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Uploaded byT. Randall Riggs, SPHR, GPHR
Ihrmglobalthink3
This document discusses key concepts for global human resources management and thinking globally (GlobalThink). It covers topics like knowledge management, learning organizations, multicultural intelligence, and the changing nature of work. The main points are: 1) Globalization and technology are mutually reinforcing drivers of change that are transforming companies into global learning organizations where learning is integral to work. 2) Knowledge management is challenging because most knowledge is tacit and resides within people rather than being explicitly codified. True knowledge management requires motivating people to share. 3) To be effective in a global environment, individuals must develop multicultural intelligence and a global mindset, recognizing the equality of all cultures. Ethnocentric views can be a
Ihrmglobalthink3
- 1. GlobalThink 101 A Primer for International Human Resources Management
- 2. Teamwork Systems Organization Thinking Development Fusion Intellectual Development Global Acculturation Knowledge Management Elements of GlobalThink
- 3. The New Occupy Wall Street Global Social Media (Dis)Order Post Digital Revolution Global Knowledge Economy Arab Spring Age of Networked Intelligence Global Economic Dominos
- 4. Digital Rules “Ask mostpeople which is the dominant language on planet Earth, and they will reply that it’s either English or Chinese. A good guess, but they would be wrong. Binary is now dominant, with computers and machines having more conversations every working day than a sum total of mankind going back to the birth of Eve.” Source: Peter Conchrane Binary Dominant language planet earth =
- 5. Technology = Key enabler of globalization Globalization and technology are mutually reinforcing drivers of change.
- 6. Multinational enterprises aretransforming into global learning organizations.
- 7. Learning Learning is about work, Convergence work is about learning. Work
- 8. Learning is integralto work - a by-product of work rather than something done in isolation - say like most training
- 9. Characteristics of the Global L.O. • Global free flow of knowledge • Systems thinking • Thinking “outside the cubicle” • Learning = key strategic global asset • Self-directed lifelong learning
- 10. Global Free Flowof Knowledge Ability to rapidly develop and access information globally – The key enabler of global performance
- 11. Often knowledge islocked away inside remote departments, BUs and communities of practice and fiercely protected from both competitors, and cohorts.
- 12. People must willingly contributeknowledge. “You can have the perfect e-mail system. The perfect groupware. Be wired up the gazoo. But it doesn’t mean that the organization will rapidly - and exhaustively and in a timely fashion-share information.” Source: Tom Peters
- 13. I get it! Knowledge is not neat or simple. It is a complex mixture of various elements; it is fluid and formally structured and comes in at least two flavors. Knowledge = Information in Context + Understanding
- 14. Knowledge Data “It is all to easy to confuse data with with knowledge and information with information technology.” Source: Peter Drucker
- 15. Knowledge originates and residesin people’s minds. In the post digital revolution, global organizations are more dependent on people than ever. Knowledge = transient asset
- 16. Knowledge Management (Kind of) Defined “KM is a lofty concept - debated by academics and even doubted by some analysts - and one that few businesses have mastered.” Source: InformationWeek KM = A term used to describe the evolving practice of accelerating learning and performance by connecting and coordinating organizational intellectual resources and information technology.
- 17. Learning Knowledge A process that generates knowledge Explicit Tacit Hard skills, Skills, facts that can judgment, be codified intuition, operational know-how
- 18. KM Problem: Formal systems can’t easily store “most workplace learning or transfer tacit goes on unbudgeted, knowledge. unplanned, and uncaptured by the organization…Up to Knowledge treated 70% of workplace learning as a tangible. is informal.” KM frequently Source: Center for Workforce Development study isolated in IT department. Overvalue explicit - Undervalue tacit
- 19. Reality Learning Knowledge A process that generates knowledge Explicit Tacit Most KM practice Hard skills, Skills, focuses on collecting, facts that can judgment, distributing, re-using, be codified intuition, and measuring existing operational codified knowledge and know-how information.
- 20. OK, Let’s converttacit to explicit! “A logic goal is to identify critical knowledge assets codify them.” Source: Annie Brooking Looks Good on Paper, But….
- 21. The KM Fix The crux of the KM issue is not information, information technology, or knowledge. It’s really about how you get busy people to support KM. The answer has much more to do with motivation and leadership than bits and bytes.
- 22. The Hard Part Emotional Engagement Knowing Doing Knowledge & information are vitally important, Motivation but ultimately it’s performance that Acknowledge emotion counts.
- 23. “Organizations learn onlythrough individuals who learn. Individual learning does not guarantee organizational learning. But without it no organizational learning occurs.” Source: Pete Senge It’s Personal
- 24. The absence ofthe human moment - on an organizational scale - will wreak havoc. Human Interactions = Real substance of global teamwork. “Links between human beings, not between machines, is the real challenge of globalization” Source: Devereaux & Johansen
- 25. Systems Thinking “Howcan a team of committed managers with individual IQs above 120 have a collective IQ of 63?” Source: Peter Senge
- 26.
- 27. Global organizations havea need for not only scientists, computer wizards, and engineers, but for a highly-skilled workforce as a whole. This means everyone!
- 28. GlobalThink: The SkillsSets • Technical competency • Flexible, self-directed team player • Ability to cope with ambiguity • Strong communications skills • Ability to stay current - maintain work skills • Ability to deal with change • Sense of responsibility • Ability to appreciate a diverse multicultural workplace
- 29. Changing Nature ofWork Pre Digital Revolution • Low skilled • Meaningless repetitive tasks • Individual work • Single skilled • Coordination from above
- 30. Changing Nature ofWork Post Digital Revolution • Knowledge work • Innovative tasks • Teamwork • Multiskilled • Peer coordination
- 31. Multicultural Intelligence Globalization demands that individuals develop cultural literacy -- a sense of comfort that enables them to be effective anywhere, anytime, with anyone.
- 32. “There are no foreigners in a global world.” Source: Ted Turner We are all Global Citizens
- 33. “Globalization is nota fashion, or a temporary development. It is here to stay, and most companies or managers have yet to make their accommodation to it.” Source: Jeannet Competitive Advantage = Workforce fluent in the ways of the world Multicultural Perspective Single Culture Dominance
- 34. Born in theUSA Ethnocentricity? Organizations tend to develop policies and strategies that concentrate on nationals of the headquarters country.
- 35. European Managers Views onAmerican Business Source: WSJ, 8/15/00 American technology, entrepreneurial spirit, productivity and Provincial attitudes, everything to do with ignorant of world Digital revolution. affairs, excessively materialistic.
- 36. Get a Global Mindset Your First Steps Declare global citizenship. Accept equality of all cultures represented by stakeholders. Recognize that our own cultural provincialities are invisible to you (and maybe us).
- 37. “Most multinational companies nowdo a good job of globalizing the supply chains for all their essential raw materials -- except human resources” Source: Quelch & Bloom
- 38. While operations, sales,and marketing have generally made significant progress to go global……… HR is lagging behind Missing in action: Global human resources
- 39. Global HR Essentials Develop, nurture,and reward global diversity. Globally connect all HR activities. Build global awareness at all levels - in all HR groups and locations. No exceptions. Create an Global HR mission statement.
- 40. The only realcore competency is growing talent globally The right talent in the right places at the right times.