This document provides guidance and considerations for human resources and talent management of international teams. It discusses checking systems and processes, measuring team efficiency, employer branding, employing team members abroad, onboarding programs, setting objectives and key results, conducting probation periods, training and development, and developing emotional, relationship, and team intelligence. The overall message is to optimize HR costs while maximizing the investment in human capital through strategic planning and developing talent abroad.

1. Europe
- & Beyond -
Made Easy

2. Human Resources Capital
& Talent Management

4. Welcome on board, 20
minutes before
departure…
4

5. Get Ready for the Trip Checklist
3
Are we clear on who does what when?
Let’s waste a bit of time to save a lot.
1
How strong are your HR systems
& processes at home?
2
How do we measure team efficiency?
Team actually includes management!
4 Collaboration vs Reporting vs Tracking

6. In the unlikely event of an emergency…
 One of your biggest investments may be HR
but do you look at it as such?
What do you have in place to maximize it?
Protect from the inherent risks of such investment?
 Optimize HR related costs but be prepared
to activate a plan B if necessary.
6

7. What makes you
different?
7

8. Your Employer Brand
8

9. Why Do You Need
Employer Branding?
9

10. Your Employer Brand shares…
3
1
2
Your Vision ( Purpose )
Your Mission ( Solutions )
Your Values ( Framework )
To potential and future team members.
10

11. You are going to a new market,
your brand may or may not be known, be realistic about it & strategize your
market approach accordingly.
- Where are your potential future talents?
- What are the best channels to attract them?
- What is the best timing?
- How long should a recruitment process last?
Keep in mind the big picture (your local operations).
- Which timezone? Field presence? Online only? PR? 11

12. Next Step: Employing a Team Member
Abroad
Which employment solution fits your
operating model best?
Where should the person be based?
Why?
How important are face to face /
skype interactions?
Which frequency? During on
boarding & probation? After it is
completed?
How do we communicate objectives
and track progress?
Plan Ahead
The Paperwork
Which employment agreement: what
does it say about it you?
First impressions of the employee?
Impact of future collaboration & team
delivery?
Do you need any other document?
Industrial agreements?
Confidentiality agreement?
How will you do your payroll?
12

13. Let’s get local, your first
recruitments abroad.
13

14. DO
YOU?
I want a local.
I know about the cross-cultural
differences, I have been there.I know the local market.
I have an onboarding program designed.
I know what the person is going to do.
I know myself.
“
“ “
“ “
“ 14

15. Your new employee
starts.
Great, then what?
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16. Structure The Training
Get the team member to
take ownership of their
OKRs.
Think employee experience:
What does your P&L line include?
Get Regular One on One
Show interest in the market.
Great, then what?

17. Master time & focus on
a small number of highly
relevant metrics.
17

18. OKRs: OBJECTIVES & KEY RESULTS. Q2, Weeks 14 to 26.
Objectives Key Results Comments
Sell 100K€ worth of ... x out of 100K€ sold. Tell your team member
to use the comments to
provide feedback; show
the sum of team
members OKRs make
sense.
Retain all existing 47
accounts as per list
provided at beginning of
Q1
kept z / 47 accounts (x
met in person, y called,
z interactions via email)
Quality & Quantity,
index your
remuneration &
benefits strategy
towards them.
18

19. Scrutinize the probation
period. Be specific about
your own expections.
19

20. Scrutinize the probation period.
Exit bonus during probation?
Make & take decisions!
Get support when needed.
It is tough and it is OK
to ask for help.
Distance means more info
lost in translation:
- strategize efficient
exchanges
- set the rules upfront
Watch out for bullshit.
Reward early.
Autonomy & Belonging.
Would you be able to do it?

21. It Works. Then What?
Set the ambition, work together
to get there, focus on both
business & individual + team
objectives.
Get your international people
involved in transversal projects
to ensure they regularly
connect with HQ & others.
Map information flows.
Ask yourself why is it critical?
Retention strategy?
How could you (we) do twice
as good? 10 times as good?
What would we need?
Do you conduct exit
interviews? Do you
conduct “don’t exit
interviews”?

22. Training & Development
 Foster In-House (no cost) Training; Be Creative.
 Co(fee) Learning.
 Lunch & Learn.
 Get external people to come & talk to your team.
 Get out of your comfort zone.
 Get out of the office.
22

23. Think about the 3 critical intelligences
What do you do to enhance them?
What does your competition do?
3
1
2 Emotional Intelligence
Relationhsip Intelligence
Team Intelligence
23

24. Jacques Reynaud
Contact Me By Email at
Jacques@polyglotgroup.eu
Reach Out by Phone on
+33 6 21 85 43 97
Reach Out on Social Media
@PolyglotGroup

25. THANK YOU FOR YOUR TIME
Any Questions?