1. GLOBALINX CORP.
International Training Consultants Newsletter - Spring2012
◆Corporate Culture and Criminal Liability - Curtis Herron -
The globalization of a company's it reflects the changing nature of the and through daily communication.
operations and human resources company-society relationship. As Managers should be aware of the
requires the examination of several companies globalize, they expand difficulties in applying values and
issues. One such issue is whether in scope, consume more resources, aware of the strategies used to
the company's values and culture are and have a greater impact on overcome these difficulties.
consistent with the standards of global society. Governments, the traditional Employees should understand how
corporate conduct. In this regard, I representatives of society, have these values and culture are tied to the
sometimes encounter the following difficulty responding, especially with future and success of the company.
issue in my work. respect to company operations beyond They should believe that management
Can a company's corporate culture their own borders. In the meantime, is committed to pursuing these
result in corporate criminal liability? society continues to suffer from values. Employees should be able to
The answer is "yes, and increasingly several problems, many worsened by distinguish practices consistent with
so". Many countries have strengthened population growth, migration, resource and inconsistent with these values.
their criminal laws to expand the depletion, environmental degradation, Employees should be provided with
scope of corporate criminal liability. etc. The result is an imbalance in the the tools to manage their conduct
Australia and Spain are two examples. company-society relationship as well accordingly as well as address practices
Academics are debating whether as a perception that globalization inconsistent with these values.
corporate conduct should be subject has unfairly benefited companies Sadly, the response of many companies
to the jurisdiction of the International to the detriment of society. This is inadequate and counter-productive.
Criminal Court. In a related manner, the imbalance and perception lead society Although companies commonly
United Nations Human Rights Council to scrutinize company operations define and publish their values, these
argues that business enterprises have and seek ways to expand the scope values are often merely defined by one
a responsibility to respect human of company liability. Increasingly, department and ignored by others.
rights. These developments should not corporate culture is part of that scrutiny Corporate culture is often not driven by
be examined as separate and distinct and liability. management, but is the culmination
incidents. Rather, they reflect a set Obviously, companies should of workplace conduct tolerated by
of standards against which company understand and respond to this management. Companies still rely
conduct is judged. Corporate culture trend. A company should define its excessively on cross-culture training to
is increasingly becoming a factor values and culture so that others do prepare management for managing a
in making that judgment and in not misunderstand and maliciously diverse workforce. This training often
determining corporate liability. interpret these values and culture. leads to an "us vs. them" mindset
A company should consistently which undermines the dissemination
Traditionally, it has been difficult to
implement its values and culture and sharing of values. This mindset
hold corporations criminally liable
through various corporate systems. A also leads to the stereotyping of
for their conduct. Criminal liability
company should provide employees at others based on their culture (i.e.
typically requires both a criminal act
each level of the organization with the race and nationality). In many cases,
and criminal intent. Individuals can
competencies needed to conform to that stereotyping constitutes illegal
act with criminal intent. However,
these values and culture. discrimination and a violation of
can a company -- an organization of
human rights. An outsider may argue
thousands of dispersed individuals Executives should be aware of the that such stereotyping as well as the
-- act with criminal intent? In the past, standards of global corporate conduct. resulting discrimination and human
companies argued that the criminal They should understand the role rights violations were encouraged and
act of an employee reflected that of company values and culture in tolerated by the company's corporate
individual's criminal intent, not the satisfying those standards. Executives culture.
company's. As a result, the employee should possess the skills needed Managing corporate culture in a global
went to jail, the company did not. to communicate these values and and diverse company is a daunting
Now, the counter-argument is that culture with accuracy and credibility. task. Nevertheless, it is an essential
corporate culture encouraged and Ideally, that communication will component of globalizing company
tolerated the criminal acts of the inspire others and generate goodwill. operations. And, it will be subject to
employee. The employee may still go Furthermore, executives should ensure greater scrutiny in the years to come.
to jail, but the company will also be that corporate systems are aligned to
punished. reinforce company values and culture. Curtis Herron is a licensed
This trend toward corporate criminal Managers should possess the skills California Attorney
liability, however, is not merely the providing training and
and confidence needed to apply
consulting services to
result of a new legal argument. Rather, these values under company systems global organizations.
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2. GLOBALINX CORP.
International Training Consultants Newsletter - Spring2012
☆Proposals from the consultants☆
①Leveraging social media for business development and learning - Philip Deane
Many businesses consider social easier to accomplish a business Information:
networking tools frivolous and outcome. It makes sense for Wikis and other types of
have banned their use in the businesses to encourage interactive document storage
workplace or have not supported employees to get to know one facilities such as Google Docs and
them by limiting access. Many another, even though they might various other file sharing services
companies still frown on the idea not encounter these individuals provide workgroups with secure
of employees spending any part during the course of the typical access to project information and
of the workday on Facebook, workday. documents. The information is
YouTube, or Tweeting. However, Providing a forum for employees updated by the group’s members
social networks offer significant such as a company-only Facebook making the information fresh and
benefits to corporations if used page or Twitter page will relevant.
properly. They can enrich and encourage employees to reach Communication:
enhance business processes, and out to one other. They might Blogging and Tweeting has
significantly increase employee be networking about work- become a favored way for many
productivity. By embracing social related interests, or about golf or people to communicate with
networking tools and creating scheduling a drinking party. Such friends and colleagues and for
standards, policies, procedures, activity, whether work-related or executives to communicate
and security measures, not, builds relationships and it is with employees. YouTube-style
corporations can ensure that our relationships that enable us videos and Webinars can be used
these tools are used in a manner to find appropriate people and to share information and train
consistent with the corporation’s work with them more effectively dispersed teams and workforces.
strategy and leveraged as business than if we did not know them Access to expertise: Linkedin and
support and learning tools. at all. Somewhere within that Facebook-style platforms allow
random series of connections lies (and encourage) employees
genuine value to the business, as to post information about
employees exchange information themselves, their experience,
and make contacts outside and their skills. Because these are
their “normal” sphere of work highly interactive, content can
acquaintances. be pushed to people who have
indicated specific interests.
Access to expertise:
■Business Support
Linkedin and Facebook-
Selecting the appropriate social
style platforms allow (and
media tool depends on many
encourage) employees to post
factors, including corporate
information about themselves,
■Personal and Business use has culture, business needs, etc.
their experience, and their
benefits However, there are a few basic
skills. Because these are highly
Human beings are social animals; functions that organizations need
interactive, content can be pushed
we build communities through to leverage when using social
to people who have indicated
family, school, organizations, media. specific interests or needs.
work, and personal interests. We Collaboration:
create networks of people with Tools that allow people to meet
whom we have personal contact, and share documents, and give
and we frequently turn to these presentations, etc. This can include
contacts when we need advice or text, video, audio, and other
information. combinations of functions. This
It’s no different in the work can be accomplished through file
environment; when we make sharing sites and communication
personal contact with someone, tools, such as Skype, WebEx, or
that association makes it much GoToMeeting, etc.
2

3. GLOBALINX CORP.
International Training Consultants Newsletter - Spring2012
☆Proposals from the consultants☆
②Case Study: Mentoring Program - Mark Beresford
■Client Overview
This client is one of the largest de-
sign and construction companies
in Japan, with ongoing projects in
many regions around the world.
■Project Overview
This client recruited a group
of young, foreign construction
engineers and project manag-
ers as part of their strategic plan
to strengthen their position in
foreign markets, and manage
overseas projects more effectively.
They recognized that the project
management methods used in
the local market and overseas had
significant differences: these new
recruits were to become a kind of
bridge between the two sides.
It was decided to have the senior
local staff train the new recruits in
the ways of working employed at
the head office so that when this
group was mobilized overseas Train the participants:
they could more easily interface Globalinx designed pre-mentoring
with head office and eliminate workshops to train both mentors ■Results
confusion, mistakes and expensive and mentees and thereby prepare The participants reported high
rework. them for entering into a produc- levels of satisfaction with the
tive mentoring relationship. program and the new recruits are
■Globalinx' Role
Globalinx provided a team of train- Tracking tools: now performing well in their new
ing consultants who worked both Globalinx supplied templates, roles.
on site and virtually on this one- worksheets, checklists, and guide- A main reason for the success of
year project. lines to make progress easy to the project was the inclusion of
The project included the following track and evaluate. the consultants from the begin-
work: ning. This level of involvement
Needs Analysis: Monitor and control: allowed the consultants to set
This included the following areas: Globalinx provided ongoing moni- up the program based on best
toring and support of the mentor- practices and to establish clear
•Training objectives and
ing program by supplying a Men- standards of performance both for
experience
tor Program Manager (MPM). the mentors and the mentees. As
•Culture and communication Lessons learned: a result, the mentees were able to
styles The program was evaluated understand their learning objec-
•Mentor selection and assess- against the original objectives and tives and make rapid progress.
ment the lessons learned were docu-
•Mentee readiness assessment mented for future projects.
and preparation
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4. GLOBALINX CORP.
International Training Consultants Newsletter - Spring2012
☆Proposals from the consultants☆
③Searching for Balance in a Fast-Paced Changing World -Joseph Hull
Technology is changing, the ment tips from our seminar that would allow you to focus and
workplace is changing, com- will help you maximize your hours concentrate on these tasks. Set
petition is changing, customer of work in the office. the routine and non-challenging
demand is changing, products Have a To-Do List: tasks during the times of the day
and services are changing, inter- Instead of merely just starting that you feel your energy levels
national relations are changing, with the load of paperwork that are low.
and government regulations are is waiting for you on your desk, If you want to be more productive
changing. Are you changing? Is take a moment to create a to-do and get more done in less time,
your workforce changing? How list, which includes all the tasks then become more conscious of
can you cope with the enormous that you need to finish for today. your time management skills and
amount of change taking place in When making your to-do list, learn how to make better use of
your world and still do your work? make it a point to prioritize those your time.
tasks that would require the most Please contact us if you or your
The answer is good time amount of concentration, focus employees need help managing
management. and resources to be accomplished. time or stress.
Time management is a skill that The least priority should be given
you can develop to help you maxi- to tasks that you consider to be
mize your efficiency, allowing you routine and non-challenging.
to complete all the needed tasks Know Your Highs and Lows:
to be finished within the day and When is your energy level at its
still having some spare time to highest and lowest? As a rule of
relax and unwind with your family thumb, work on complex tasks
or friends. during those periods when your
Here are a couple of time manage- energy levels are high since this
◆Open Seminar Report ◆ Global Training and Human Resource Development
Monitoring and reacting to management trends. He offered
business and learning trends is advice for managing these trends
an important part of developing in various working environments.
effective training and human Fumitaka Komatsu then presented
resource development program. his program for assessing and
On 15th February, Globalinx developing global talent. He has
sponsored an open seminar kindly summarized the key points
free to all HR professionals of his program in the article on the
and traning specialists actively next page.
involved in all aspects of global
Sohei Mori then presented a
training, education, development, agenda was as follows:
nice concise summary of the
learning, and performance 1) Prospecting for project fundamental knowlege and sense
improvement. The open seminar management trends required for global business.
was a great success attracting
2) Investing in global talent Phil Deane rounded off the
over 25 participants representing
various industries from 3) Global business sense afternoon by presenting the
telecommunications, electronics, key competences that must
4) Global communication skills be developed for a successful
automobile, machinery,
pharmaceuticals, and chemicals. Mr. Sakata from the PMIJ gave overseas assignment.
There were 4 guest speakers the opening speech and talked Overall a very successful and
presenting for the session, the about the recent global project enlightening event.
4

5. GLOBALINX CORP.
International Training Consultants Newsletter - Spring2012
■Series "Think about global talent"
What is global talent ? - Fumitaka Komatsu
The word -'globalization or global about managing and developing I say it was our honor to help the
talent', is still widely used in busi- a small leadership group, it’s also people of Japan: our hosts, friends
ness everyday. One of the biggest about developing the talent that and neighbors. “
challenges facing companies all lies in everyone in the company It is very important to remember
over the world is building and and in its relationships with sup- that everyone can contribute –
sustaining a strong talent pipeline. pliers, customers and others who which makes diversity all the more
Not only do businesses need to support the company. If compa- important. Everybody is talented.
adjust to shifting demographics nies agree that talent is abundant,
and work force preferences, but then their major task is to discover
they must also build new capa- it and develop it, internally or
bilities and revitalize their orga- externally. An example of this
nizations whilst investing in new happened in the days following
technologies, globalizing their the Great East Japan Earthquake
operations and contending with an anonymous former member
new competitors. of the Japan Ground Self-Defense
Fumitaka Komatsu shares his Force (JGSDF) began making plans
insights and describes his experi- to personally express his gratitude
ence working overseas. to the United States personnel
------------------------------------ involved in Operation Tomodachi.
Let’s first think for a moment He named his plan ‘Operation ◆Profile of Fumitaka Komatsu◆
about the definition of ‘global Arigatou.’ The former JGSDF mem- After graduating from Waseda
talent’. At present most compa- ber created a group on a Japanese University Department of Science
nies reserve the word ‘global’ for social networking site to share the and Engineering, Mr. Komatsu
region and the range of work. details of his plans and enlist the joined Fuji Xerox Co., Ltd. as a sales
‘Talent’, we argue, is all around help of other users in translating representative. After studying at
us waiting to be unleashed and a thank you letter into English. International University of Japan
should not be seen as a rare qual- He planned to personally thank, in the internal studying abroad
ity, but a diverse, multifaceted one and deliver a copy of the letter to, program, his position with the
that exists in everyone; it is abun- everyone involved in Operation company changed to program
dant. Tomodachi. manager in the joint product
Talent should be seen as all of the Before returning home he made development division with Xerox
individual and collective capaci- his way to a nearby beach and US. He enrolled in finance and
ties to generate sustainable value used driftwood to write out the corporate strategy courses at UC
that exists in the workforce. In message ‘ARIGATO’ (Thank you) as Berkeley School and Tokyo Metro-
this sense, talent is not a singular a final message of thanks. After- politan University. He developed
quality existing in an individual wards he wrote on his blog that his original training program and
at a single time, nor is it the indi- he wasn’t expecting the message established KFS Consulting in
vidual skill required to do a par- to be noticed: However, some 2000.
ticular task. It is what everyone has days later he was informed of a
contributed towards meeting the letter written by the commanding
company’s goals. The company’s officer of Operation Tomodachi. It
definition of talent will depend on read, “As we flew over the beach
the changing opportunities and I looked down and noticed the
challenges it faces. So talent is not Japanese word 'Arigato' spelled
an absolute quality. It depends out using 20 to 30 foot pine trees
what it’s needed for. that were knocked down by the
We see talent as abundant, not tsunami. I was deeply moved and
scarce. ‘Global talent ’ is not only can speak for all U.S. forces when
5

6. GLOBALINX CORP.
International Training Consultants
Consultative Training Approach
Established in 1968, GLOBALINX now provides
consulting, training, coaching and online
learning services to a wide range of multinational
corporation and government agencies.
Our services are designed to improve and develop
communication skills, workplace management,
and leadership capabilities of employees working
in global business environments.
We develop the true potential of individuals,
enhancing their ability to work in multicultural
teams, manage global projects, and successfully
communicate and implement global business
strategies.
GLOBALINX CORP.
TEL: 81-3-5297-8243
E-mail: info@globalinx.co.jp
URL: www.globalinx.co.jp