August 15th 2007 2007年8月15日
Globalization of Labor全球化勞動
As organizations begin to span the globe, it ’s becoming increasingly challenging to the corporate executives to manage these resources. 作為組織開始跨度全球，它奇摩越來越有挑戰性的公司行政人員來管理這些資源。 Since each knowledge resource is unique, a lot of effort needs to go into understanding the uniqueness of each person. The question then arises - h ow do you build the ‘relationship’ if the labor is dispersed all around the globe? 因為每個知識資源是獨一無二的，很多的努力，需要去了解的獨特性，每個人的。質詢，然後出現-h怎麼做，你建立的關係，如果勞動是所有分散在全球各地？ How do you map their unique culture (including their regional and country culture) with the corporate culture? 你怎麼地圖其獨特的文化（包括其區域和國家文化）與企業文化？ These are some of the challenges we will have to start addressing very soon. 這些都是一些挑戰，我們將不得不開始處理很快。 My thoughts in this blog are specifically to IT/Software Development talent . 我的想法在這博客是專為資訊科技/軟件開發人才。
The usual globalization of work force in IT is driven by 2 reasons. 通常的全球化工作的力量，這是驅動二的原因。
1) Labor arbitrage: Cheaper labor in India, Russia etc. can get the job done at a fraction of cost compared to US/Europe. 1 ） 勞動套利：便宜的勞動力在印度，俄羅斯等可以完美地完成工作的一小部分的成本相比，美國/歐洲。
2) Follow the Sun: Having development team in 2 different time zones gives organizations the added advantage of increased bandwidth of labor. 2 ） 按照孫：有開發團隊在2個不同的時區，讓組織的附加優勢增加帶寬的勞動。 When a team in one time zone is ready to call it a day, another team in a different time zone can pick up the work and continue working. 當一個團隊在一個時區，是願意它叫做一天，另一支球隊在不同的時區可以拿起的工作和繼續工作。
Both these reasons look tempting to the corporate executives, but as we have see n in many corporations, execution to the above mentioned reasons can be extremely cumbersome. 上述兩項原因看，誘人的向企業的行政人員，但正如我們看到的N在許多企業，執行，以上述的理由，可以非常累贅。 Complexity of communication and management increases dramatically with globalization of labor. 複雜的溝通和管理的急劇增加與全球化的勞動力。 Dissimilar cultural values and ethics further exasperate these issues. As it turns out the cost savings are not that great. In my opinion the executives should shun the narrow vision of cost saving due to cheaper labor as the only reason to expand their labor globally. 不同的文化價值觀和倫理進一步exasperate這些問題，正如原來節省的費用不是很大。我認為行政人員應順狹窄的視野節省成本，由於便宜的勞動力作為唯一的原因，擴大他們的勞動全球。 In fact it’s the wrong reason for globalization. 事實上，它的錯誤的原因，全球化。
The main reason or the only reason the organizations should go for global labor distribution is to achieve diversity . Diversity means acquiring human resource with differing/unique skill sets, collaborating to get multiple perspectives on problem definition, understanding different ways of solving problems at hand. As the market expands, especially in Asia and Latin America, the labor diversification in those regions means local knowledge in that consumer market. Finally, diversity of labor is diversification of labor and sensible human resource risk management. With a large number of ‘Baby-boomers’ retiring in US, globalization of labor reduces the risk of shrinking labor and the work can move where the labor is ready. 最主要的原因或唯一原因，各組織應轉到為全球勞動力的分佈是實現多樣性 。多樣性是指獲取人力資源具有不同的/獨特的技能組合，合作，以獲得多角度對問題的定義，理解不同的方式解決問題的在手。隨著市場的擴大，特別是在亞洲和拉丁美洲，勞動多樣化在這些地區是指當地的知識在這方面的消費市場。最後，多元化的勞動是多樣化的勞動和合理的人力資源風險管理與大量的'嬰兒潮'退休在美國，全球化的勞動力減少的風險萎縮，勞動和工作的地方可以提出勞動已準備就緒。
I will elaborate more on these views in my future posts. 我會擬訂更對這些意見，在我未來的職位。
Updated Sept 13th: Read the continuation of this blog - 更新9月13日：閱讀的延續，此博客- Globalization of Labor -II 全球化的勞動密集型二
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