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Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
Global Talent: Selection, Management and Leadership
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Global Talent: Selection, Management and Leadership

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Psychological Associates’ Dr. Ann Beatty recently gave a presentation to the Washington University Olin Business School’s Executive MBA students about Global Talent: Selection, Management, and …

Psychological Associates’ Dr. Ann Beatty recently gave a presentation to the Washington University Olin Business School’s Executive MBA students about Global Talent: Selection, Management, and Leadership. The presentation is relevant for any company that is currently working on a global scale or that is considering broadening its reach.

In today’s fast-paced and global business environment, executives must navigate the opportunities and challenges of a multicultural workforce where distance is not the only differentiator. Dr. Beatty utilizes a client case study to explore these differences and demonstrate how companies can profit from the use of specific strategies to build a successful team.

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  • 1. Global Talent Selection, Management, and Leadership Ann Beatty, Ph.D. President, Psychological Associates September 2012 Copyright © Psychological Associates® 2012Copyright © Psychological Associates® 2012 1
  • 2. It’s a small, small world. (and only getting smaller)  Technologies in social media, transportation, and telecommunications are bringing us closer together.  It is critical for organizations to recruit, develop, and retain multicultural leaders who can skillfully navigate both the opportunities and challenges of a more connected world.Copyright © Psychological Associates® 2012 2
  • 3. Globalization “It has been said that arguing against globalization is like arguing against the laws of gravity.” ~ Kofi Annan Secretary-General of the United Nations from 1997 to 2006Copyright © Psychological Associates® 2012 3
  • 4. A Connected World  Leaders must navigate multicultural opportunities and challenges • Navigate both multicultural workforce and multicultural customers • A company’s leadership should represent those diversities  Distance is not the only separator • Team members and customers have varied cultures, histories, politics, economies, religions, and values McKinsey Global Institute, “Urban world: Mapping the economic power of cities,” March 2011Copyright © Psychological Associates® 2012 4
  • 5. A Connected World  Economic activity is shifting from Europe and North America to markets in Africa, Asia, and Latin America – McKinsey Global Institute research indicates 400 midsize emerging-market cities will generate almost 40% of global growth over the next 15 years – Talent in emerging economies is scarce, expensive, and hard to retain McKinsey Global Institute, “Urban world: Mapping the economic power of cities,” March 2011Copyright © Psychological Associates® 2012 5
  • 6. Benefits and Challenges of a Global Workforce Copyright © Psychological Associates® 2012Copyright © Psychological Associates® 2012 6
  • 7. Benefits of a Global Workforce  Collaboration of different perspectives, ideas, and viewpoints  Better understanding of local customers and business environments  Access to new customer markets, suppliers, and partners  Capture economies of scaleCopyright © Psychological Associates® 2012 7
  • 8. Challenges of a Global Workforce Price Waterhouse Coopers survey of U.S. and European executives say top challenges when managing across countries are:  Cultural differences  Differences in business practices  Remote headquarters  Labor laws Rod, OD Practitioner, Vol 44 No. 1, 2012Copyright © Psychological Associates® 2012 8
  • 9. Cultural Differences How can cultures differ?  4 dimensions on which cultures vary: – Individualism • Extent to which people emphasize personal vs. group goals – Power Distance • Perceived distance between those high in power and those low in power – Uncertainty Avoidance • Emphasis on adhering to social norms, bureaucratic practices, and maintaining stable employment – Femininity-Masculinity • Reflect the level of gender role differentiation in the society Erez, Cross-Cultural and Global Issues in Organizational Psychology, Handbook of Industrial and Organizational Psychology, 2012Copyright © Psychological Associates® 2012 9
  • 10. Cultural Differences So what?  People in different cultures are going to perform and be motivated in different ways – Ex. Employees in lower power distance cultures experience self-worth and well-being by having a higher level of work autonomy and being involved in the decision making process, while employees in higher power distance cultures accept the inequality in the workplace and are expected to follow instructions and obey their boss Erez, Cross-Cultural and Global Issues in Organizational Psychology, Handbook of Industrial and Organizational Psychology, 2012Copyright © Psychological Associates® 2012 10
  • 11. A Look Inside the Differences A consultant asked executives at a successful Asian-headquartered bank the same question… “Considering for the moment only our current set of employees, where do we devote development resources to get the leadership talent we will need in the next three to five years?”  Singaporeans: Most talented employees – they will bring us the farthest the fastest  Malaysians: Mid-level performers – better tap the unrealized potential  Indonesians: Lowest performers – or they will create a drag on growth prospects Sweetman, HBR Blog Network, Jan. 24, 2012Copyright © Psychological Associates® 2012 11
  • 12. How Do You Navigate the Global Environment? Copyright © Psychological Associates® 2012Copyright © Psychological Associates® 2012 12
  • 13. Copyright © Psychological Associates® 2012 13
  • 14. Recruiting Multicultural Talent Multicultural leadership is most often associated with multinational corporations (MNCs)  Take a more deliberate approach to sourcing and developing talent across class, religion, academic field, and other backgrounds  National corporations will need to do more to attract and retain the most promising talent  Structure programs that expose promising talent to new geographies and cultures Soo, HBR Blog Network, Jan. 17, 2012Copyright © Psychological Associates® 2012 14
  • 15. Building a Multicultural Workforce What steps should a company take?  Focus recruiting efforts to bring multicultural candidates to the company – Adjusting employer brand messaging, diversifying recruiting sources, adjusting selection criteria  Make multicultural experiences an explicit part of the career path conversations and performance reviews  Build multicultural elements into management training programs  Launch structured mobility programs  Integrate multicultural insights into business decisions and strategy Soo, HBR Blog Network, Jan. 17, 2012Copyright © Psychological Associates® 2012 15
  • 16. Multicultural Leadership Skills What are required?  Global mindset – Able to interpret and decode situations from multiple, and sometimes competing, points of view – Insatiable interest to learn about other cultures – Care to understand others’ perspectives – Knowledgeable about global economic and political issues – Nurture relationships  Global entrepreneurship – Create new forms of value by bridging people and resources  Global citizenship – Contribute to the multiple contexts in which they operate – Don’t exploit one community to benefit another – Find solutions that create multidirectional value Cabrera, HBR Blog Network, April 19, 2012Copyright © Psychological Associates® 2012 16
  • 17. Global Leadership Characteristics  Ambition and drive  Adaptability  Ability to read non-verbal and verbal signals  Active listening  Tuning into different styles of communication  Conscious and aware of personal impact  Intellectual curiosity  Ability to shift perspectives and learn  Openness to influence  Touch of stamina and desire to grow as a person Rod, OD Practitioner, Vol 44 No. 1, 2012Copyright © Psychological Associates® 2012 17
  • 18. Case Study Copyright © Psychological Associates® 2012Copyright © Psychological Associates® 2012 18
  • 19. What is the company’s goal? To become the global leader in its field: A well diversified, brand-building powerhouse of unrivaled creativity and innovation.Copyright © Psychological Associates® 2012 19
  • 20. A Change in Leadership  New president and CEO – Implements organizational changes • Including growing global reach – Passionate about measuring results • Business • Human capitalCopyright © Psychological Associates® 2012 20
  • 21. Measuring Capabilities  Prior to new leader, no pure measurement of human capital existed – No 360 – No performance management system – No programmatic leadership development  Solution: Collaboration and teamwork is the only way the new organization will work – 360 assessments for all top management is out of the question  Psychological Associates brought on board to create a method to measure performance AND facilitate developmentCopyright © Psychological Associates® 2012 21
  • 22. The Team System RSI: Relationship System Intelligence  Focus on multicultural team as a system, not individual members – Each member is a voice of the relationship system – By “hearing” all of the voices, the system begins to understand itself – As the system is revealed to itself, it will self adjust to move forward to create alignment in the process – System is naturally creative and generative • Has answers within itself • Learns to lean into inherent wisdom and capabilities Rod, OD Practitioner, Vol 44 No. 1, 2012Copyright © Psychological Associates® 2012 22
  • 23. Talent Management Framework  Creates a common language throughout the company  Utilized corporate, regional, brand, functional strategies – Outlined goals, aspirations, capabilities required  How are these achieved?Copyright © Psychological Associates® 2012 23
  • 24. Our High-Performance Model24Copyright © Psychological Associates® 2012 24
  • 25. The Process Action Data Gathering Team Action Assessment and Analysis Planning ReviewsCopyright © Psychological Associates® 2012 25
  • 26. Company’s Global Teams  The areas of strength and developmental opportunities are strikingly similar across teams – Points to the strength of the overall organizational culture  While certain teams are rated higher overall, the highest rated and lowest rated items within each team are very similar when comparing across different regions.  However, notable differences did arise that were indicative of cultural differences. – Ex. Asian team members tend to respond to items in a way that is reflective of a lower degree of dominance and assertiveness than their counterparts.Copyright © Psychological Associates® 2012 26
  • 27. Company’s Global Teams  What can lead to differences we see? – Experiences within the work environment • Does the organizational culture, leader, and reward system “fit” certain cultures better than others? – Cultural variances with regard to hierarchy and collaboration • Certain cultures may prefer teamwork more than others and perform better in a team environment – Response bias: Different cultures are predisposed to varying rating strategiesCopyright © Psychological Associates® 2012 27
  • 28. Where is the Company Now? Experiencing global expansion and innovation  Increase in net sales  New product lines launched for various global regions  Regional research and development centers openingCopyright © Psychological Associates® 2012 28
  • 29. “We must ensure that the global market is embedded in broadly shared values and practices that reflect global social needs, and that all the worlds people share the benefits of globalization.” ~ Kofi Annan Secretary-General of the United Nations from 1997 to 2006Copyright © Psychological Associates® 2012 29
  • 30. Thank you! Copyright © Psychological Associates® 2012Copyright © Psychological Associates® 2012 30

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