global findings of the 2012 Human Resource Competency Study (HRCS) data and the implications for HR professionals, it is useful to start with what organizations must do if they wish to perform well in a dynamic and fast-changing global economic, social, and political landscape.
The concept of globally connected economies became real and concrete when the Great Recession began in 2008 in the United States and quickly spread around the world, drawing economies across Europe and Asia down with it. It showed its teeth when a hedge fund manager in London cornered the market for cocoa beans, driving up the cost of hot chocolate in Australia.1 The nascent power of social ...