GOING GLOBAL PRESENTATION TO NJ ODN 12 TH ANNUAL SHARING DAY, MAY 7, 2010 PRESENTERS: Tom Glasscock, Iona Harding, Laura Kasser, Karen Toole Proprietary (c)2010 All rights reserved Ktoole @ whprofessional.com
Dec 04, 2014
GOING GLOBALPRESENTATION TO NJ ODN 12TH ANNUAL SHARING DAY, MAY 7, 2010
PRESENTERS: Tom Glasscock, Iona Harding, Laura Kasser, Karen Toole
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OVERVIEW
• Framework for global people practices• Global competencies
– Current trends for global leadership success– Global talent management strategy
• Avoiding cultural missteps• Live from the front line – real life stories• Questions and discussion
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ORGANIZATION STRATEGY DRIVES GLOBAL PEOPLE STRATEGY
Global People Management Right Person, Place, Time, Cost
Global People StrategyTalent, Development, Rewards, Org Effectiveness
Global Organization StrategyFinancial, Operational, Sales
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DRIVERS OF GLOBAL PEOPLE STRATEGY
Organization Maturity LevelsInitial Developed Mature
Financial Focus Revenue generation Survival
Profitability Margins
Systems/Technology
Ad hocDecentralized
Centralized by country, division Global, enterprise wide or integrated
Policies/Processes
Minimal or ad hoc Exist for most functions Apply to country, division
Global, enterprise wide or integrated
People Focus Get people in the door when & where you need them
Get the right people when &where you need them, develop & retain them
Talent management Succession planning
Global Management &Mobility
Individual deals Lots of surprisesUnclear costs Compliance issues Reactive
Regional/country or division policy/practice Costs are known & tracked Metrics existFewer compliance issues Integrated into HR processes
Global, enterprise wide or integrated policy Full visibility & use of costs & metricsProactive planning
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TYPES OF GLOBAL ROLES
Type Comp/Benefits Tied to:
Typical Timeframe
FamilyAccompanies?
Long-term IA Home 1-3 years Yes
Short-term IA Home Up to 1 year No
Local Plus IA Host Permanent Yes
Commuter Home Weekly No
Business Traveler
Home 1-2 weeks No
Globalist –Global Nomad
A country Career Maybe
Global Leaders & Managers
Home As long as in role NA
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EMERGING GLOBAL ROLE
Global Nomad• Comfortable traveling without an anchor• Functions well in ambiguity• Adjusts to different situations quickly• Understands and can pick up Cultural
Norms quickly • Good at problem solving, negotiating and
compromising• Up-to-date with geo-political events
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CURRENT GLOBAL ROLE TRENDS
• Fewer long term international assignments• More localizations (local plus)• Fewer families accompanying IA’s• Reduced costs, e.g. housing, COLA, relo,
travel allowances• More and less business travel• More remote global management• More leaders with global responsibility
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WHAT ARE THE IMPLICATIONS FOR US?
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The challenge:
To leverage competencies and sk ills from all parts of the world to solve complex problems and create innovative solutions
•Starts with global process for selection and development of people
•Reinforce with appropriate rewards and OE strategy
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WHAT ARE THE IMPLICATIONS FOR US?
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Tools To Ensure Success:
• Programs for cultural awareness, stress management
• Training on remote/virtual management skills
• Take advantage of technology (Skype, chat rooms)
• Framework for determining how to structure global roles
• Global competencies
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GLOBAL COMPETENCIESProprietary (c)2010 All rig
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OVERVIEW
“What” you need to do to be successful
BEHAVIORALCOMPETENCIES
FUNCTIONAL/ TECHNICAL
COMPETENCIES
“How” you behave to be successful
Leadership Behaviors
Corporate Values
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Context
Content
WHEN & HOW THECUMULATIVE FACTORS
SUPERCEDE COUNTRY VALUES
High Performing Individual
KSA
’s
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CULTURAL COMPETENCE
CI is beyond
awareness
Observable/ Behavioral Level
Cognitive Level
Emotional Level
• Cultural Intelligence:
A person’s ability to adapt appropriately & effectively to new contexts characterized by diversity
•Cultural Diversity:
A person’s ability to adapt appropriately to different cultures and have the capacity to change or expand one’s habits in response to contextually diverse factors.
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GLOBAL COMPETENCIES*
Global Business Knowledge
Cross-Cultural
Resourcefulness
Cross-Cultural Agility
Organizational Positioning
Skills (from Remote Location)
Assignment Hardiness
Cross-Cultural Sensitivity
Humility
*Lombardo, Michael M.; Eichinger, Robert W. (1996-2004) FYI For Your Improvement: A guide for development and coaching. Minneapolis: Lominger Limited, Inc.
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…baseline to get started…
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CAREER PATHING GLOBAL LEADERS
Hi Performer Outside HireTransfer in
Global Leader Position
Hi Potential
Project AssignmentRotation Assignment
Progressive Global 2-3 year Assignments
When is the stage/level to pick
up additional capabilities?
What’s foot in the door position –internally?
At what point can someone transfer in
from another function/business?
What is your career goal?
Behavioral Competencies
Functional/Technical Competencies
Mastery Functional/Technical Global Competencies
Mastery Functional/Technical Global Competencies
Functional/Technical Competencies
Mastery Global Behavioral
Competencies
Mastery Global Behavioral
Competencies
Behavioral Competencies
Individual Development
Planning
CAREER PATH EXAMPLE
Global Competence
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Cross-Cultural Sensitivity
Global Business Knowledge
Transition to In-Country Associate
Projects and/or Team assignments to become exposed to global activities
Development Plan to build Cultural Competence
Global Short-term Assignment/Lead
Function
Longer Global Assignment /Lead
Small Location
OD DEVELOPING GLOBAL LEADERS
P&L Leader Small/Medium
Region
P&L Leader Large Region
Assignment Hardiness
Humility
Cross-Cultural Resourcefulness
Organizational Positioning
Skills
WHAT IS OURROLE TO ENSURE
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GLOBAL COMPETENCIES BY ROLE
Individual Contributor
Operational
Strategic/Executive
Manager of Others or
Process/Projects
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CULTUREProprietary (c)2010 All rig
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CULTURE: WHAT DIFFERENCE DOES IT MAKE?
THERE ARE MANY MODELS FOR LOOKING AT GLOBAL CULTURES:
HOFSTEDEPower-Distance
Individualism vs. CollectivismUncertainty AvoidanceMasculine vs. Feminine
Long-term vs. Short-Term Orientation
LEWISLinear ActiveMulti-Active
Reactive
HALLHigh-Context CulturesLow-Context Cultures
TMA NavigatorRelating
RegulatingReasoning
TROMPENAARUniversalism vs. Particularism
Individualism vs. CommunitarianismSpecific vs. Diffuse CulturesAffective vs. Neutral CulturesAchievement vs. Ascription
Sequential vs. Synchronic CulturesInternal vs. Eternal Control
TO NAME A FEW . . .
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WHAT CAN WE DO?
1. Develop our OWN cross-cultural competence, our own CI
2. Help minimize the disruptive features of conflicting organization and country sub cultures through better• Assessment• Selection and talent management• Training and development• OD interventions• Coaching
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TEST YOUR CULTURAL INTELLIGENCE
1. ____ Never start business discussions before your host; business meetings normally begin with casual conversation.
3. _____ “Yes” might mean maybe.
2. _____ The most important member of your organization should lead important meetings, status is valued.
4. _____ Titles are very important; always use professional titles.
Which country does each statement most apply to: Brazil, China, India, UAE, USA?
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5. ___ Wants to get down to business and keep to the agenda and timeline.
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HOFSTEDE’S CULTURAL DIMENSIONS
Index High Low
Power-Distance (PDI) Accept, expect power to be distributed unequally
Expect greater equality between social levels
Individualism vs. Collectivism (IDV)
Everyone is expected to look after him/herself
People integrated into strong, cohesive groups which protect them in exchange for loyalty
Masculinity vs. Femininity (MAS)
Male values more dominant, though less so for women –e.g. assertive, competitive
Female values more dominant – similar values for both men and women – e.g. modest, caring
Uncertainty Avoidance (UAI)
Risk adverse; uncomfortable in unstructured situations; risk adverse; emotional; rules
More tolerant of different opinions; fewer rules; phlegmatic; less emotional
Long-Term vs. Short-Term Orientation (LTO)
Thrift and perseverance; overcome obstacles with time
Respect for tradition, fulfilling social obligations, protecting one’s “face”
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Country PDI IDV MAS UAI LTO
Brazil 69 38 49 76 65
China 80 20 66 30 118
India 77 48 56 40 61
UAE 80 38 52 68
USA 40 91 62 46 29
..the Delta between the countries…
HOFSTEDE’S CULTURAL DIMENSIONS
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RICHARD LEWIS’ PERSONAL CULTURAL PROFILES
Linear-Active Multi-Active ReactiveTalks about half the time Talks most of the time Listens most of the timeDoes one thing at a time Does several things at once Reacts to partner’s actionPlans ahead step by step Plans grand outline only Looks at general principlesPolite but direct Emotional Polite, indirect
Partly conceals feelings Displays Feelings Conceals feelings
Confronts with logic Confronts emotionally Never confronts
Dislikes losing face Has good excuses Must not lose face
Rarely interrupts Often interrupts Doesn’t interrupt
Job-oriented People-oriented Very people-oriented
Sticks to facts Feelings before facts Statements are promises
Truth before diplomacy Flexible truth Diplomacy over truth
Sometimes impatient Impatient Patient
Limited body language Unlimited body language Subtle body language
Uses mainly facts Puts feelings before facts Statements are promises
Separates social, professional Mixes social & professional Connects social & professional
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What can WE do tohelp develop
organizationalCultural
Competenceto ensure successif we are growingour business in
this environment?
WHAT CAN WE DO TO DEVELOP THIS BUSINESS?
ReactiveLinear-Active
Multi-Active
China
Brazil
India
UAE
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USA
ReactiveLinear-Active
MultiActive
ReactiveLinear-Active
WHAT IS IT LIKE FOR A U.S. LEADER IN INDIA?
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INDIA MultiActive
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LIVING ABROAD
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GOING ON ASSIGNMENT
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LITTLE THINGS CAN MAKE A DIFFERENCE
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COMING BACK
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What could possibly go wrong?
‼ 9 out of 10 repatriations experience some kind of difficulty
‼ A majority of repatriates leave their company within one year of returning to their home country.
‼ Repatriates generally feel:• A loss of autonomy• That their organization fails to
capitalize on the experience they’ve gained
• Loss of social affinity• Big fish/little fish syndrome• A lack of suitable opportunities
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KEYS TO SUCCESSFUL REPATRIATION
• Ensure your expat keep his/her networks fresh; make the most out of home visits
• Appoint an executive level sponsor with accountability for a suitable, successful post-assignment position
• Set clear expectations about post assignment career opportunities
• Establish a plan for repatriation prior to going on assignment; revisit and adjust regularly or as required by emerging business conditions
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NUMBER OF US PASSPORTS ISSUED 1974 - 2009
Source: http://travel.state.gov/passport/services/stats/stats_890.html
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QUESTIONS AND DISCUSSIONProprietary (c)2010 All rig
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ADDITIONAL RESOURCES
INTERNATIONAL ASSIGNMENTS:• Additional Reading• “Repatriation Considerations in a Cost Aware Economy,” Vadim
Kostovski, ORC Worldwide, Workspan, August 2009• “Companies Consider Cutting International Assignment Budgets,”
World at Work, March 2009• “International Assignments Down; More Experienced Employees Go
Overseas,” World at Work, June 2009• “Luanda Tops AIRINC’s List of the World Most Expensive Cities,” Air-
Inc.com, Sept. 2009• “Eight Action Items for Expatriate Planning in an Economic
Downturn,” Cheryl Spielman and Gerald Tammaro, Ernst & Young LLP, Workspan, October 2009
• “Salary Budget Trends in Selected Countries,” 2009/10 Global Compensation Planning Report, Towersperrin.com
• “Reducing Expatriate Program Costs under the Balance Sheet Approach,” Vince Cordova, International HR Journal, Summer 2009
• Websites for additional information:• Worldatwork.org• Air-inc.com• Internationalhr.wordpress.com• Deloitte.com• Towersperrin.com• Sites catering to the expat community and individual
"Globalists" • http://www.escapeartist.com/ • http://www.expatexchange.com/ • http://www.transitionsabroad.com/listings/living/index.shtml • http://www.overseasdigest.com/ • The US Department of State's section on Americans living abroad
http://travel.state.gov/travel/living/living_1243.html • A similar resource hosted by USA government
http://www.usa.gov/Topics/Americans_Abroad.shtml
GLOBAL HUMAN RESOURCES• www.shrm.org (Select HR Disciplines – Global)
COMPETENCIES• Additional Readings• Lombardo, Michael M., Eichner, Robert W. (2007 4th ed.)
Career Architect Development Planner: An Expert System Offering 103 Research-Based and Experience-Tested Development Plans and Coaching Tips, Minneapolis: Lominger International: A Korn/Ferry Company.
• Lombardo, Michael M., Eichner, Robert W. (2004 4th ed.) FYI For Your Improvement: A Guide For development and Coaching, Minneapolis: Lominger Limited International
• Bucher, Richard D. (2008) Building Cultural Intelligence (CQ): Nine Megaskills, Upper saddle River: Pearson
GLOBAL CULTURE• Geert Hofstede’s Cultural Dimensions www.geert-
hofstede.com• Richard Lewis’ Personal Cultural Profile
www.crossculture.com/services/cross-culture/• Fons Trompenaars’ Dimensions of Culture www.7d-
culture.nl/content/cont042.htm• Edward T. Hall’s Dimensions of Culture
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• Tom Glasscock, SPHR, GPHR, PrincipalGlasscock & Associates LLCwww.glasscockandassociates.comtom.glasscock@glasscockandassociates.comPhone: 973-580-9927
• Iona Harding, SPHR, GPHR, Consulting PrincipalRES-Partners [email protected]: 609-921-0823
• Laura Kasser, CCP, Principal360 Global HR Solutions [email protected]: 908-246-9975
• Karen Toole, Ed. D., EMBA, PrincipalWH Professional Services [email protected]: 682.502.4906
CONTACT INFORMATION:
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