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Author of Globally Distributed Teams
https://www.amazon.in/Organizational-Citizenship-Behaviour-Distributed-
Teams/dp/3659360953
• Author
• Blogger
• Speaker
• Corporate
Trainer &
• Corporate
Strategist
Dr. Harry CD
harrycd2011@gmail.com
Collated by
Introduction
When companies stake their growth
strategies on global expansion and
pursuit of new markets, their ability to
forge a human capital strategy and HR
capability that is both globally consistent
and locally relevant will be critical to
success
Introduction
Executing a global business strategy requires
 having the right talent in the right places;
 specialized leadership skills—managing the work of
people with different backgrounds and customs.
 Different kinds of organizational and governance
structures
 Capabilities and competencies to operate as a
global company rather than just a company that
happens to have a lot of different locations around
the world.
Putting all those pieces together into a coherent, global
human capital strategy—covering (talent, leadership,
culture, workplace ethics, people practices and
organizational structures) is all about global HR.
????
Many Western companies that are focused on growth in
emerging markets struggle, for example, with putting the
right local management in the right places. For reasons
of comfort and confidence, companies may wish to staff
overseas operations with executives from the head
office.
Global Mind-Set
Global mind-set is the use of broad
and multiple perspectives as well as
the ability to balance between
contradictions, value diversity, foster
teamwork, and exhibit openness.
As defined by Evans, Pucik, and Barsoux (2002), a
global mindset is a set of attitudes that predispose
individuals to cope constructively with competing
priorities (for example global versus local priorities)
rather than advocating one dimension at the expense
of others.
A key concept of global mindset is the ability to accept
and work with cultural diversity (Evans et al., 2002).
Why a Global Mind-set
Globalisation and digital transformation are breaking
down international barriers and bringing different
cultures closer together. Leaders who have a ‘global
mindset’ are aware of the diversity across different
countries and cultures, and of how activities in one
area can impact another. They are adept at spotting
patterns across territories and markets. They tend to
be quite open to global opportunities and aware of he
challenges different territories might present.
For a company to execute globally, its governance structures must
allow more decisions to be made locally in areas into which it is
expanding.
The company must create processes and ways of working that
encourage innovation at the local level; this is especially critical in
industries for which understanding consumer tastes and
preferences within a distinct market is important.
Equally important, leaders must be drawn not only from where the
company has historically done business but also from areas where
there is significant market potential.
Processes and governance structures should be redesigned to put
more decision making into the hands of managers in those new
markets.
Diversity of board makeup is also important. The board
of directors at MasterCard, for example, includes
executives from the United Kingdom, India, the United
States, Mexico, Belgium and Hong Kong. Philip Morris
International Management’s board includes members
not only from the United States and Europe but also
from Mexico and China. These leadership structures
reflect a company’s global character and market
intentions rather than its more parochial origins.
Leadership development is also critical; the next
generation of executives needs to be exposed to other
cultures and receive training in global management.
The approach was successful for several reasons.
More people were willing to sign up for shorter
postings, countries were more willing to grant work
visas for that kind of arrangement, and there was less
concern about someone coming into a unit and
competing with local talent.
“Plus,” says Dalzell, “the unintended consequence
was that they came home keen to share the incredible
experiences they had and what they had learned. So
it sparked an enthusiasm and an energy that we could
not have created ourselves.”
Where companies can start
A globally integrated, locally
customized talent and HR strategy
demands a combination of centralized,
global standards and services coupled
with distributed, highly trained experts.
Our research suggests a clear set of
starting points:
Our global survey shows that 81 percent of large organizations
(10,000 employees or more) report that implementing an HR
global operating model is “urgent” or “important” today. This
urgent need aligns with our research into ways to create a high-
impact HR operating model that combines global integration
with local optimization.
Key features of this model include:
•Implementing a global technology platform that provides
common HR standards, frameworks, and tools
•Empowering local teams to innovate and to customize
corporate programs
•Defining HR success not simply in terms of cost-cutting, but by
HR’s ability to drive business performance and growth
A HIGH-IMPACT GLOBAL HR OPERATING MODEL
•Leverage global technology: Implement a common global
technology platform to support the global HR organization and
offer easy-to-use self-service capabilities to managers and
employees.
•Rationalize core global services: Establish a core set of
services for HR administration and talent communities of
expertise. Encourage communities of expertise to learn from
local business partners to determine leading practices in the
field.
•Encourage country initiatives within global processes:
Once global processes, roles, and expectations are created,
expand the team to include communities of expertise and let
local HR leaders create, customize, and deliver local programs.
They can leverage the corporate infrastructure and standards to
optimize talent strategies and HR programs in each business and
geography, driving impact at the country level.
Create deep specialists: Reduce the need for HR generalists
and move them into the role of HR specialists, focused on
recruiting, organizational development, employee relations,
and compensation. These specialists can be located in or
assigned to the business, but they should operate as a “network
of expertise,” sharing skills with each other.
Build HR “skill masters”: Invest in training, certifying, and
developing the HR team to ensure that each member knows
how to use all tools and data and feels connected to the larger
community of leading practices and new ideas in the
marketplace. Deep expertise belongs in HR no less than in
other functions.
Bottom line
Global integration and local optimization are twin
goals attainable through global technology
platforms and proper role and process definition.
Global consistency and standards ensure
efficiency and scale; local flexibility drives agility,
growth, and employee engagement. Both are
necessary to develop an HR organization that is
globally “fit for purpose.”
Ability to deliver on this need
To lead the transformation of HR, the organization hired
leaders and staff from the outside with experience doing
similar projects for other large global companies. The
program was ambitious. During the initial phase, an intense,
thorough review of all HR systems confirmed the presence of
a wide variety of unintegrated technological solutions and an
unusually high-touch, local HR service delivery model—even
by the standards of its industry. Based on this review, the
company developed a design for a standard global HR
operating platform supported by regional shared service
centers.
HR Transformation – A case Study
A senior team of project managers focused on both global and
local priorities—including designing new HR processes at both
levels, building regional HR shared services centers,
implementing global HR systems, and redesigning the
operating model with a global emphasis.
Larger countries participate fully in the new “targeted operating
model,” which includes shared services. Smaller countries use
an “express” version supported by a more locally delivered
Workday solution.
With this global model in place, the initial phase of
implementation focused on compliance, access to global HR
data, platform rationalization, and associated cost reduction.
Talent acquisition and management are much more complex in
an international environment. Consider a UK-based company
operating in India.
Personnel to be managed will include nationals from the parent
country, host-country nationals and third-country nationals who
might come from anywhere. Trying to truly standardize grade
scales and terms of employment in that environment is difficult;
for example, expatriates may need to be paid partly in the local
currency and partly in their home currency.
Unless job grading and pay formulas are clear, fair and well
understood, difficulties may arise among staff doing similar work
in different countries.
Performance management can be an issue as well. For
example, in many developing nations, labor—even
skilled knowledge workers—is plentiful and available at
low cost, which then generates a number of
assumptions about employee sourcing and
development.
Motivational philosophies in some Asian cultures may
include demotions for perceived subpar performance.
Such a policy may not export very well to developed
economies, where demotions are more often perceived
as a step toward dismissal, not a motivational tactic.
From a governance perspective, globalization
strategies usually follow a predictable course. As
companies expand beyond their original markets,
they first move from a structure with a dominant
global headquarters to one that replicates essential
functions—marketing, sales, distribution,
manufacturing and so on—within each country of
operations.
By giving each region the ability to pay, reward
and develop people differently, HR processes
and functions themselves can end up
compromising the global strategy rather than
enabling it. In a local market, for example,
regional or national policies can undermine a
company’s reputation as a good place to work.
So in the current globalization phase, most
multinational executives are turning to a management
structure that combines the benefits of globally
consistent policies on the one hand and local relevance
on the other.
In other words, they have an HR approach that is
both super global and super local.
When value is driven by consistency and standardized
operations (HR transactions, for example, or training that
provides a functional workforce with common skills), a company
needs global policies, services and technology platforms. But
when value is driven by the needs and variations of specific
markets—sourcing talent, motivating, rewarding—a company
needs to be intensely local in its focus.
Ultimately, the goal is to create an HR capability
that moves as fast as, or faster than, the business
so that the structures needed to get the right
people in the right places to seize local market
opportunities anywhere in the world don’t
constrain the business.
Leverage shared services platforms –A Case Study
Take the case of London-based Diageo, the global premium beverages company with
offices in 80 countries and a presence in approximately 180 markets. The company
continuously evaluates market growth opportunities while also protecting its core
business. It has been especially innovative in redesigning the HR operating model it
needs to execute this strategy effectively by creating a more agile workforce and a
more responsive business.
One essential part of this work involved becoming super global: defining consistent
and standardized processes and consolidating transaction processing to create HR
services flexible enough to adapt as the company grew. Diageo also sought to create
the appropriate types of HR operating models for different markets; some are well
developed and big enough that shared services across multiple HR functions would
meet a range of economic and customer service requirements.
Diageo did this by using a customized shared services model that
not only provides more consistent service to employees around the
world but also can be quickly adapted to meet unique local market
requirements.
Indeed, in only seven months, the company had two centers up
and running—one in Europe and one in North America—that
serve as the virtual hubs for Diageo’s hub-and-spoke model.
From these centers, HR services can now be provided faster and
more consistently to the company’s employees, wherever they are.
A knowledge repository, for example, helps standardize functions
and materials, and helps process transactions consistently and in
compliance with local laws.
The centers also help Diageo navigate complex data protection and
privacy laws across borders. One of the services made available to
Diageo as part of these new HR capabilities is an electronic
employee filing system. This provides greater data security that
meets requirements in both the European Union and North
America, and it provides easier access to employee information for
the service centers to support HR personnel across dispersed
locations.
The initial focus of the shared services centers was on the company’s
markets in the United Kingdom and North America. However,
additional countries have now been brought into the new HR
support model, including 15 in Latin America and the Caribbean.
Diageo is also now working to evolve the structure and coverage of
its shared services centers to meet growing business and economic
demands.
These are uncertain times. Never has that statement
been more pertinent in 2017 which played host to
seismic political events such as Brexit and the
election of Donald Trump to the US presidency. This
allied to a sluggish global economy presents plenty of
challenges for multinational firms operating across
the globe. The acronym VUCA which stands for
volatility, uncertainty, complexity and ambiguity is a
trendy management term that perfectly encapsulates
the conditions that many multinationals are operating
under.
Top Challenges Facing HR Of Global Firms
Only 32% of organizations believe that
they are effective in building global
capabilities in their leaders, there is a
crunch in the capabilities of the leadership
talent pool.
Time in-availability, inadequate follow up
and lack of re-inforcement are few of the
factors that register as key obstacles for
global leadership development programs.
Developing Global Skills
59% feel that self development is critical for global
leaders in an organization, 43% feel that formal
mentoring and coaching is very effective for leadership
development and it has become imperative for
organizations to train their leaders on to develop global
skills.
Participation in cross functional teams rated as the
most effective by 57.1%
Someone from Brazil, for example, might characterize people
in the U.S. as cautious and methodical while someone from
Japan might describe Americans as spontaneous and
impulsive.
A young man in Seoul who explained that, in that work culture, it would
be a sign of disrespect to walk quickly down the hallway past a slower-
moving but more-senior manager who was ahead of him. In India, it is
considered disrespectful for a junior employee to tell a manager if there
are problems.
Understanding Different Cultures
Speaking at the 2017 HRD Summit in Birmingham, Steensma described a
global mindset as being made up of certain skills that open a person up
to understanding other people. "It's an openness to diversity across different
cultures, to be able to adjust to different environments, and being a bridge
builder," she said. "That's important, because we are all becoming more
global, not less so, so having this global mindset is a critical skill."
Explicit culture is signaled by such things as
language, food, architecture, dress and music and by
how people work, including attitudes about
punctuality, negotiation styles, decision-making
patterns and management techniques
Implicit culture is reflected in how work
relationships are characterized, such as whether
individual or group dynamics take precedence in
decision-making, whether the culture is
hierarchical or egalitarian, and whether
relationships must be established before or after
entering into a project.
Can you develop a global mind-set?
Actually creating a global mind-set is more
sophisticated.
 It is about developing an approach that makes
the most of doing business in a global economy.
 It requires specific skills and behaviours.
 These can be developed through a variety of
methods including coaching, online
collaboration and self-directed learning.
Global Mindset - A 2020 HR Competency
•Intellectual capital:
Global business savvy,
cognitive complexity,
cosmopolitan outlook
•Psychological capital:
Passion for diversity, quest
for adventure, self-
assurance
•Social capital:
Intercultural empathy,
interpersonal impact,
diplomacy
In Leading across borders - inclusive thinking
in an interconnected world, Ernst & Young
identify three things that leaders can do differently
now:
1.Think differently: collaborate in the face of
uncertainty.
2.Learn differently: seek out different
experiences.
3.Act differently: sponsor people who are not like
you.
Managing ‘Global English’
*Slow down when speaking, especially on the phone, to give the person time
to process your message. Be OK with silence as your colleague absorbs what
you have said.
*Simplify your words and speak in phrases to better communicate your
message.
*Avoid slang, acronyms and sports terms. U.S.-based organizations often use
baseball terms—“off base,” “out of left field,” “hit a home run”—but the
meanings may get lost in translation for someone in another country.
*Tone down your voice; never shout.
*Remain formal in how you address your colleague. For example, use his or
her honorifics or full name unless otherwise directed.
*Ask about language terms you don’t understand, and learn 10 basic phrases
in the colleague’s language.
• Organize written communication in bullet points, especially if
you are requesting a response.
• Avoid using double negatives and asking yes/no questions,
and tune into context and nonverbal cues.
• In some cultures, a “yes” answer could mean yes, no or
maybe, if the cultural norm is to avoid confrontation and
maintain harmony and if deadlines are viewed as
suggestions, Foster said.
• Instead of asking if work will be done by a given date, clearly
state the outcome if the deadline is not met: “If I don’t get the
report by Tuesday, we lose the customer.”
Developing Global-Minded Leaders to Drive High
Performance
•Global development that begins with first-level leaders or
individual contributors fuels success. Delaying such efforts until
candidates reach higher leadership levels has a negative effect
on development effectiveness.
•Business and financial acumen are fundamental capabilities
for leaders; social skills are the real differentiators in the global
environment.
•Experience is a powerful teacher. Active, experiential learning
transcends on-the-job training and builds global leaders.
•Global mindset is a distinctive characteristic of effective global
leaders. Embracing cross-cultural diversity and driving
collaborative relationships within and beyond organizations are
hallmarks of this evolved perspective.
Local Mindset Global Mindset Personal
Characteristics
• Functional
expertise
• Priorization
• Structure
• Individual
responsibility
• Predictability
• Trained against
surprises
• Broad and multiple
perspectives
• Duality - balance
between
contradictions
• Process
• Teamwork and
diversity
• Change as
opportunity
• Open to what is new
• Knowledge
• Conceptual
ability
• Flexibility
• Sensitivity
• Judgment
• Learning
THANK YOU!

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Global mindset for global organizations - HR Response

  • 1. Author of Globally Distributed Teams https://www.amazon.in/Organizational-Citizenship-Behaviour-Distributed- Teams/dp/3659360953 • Author • Blogger • Speaker • Corporate Trainer & • Corporate Strategist Dr. Harry CD harrycd2011@gmail.com Collated by
  • 2. Introduction When companies stake their growth strategies on global expansion and pursuit of new markets, their ability to forge a human capital strategy and HR capability that is both globally consistent and locally relevant will be critical to success Introduction
  • 3.
  • 4. Executing a global business strategy requires  having the right talent in the right places;  specialized leadership skills—managing the work of people with different backgrounds and customs.  Different kinds of organizational and governance structures  Capabilities and competencies to operate as a global company rather than just a company that happens to have a lot of different locations around the world.
  • 5. Putting all those pieces together into a coherent, global human capital strategy—covering (talent, leadership, culture, workplace ethics, people practices and organizational structures) is all about global HR. ???? Many Western companies that are focused on growth in emerging markets struggle, for example, with putting the right local management in the right places. For reasons of comfort and confidence, companies may wish to staff overseas operations with executives from the head office.
  • 6. Global Mind-Set Global mind-set is the use of broad and multiple perspectives as well as the ability to balance between contradictions, value diversity, foster teamwork, and exhibit openness.
  • 7. As defined by Evans, Pucik, and Barsoux (2002), a global mindset is a set of attitudes that predispose individuals to cope constructively with competing priorities (for example global versus local priorities) rather than advocating one dimension at the expense of others. A key concept of global mindset is the ability to accept and work with cultural diversity (Evans et al., 2002).
  • 8. Why a Global Mind-set Globalisation and digital transformation are breaking down international barriers and bringing different cultures closer together. Leaders who have a ‘global mindset’ are aware of the diversity across different countries and cultures, and of how activities in one area can impact another. They are adept at spotting patterns across territories and markets. They tend to be quite open to global opportunities and aware of he challenges different territories might present.
  • 9. For a company to execute globally, its governance structures must allow more decisions to be made locally in areas into which it is expanding. The company must create processes and ways of working that encourage innovation at the local level; this is especially critical in industries for which understanding consumer tastes and preferences within a distinct market is important. Equally important, leaders must be drawn not only from where the company has historically done business but also from areas where there is significant market potential. Processes and governance structures should be redesigned to put more decision making into the hands of managers in those new markets.
  • 10. Diversity of board makeup is also important. The board of directors at MasterCard, for example, includes executives from the United Kingdom, India, the United States, Mexico, Belgium and Hong Kong. Philip Morris International Management’s board includes members not only from the United States and Europe but also from Mexico and China. These leadership structures reflect a company’s global character and market intentions rather than its more parochial origins. Leadership development is also critical; the next generation of executives needs to be exposed to other cultures and receive training in global management.
  • 11. The approach was successful for several reasons. More people were willing to sign up for shorter postings, countries were more willing to grant work visas for that kind of arrangement, and there was less concern about someone coming into a unit and competing with local talent. “Plus,” says Dalzell, “the unintended consequence was that they came home keen to share the incredible experiences they had and what they had learned. So it sparked an enthusiasm and an energy that we could not have created ourselves.”
  • 12. Where companies can start A globally integrated, locally customized talent and HR strategy demands a combination of centralized, global standards and services coupled with distributed, highly trained experts. Our research suggests a clear set of starting points:
  • 13. Our global survey shows that 81 percent of large organizations (10,000 employees or more) report that implementing an HR global operating model is “urgent” or “important” today. This urgent need aligns with our research into ways to create a high- impact HR operating model that combines global integration with local optimization. Key features of this model include: •Implementing a global technology platform that provides common HR standards, frameworks, and tools •Empowering local teams to innovate and to customize corporate programs •Defining HR success not simply in terms of cost-cutting, but by HR’s ability to drive business performance and growth A HIGH-IMPACT GLOBAL HR OPERATING MODEL
  • 14. •Leverage global technology: Implement a common global technology platform to support the global HR organization and offer easy-to-use self-service capabilities to managers and employees. •Rationalize core global services: Establish a core set of services for HR administration and talent communities of expertise. Encourage communities of expertise to learn from local business partners to determine leading practices in the field. •Encourage country initiatives within global processes: Once global processes, roles, and expectations are created, expand the team to include communities of expertise and let local HR leaders create, customize, and deliver local programs. They can leverage the corporate infrastructure and standards to optimize talent strategies and HR programs in each business and geography, driving impact at the country level.
  • 15. Create deep specialists: Reduce the need for HR generalists and move them into the role of HR specialists, focused on recruiting, organizational development, employee relations, and compensation. These specialists can be located in or assigned to the business, but they should operate as a “network of expertise,” sharing skills with each other. Build HR “skill masters”: Invest in training, certifying, and developing the HR team to ensure that each member knows how to use all tools and data and feels connected to the larger community of leading practices and new ideas in the marketplace. Deep expertise belongs in HR no less than in other functions.
  • 16. Bottom line Global integration and local optimization are twin goals attainable through global technology platforms and proper role and process definition. Global consistency and standards ensure efficiency and scale; local flexibility drives agility, growth, and employee engagement. Both are necessary to develop an HR organization that is globally “fit for purpose.”
  • 17. Ability to deliver on this need
  • 18.
  • 19.
  • 20. To lead the transformation of HR, the organization hired leaders and staff from the outside with experience doing similar projects for other large global companies. The program was ambitious. During the initial phase, an intense, thorough review of all HR systems confirmed the presence of a wide variety of unintegrated technological solutions and an unusually high-touch, local HR service delivery model—even by the standards of its industry. Based on this review, the company developed a design for a standard global HR operating platform supported by regional shared service centers. HR Transformation – A case Study
  • 21. A senior team of project managers focused on both global and local priorities—including designing new HR processes at both levels, building regional HR shared services centers, implementing global HR systems, and redesigning the operating model with a global emphasis. Larger countries participate fully in the new “targeted operating model,” which includes shared services. Smaller countries use an “express” version supported by a more locally delivered Workday solution. With this global model in place, the initial phase of implementation focused on compliance, access to global HR data, platform rationalization, and associated cost reduction.
  • 22. Talent acquisition and management are much more complex in an international environment. Consider a UK-based company operating in India. Personnel to be managed will include nationals from the parent country, host-country nationals and third-country nationals who might come from anywhere. Trying to truly standardize grade scales and terms of employment in that environment is difficult; for example, expatriates may need to be paid partly in the local currency and partly in their home currency. Unless job grading and pay formulas are clear, fair and well understood, difficulties may arise among staff doing similar work in different countries.
  • 23. Performance management can be an issue as well. For example, in many developing nations, labor—even skilled knowledge workers—is plentiful and available at low cost, which then generates a number of assumptions about employee sourcing and development. Motivational philosophies in some Asian cultures may include demotions for perceived subpar performance. Such a policy may not export very well to developed economies, where demotions are more often perceived as a step toward dismissal, not a motivational tactic.
  • 24. From a governance perspective, globalization strategies usually follow a predictable course. As companies expand beyond their original markets, they first move from a structure with a dominant global headquarters to one that replicates essential functions—marketing, sales, distribution, manufacturing and so on—within each country of operations.
  • 25. By giving each region the ability to pay, reward and develop people differently, HR processes and functions themselves can end up compromising the global strategy rather than enabling it. In a local market, for example, regional or national policies can undermine a company’s reputation as a good place to work.
  • 26. So in the current globalization phase, most multinational executives are turning to a management structure that combines the benefits of globally consistent policies on the one hand and local relevance on the other. In other words, they have an HR approach that is both super global and super local.
  • 27. When value is driven by consistency and standardized operations (HR transactions, for example, or training that provides a functional workforce with common skills), a company needs global policies, services and technology platforms. But when value is driven by the needs and variations of specific markets—sourcing talent, motivating, rewarding—a company needs to be intensely local in its focus.
  • 28. Ultimately, the goal is to create an HR capability that moves as fast as, or faster than, the business so that the structures needed to get the right people in the right places to seize local market opportunities anywhere in the world don’t constrain the business.
  • 29. Leverage shared services platforms –A Case Study Take the case of London-based Diageo, the global premium beverages company with offices in 80 countries and a presence in approximately 180 markets. The company continuously evaluates market growth opportunities while also protecting its core business. It has been especially innovative in redesigning the HR operating model it needs to execute this strategy effectively by creating a more agile workforce and a more responsive business. One essential part of this work involved becoming super global: defining consistent and standardized processes and consolidating transaction processing to create HR services flexible enough to adapt as the company grew. Diageo also sought to create the appropriate types of HR operating models for different markets; some are well developed and big enough that shared services across multiple HR functions would meet a range of economic and customer service requirements.
  • 30. Diageo did this by using a customized shared services model that not only provides more consistent service to employees around the world but also can be quickly adapted to meet unique local market requirements. Indeed, in only seven months, the company had two centers up and running—one in Europe and one in North America—that serve as the virtual hubs for Diageo’s hub-and-spoke model. From these centers, HR services can now be provided faster and more consistently to the company’s employees, wherever they are. A knowledge repository, for example, helps standardize functions and materials, and helps process transactions consistently and in compliance with local laws.
  • 31. The centers also help Diageo navigate complex data protection and privacy laws across borders. One of the services made available to Diageo as part of these new HR capabilities is an electronic employee filing system. This provides greater data security that meets requirements in both the European Union and North America, and it provides easier access to employee information for the service centers to support HR personnel across dispersed locations. The initial focus of the shared services centers was on the company’s markets in the United Kingdom and North America. However, additional countries have now been brought into the new HR support model, including 15 in Latin America and the Caribbean. Diageo is also now working to evolve the structure and coverage of its shared services centers to meet growing business and economic demands.
  • 32. These are uncertain times. Never has that statement been more pertinent in 2017 which played host to seismic political events such as Brexit and the election of Donald Trump to the US presidency. This allied to a sluggish global economy presents plenty of challenges for multinational firms operating across the globe. The acronym VUCA which stands for volatility, uncertainty, complexity and ambiguity is a trendy management term that perfectly encapsulates the conditions that many multinationals are operating under. Top Challenges Facing HR Of Global Firms
  • 33. Only 32% of organizations believe that they are effective in building global capabilities in their leaders, there is a crunch in the capabilities of the leadership talent pool. Time in-availability, inadequate follow up and lack of re-inforcement are few of the factors that register as key obstacles for global leadership development programs. Developing Global Skills
  • 34. 59% feel that self development is critical for global leaders in an organization, 43% feel that formal mentoring and coaching is very effective for leadership development and it has become imperative for organizations to train their leaders on to develop global skills. Participation in cross functional teams rated as the most effective by 57.1%
  • 35. Someone from Brazil, for example, might characterize people in the U.S. as cautious and methodical while someone from Japan might describe Americans as spontaneous and impulsive. A young man in Seoul who explained that, in that work culture, it would be a sign of disrespect to walk quickly down the hallway past a slower- moving but more-senior manager who was ahead of him. In India, it is considered disrespectful for a junior employee to tell a manager if there are problems. Understanding Different Cultures Speaking at the 2017 HRD Summit in Birmingham, Steensma described a global mindset as being made up of certain skills that open a person up to understanding other people. "It's an openness to diversity across different cultures, to be able to adjust to different environments, and being a bridge builder," she said. "That's important, because we are all becoming more global, not less so, so having this global mindset is a critical skill."
  • 36. Explicit culture is signaled by such things as language, food, architecture, dress and music and by how people work, including attitudes about punctuality, negotiation styles, decision-making patterns and management techniques Implicit culture is reflected in how work relationships are characterized, such as whether individual or group dynamics take precedence in decision-making, whether the culture is hierarchical or egalitarian, and whether relationships must be established before or after entering into a project.
  • 37. Can you develop a global mind-set? Actually creating a global mind-set is more sophisticated.  It is about developing an approach that makes the most of doing business in a global economy.  It requires specific skills and behaviours.  These can be developed through a variety of methods including coaching, online collaboration and self-directed learning.
  • 38. Global Mindset - A 2020 HR Competency •Intellectual capital: Global business savvy, cognitive complexity, cosmopolitan outlook •Psychological capital: Passion for diversity, quest for adventure, self- assurance •Social capital: Intercultural empathy, interpersonal impact, diplomacy
  • 39. In Leading across borders - inclusive thinking in an interconnected world, Ernst & Young identify three things that leaders can do differently now: 1.Think differently: collaborate in the face of uncertainty. 2.Learn differently: seek out different experiences. 3.Act differently: sponsor people who are not like you.
  • 40. Managing ‘Global English’ *Slow down when speaking, especially on the phone, to give the person time to process your message. Be OK with silence as your colleague absorbs what you have said. *Simplify your words and speak in phrases to better communicate your message. *Avoid slang, acronyms and sports terms. U.S.-based organizations often use baseball terms—“off base,” “out of left field,” “hit a home run”—but the meanings may get lost in translation for someone in another country. *Tone down your voice; never shout. *Remain formal in how you address your colleague. For example, use his or her honorifics or full name unless otherwise directed. *Ask about language terms you don’t understand, and learn 10 basic phrases in the colleague’s language.
  • 41. • Organize written communication in bullet points, especially if you are requesting a response. • Avoid using double negatives and asking yes/no questions, and tune into context and nonverbal cues. • In some cultures, a “yes” answer could mean yes, no or maybe, if the cultural norm is to avoid confrontation and maintain harmony and if deadlines are viewed as suggestions, Foster said. • Instead of asking if work will be done by a given date, clearly state the outcome if the deadline is not met: “If I don’t get the report by Tuesday, we lose the customer.”
  • 42. Developing Global-Minded Leaders to Drive High Performance •Global development that begins with first-level leaders or individual contributors fuels success. Delaying such efforts until candidates reach higher leadership levels has a negative effect on development effectiveness. •Business and financial acumen are fundamental capabilities for leaders; social skills are the real differentiators in the global environment. •Experience is a powerful teacher. Active, experiential learning transcends on-the-job training and builds global leaders. •Global mindset is a distinctive characteristic of effective global leaders. Embracing cross-cultural diversity and driving collaborative relationships within and beyond organizations are hallmarks of this evolved perspective.
  • 43. Local Mindset Global Mindset Personal Characteristics • Functional expertise • Priorization • Structure • Individual responsibility • Predictability • Trained against surprises • Broad and multiple perspectives • Duality - balance between contradictions • Process • Teamwork and diversity • Change as opportunity • Open to what is new • Knowledge • Conceptual ability • Flexibility • Sensitivity • Judgment • Learning