“Right Quarterly” is published every quarter by Right Management, providing relevant perspectives on current challenges business leaders face in optimizing the performance of their workforce.
We are pleased to share our latest edition of Right Quarterly on the important aspects that encompasses both talent management and career management: having a Global Mindset.
Cross Cultural Management Powerpoint Presentation SlidesSlideTeam
Introducing Cross-Cultural Management PowerPoint Presentation Slides. The objective of this presentation is to introduce better cultural values, beliefs, and behaviors in the company after the merger. The culture management PPT slideshow contains current situation analysis of the company, analysis of current flaws in the company’s culture, strategy, and approach, the impact of developing a new corporate culture plan, and so on. The cross-culture management PPT visuals help to analyze decreasing productivity and revenue of the company due to incongruent culture fit. Discuss the culture issue faced by both the companies during merging and acquisitions which leads to slow decision making, an increase in employee attrition rate, etc. Measure and evaluate the cultural integration of both companies by using parameters for the same that are provided in the table. Discuss integration strategies and features of merging companies using our content-ready cross-culture organization PPT infographics. Measure the impact of the culture on morale and productivity by incorporating our thoroughly researched and fully editable cross-culture companies PPT slides. https://bit.ly/32mIeNY
1) The initiative "Leadership for C.H.A.N.G.E." aims to help people turn their dreams into reality through transformational leadership training. It is a collaboration between Innovative Management Services in Pakistan and Intelligent Systems Services LLC.
2) The training is based on lessons from the book "A.G.I.L.E. L.E.A.D.E.R.S.H.I.P. with a G.R.I.P." and will teach principles of world-class leadership behaviors.
3) The initiative aims to serve as a regional thought leader in business transformation and help emerging countries maximize opportunities through partnerships and
MSL Hong Kong is part of MSLGROUP, the speciality communications, PR and events network of Publicis Groupe. This deck showcases MSL Hong Kong's credentials in the context of MSLGROUP's global offering.
8 ème édition du rapport Creating People Advantage réalisée par le Boston Consulting Group (BCG) et en partenariat avec la World Federation of People (WFPMA)
This document is a report from The Boston Consulting Group and the World Federation of People Management Associations examining critical trends in people management. It explores 22 key HR topics, including the top three priorities for 2012: managing talent, improving leadership development, and enhancing employee engagement. The report finds gaps between HR's self-assessment of capabilities and others' assessments, and identifies areas that need more attention, such as integrating global people management, actively using social media for HR, and managing an aging workforce. It also outlines best practices for strategic workforce planning and other critical HR functions.
Page Executive - Secrets of Leadership Raquel Kroich
The document contains a series of articles from interviews with over 40 global business leaders on the topic of leadership.
The articles discuss seven secrets of leadership: 1) Maintaining, adapting, and sharing your vision while anticipating future changes. 2) Being a great talent manager who motivates employees. 3) Developing international agility and cultural understanding. 4) Unlocking performance with emotional intelligence. 5) Looking cross-functionally and focusing on total performance. 6) Embracing digital leadership and transparency. 7) Influencing through interaction, collaboration, and building networks.
Page Executive specializes in recruiting top business leaders and conducted the interviews to gain insights on what makes a great global leader.
The 10 most innovative business leaders revamping the future 2021Merry D'souza
CIO LOOK has come up with its latest edition of The 10 Most Innovative Business Leaders Revamping the Future, 2021. Featuring on the Cover is Nigel Green. Read more: https://ciolook.com/the-10-most-innovative-business-leaders-revamping-the-future-2021-march2021/
This document summarizes research on global leadership competencies and contrasts emerging leaders in Singapore and Indonesia. Regarding global leadership, it discusses the complex, boundary-spanning, and cross-cultural nature of such roles. Key traits for global leaders include comfort with ambiguity, judicious relationship building, and authentic adaptation. Research on Singaporean and Indonesian emerging leaders found that Singaporeans excel at execution but struggle with ambiguity, while Indonesians show flexibility but lack structured thinking. Both could improve their readiness for global leadership.
Cross Cultural Management Powerpoint Presentation SlidesSlideTeam
Introducing Cross-Cultural Management PowerPoint Presentation Slides. The objective of this presentation is to introduce better cultural values, beliefs, and behaviors in the company after the merger. The culture management PPT slideshow contains current situation analysis of the company, analysis of current flaws in the company’s culture, strategy, and approach, the impact of developing a new corporate culture plan, and so on. The cross-culture management PPT visuals help to analyze decreasing productivity and revenue of the company due to incongruent culture fit. Discuss the culture issue faced by both the companies during merging and acquisitions which leads to slow decision making, an increase in employee attrition rate, etc. Measure and evaluate the cultural integration of both companies by using parameters for the same that are provided in the table. Discuss integration strategies and features of merging companies using our content-ready cross-culture organization PPT infographics. Measure the impact of the culture on morale and productivity by incorporating our thoroughly researched and fully editable cross-culture companies PPT slides. https://bit.ly/32mIeNY
1) The initiative "Leadership for C.H.A.N.G.E." aims to help people turn their dreams into reality through transformational leadership training. It is a collaboration between Innovative Management Services in Pakistan and Intelligent Systems Services LLC.
2) The training is based on lessons from the book "A.G.I.L.E. L.E.A.D.E.R.S.H.I.P. with a G.R.I.P." and will teach principles of world-class leadership behaviors.
3) The initiative aims to serve as a regional thought leader in business transformation and help emerging countries maximize opportunities through partnerships and
MSL Hong Kong is part of MSLGROUP, the speciality communications, PR and events network of Publicis Groupe. This deck showcases MSL Hong Kong's credentials in the context of MSLGROUP's global offering.
8 ème édition du rapport Creating People Advantage réalisée par le Boston Consulting Group (BCG) et en partenariat avec la World Federation of People (WFPMA)
This document is a report from The Boston Consulting Group and the World Federation of People Management Associations examining critical trends in people management. It explores 22 key HR topics, including the top three priorities for 2012: managing talent, improving leadership development, and enhancing employee engagement. The report finds gaps between HR's self-assessment of capabilities and others' assessments, and identifies areas that need more attention, such as integrating global people management, actively using social media for HR, and managing an aging workforce. It also outlines best practices for strategic workforce planning and other critical HR functions.
Page Executive - Secrets of Leadership Raquel Kroich
The document contains a series of articles from interviews with over 40 global business leaders on the topic of leadership.
The articles discuss seven secrets of leadership: 1) Maintaining, adapting, and sharing your vision while anticipating future changes. 2) Being a great talent manager who motivates employees. 3) Developing international agility and cultural understanding. 4) Unlocking performance with emotional intelligence. 5) Looking cross-functionally and focusing on total performance. 6) Embracing digital leadership and transparency. 7) Influencing through interaction, collaboration, and building networks.
Page Executive specializes in recruiting top business leaders and conducted the interviews to gain insights on what makes a great global leader.
The 10 most innovative business leaders revamping the future 2021Merry D'souza
CIO LOOK has come up with its latest edition of The 10 Most Innovative Business Leaders Revamping the Future, 2021. Featuring on the Cover is Nigel Green. Read more: https://ciolook.com/the-10-most-innovative-business-leaders-revamping-the-future-2021-march2021/
This document summarizes research on global leadership competencies and contrasts emerging leaders in Singapore and Indonesia. Regarding global leadership, it discusses the complex, boundary-spanning, and cross-cultural nature of such roles. Key traits for global leaders include comfort with ambiguity, judicious relationship building, and authentic adaptation. Research on Singaporean and Indonesian emerging leaders found that Singaporeans excel at execution but struggle with ambiguity, while Indonesians show flexibility but lack structured thinking. Both could improve their readiness for global leadership.
Earlier, leaders used to consider strategies to be the original part of forecasting, planning and
introducing the smart bets to get the success. But in present time, ambiguity is palpable.
Leaderonomics - How we Integrate CSR into everything we doRoshan Thiran
As a social enterprise, we do not have a CSR division nor do we claim a special day or time for CSR. Every minute and everyday, we integrate building relationships with the marginalised, helping grow the under-privileged into leaders and enabling transformation to happen in individual lives and organisations.
A new leadership model called "Glocalised Leadership" is emerging that amalgamates local culture, organizational culture, and customer culture. Effective leadership requires flexibility and being fully context-based. Leaders must navigate cultural considerations to be effective across borders. Cultural context, organizational culture, industry, and customer needs all impact appropriate leadership styles. Glocalised leaders understand intent behind behaviors in different regions to connect in relevant ways.
The 10 Most Creative Corporate Leaders to watch in 2018”. In this segment, we have featured the journey, learning’s, along with showcasing the mentionable milestones they have achieved over the years.
The document discusses key business disruptors like proliferation of technologies, global interconnectivity, rise of social media, data analytics, and demographic changes that are impacting organizations. It outlines opportunities and challenges these disruptors present. The document is from a company called Core Creators that helps organizations leverage disruptors to create and sustain core value through clarity, alignment and execution. It provides backgrounds of some of the people at Core Creators and describes their approach, offerings and clients.
Suren Reddy has over 25 years of experience in human resources leadership roles. He has held executive positions at Telkom and Standard Bank, where he was responsible for developing and implementing strategies around employee relations, organizational development, and performance management. Currently, he works as an independent consultant, advising various companies on business and human capital strategies.
The document discusses the need to transform HR in the public sector and proposes a new model for transformational HR. It describes an HR leader in Belgium who adopted collaborative technologies in a traditional government office. It then outlines a new four zone model for HR consisting of HR strategy, organization transformation, performance & development, and program support. Each zone has a defined purpose and vision. Finally, it proposes ways to transform HR through extreme pairs & squads, a new value proposition, and adopting agile principles.
Frontline management profiling study potentials and pitfalls in leading mil...Salt & Light Ventures
Presented by Liza Manalo-Mapagu at the 6th Happy at Work Conference on June 14, 2016.
This study was initiated using a competency framework to look into the critical dimensions impacting performance at the frontline management level. Participants will be able to gauge the readiness and competency levels of team leaders and the possible interventions to address the developmental areas both on company and industry levels.
As an HR-OD practitioner, she specialized in test development, competency-based assessment, training and consulting on HR capability building programs from talent acquisition on to talent management. She now oversees HR Avatar US’ assessment program implementation in SEA, Middle East and China.
Goodwill Industries of Central Virginia is exploring ways to define and strengthen its organizational culture by focusing on leadership development and values-based leadership. The author conducted research on leadership approaches at other Goodwill organizations. Key findings include: 1) Reinventing the leadership team at Goodwill Chesapeake to better integrate operations; 2) Defining behaviors to bring values to life at Goodwill Menasha through an "intentional culture"; and 3) Shifting from rules-based to principles-based leadership focused on respect, customer satisfaction, and stewardship at Goodwill Indiana. The author aims to propose a leadership model for Goodwill Central Virginia that integrates the mission and defines measures for success.
New & diverse perspectives breed creativity. That’s why the need of the hour is to have a diverse workforce to trigger INNOVATION at the workplace. And in VUCA (Volatile, Uncertain, Complex, Ambiguous) times such as these, we need to constantly remind ourselves to recognise those organisations that value diversity and celebrate those braveheart individuals that bring in the much needed diverse-thinking & innovation to the workplace.
While the Human Resources function in SINGAPORE celebrates a large female demographic, the microcosm segment of HRTech in the country still has a long way to go. We felt it our obligation to celebrate the success of these women professionals and entrepreneurs' leading the pack in HR Technology.
We put together a list of these women in the Singapore HRTech space to bring them the recognition they deserve. This compilation is not exhaustive, but it is only our effort to encourage more diversity in the HRTech space.
Do you dream of building a better organization?
* Where core values run through every part of the organization?
* Where people feel energized and inspired by work, and seek to solve challenges and own the results?
* Where innovation emerges organically from customer and stakeholder engagement?
* Where human beings are not just numbers on a balance sheet but the driving force of your success?
You need a live culture.
Business Achievers Making A Difference. this issue has featured a handful of professionals offering a diverse and engaging mix of creativity and distinctiveness
The document is a magazine issue focused on human resources topics. It includes articles on enhancing employee productivity through breaks, talent retention, employee engagement, the importance of human capital/the "H factor" for organizational success, leadership interviews, changing recruitment trends through social media, and challenges in higher education in India. It also advertises an upcoming HR workshop and subscription information.
Belinda Reynolds, a speaker at the marcus evans HR Summit 2012, on the importance of having diversity within an organisation.
Interview with: Belinda Reynolds, Workforce and Diversity Manager, IBM
Excellence in Human Resource ManagementHans Jonkers
This document provides information about Kienbaum Management Consultants' expertise in human resource management consulting. It discusses the increasing importance of HR due to demographic changes and competition for talent. Kienbaum has over 30 years of experience in developing HR systems, strategies, and solutions to help companies attract and retain top talent. The document highlights Kienbaum's services in areas like leadership development, culture change, and transforming organizations. It also lists the company's international offices and experience working with clients around the world.
Project on elements of talent managagementDeepak Rai
The document defines talent management as using integrated activities to attract, retain, motivate and develop talented employees that an organization needs currently and in the future. It aims to ensure a steady flow of talent as a major corporate resource.
The key elements of talent management include developing a resourcing strategy based on business needs, implementing attraction and retention policies, conducting talent audits, developing roles, managing talent relationships, performance management, total rewards, career management, and creating a best place to work environment.
Talent management is important for organizations as it can improve employee morale and retention, enhance efficiency, and lower expenses by ensuring the organization has the right talented people in place.
Room for Inclusion: Employers guide on how to onboard your talent inclusivelyHarvey Nash Plc
A short 'how to' guide and tips for employers on how to ensure that the new starters you have worked hard to attract and hire get off to the right start and feel included from day one.
SDP iGCDP Indonesia#1 Why of iGCDP, SDP introductionAnastasiia Isakii
This document discusses the Sales Development Program (SDP) run by AIESEC Indonesia. It aims to develop leadership skills in young people through an experiential sales training program. The SDP provides knowledge, skills, and attitude development for participants. It uses a structured approach including sales tracking, education webinars, competitions and reviews to improve performance. The goal is for participants to become resilient, goal-oriented, risk-taking, humble and curious sales leaders who can help AIESEC achieve its goals of developing youth leadership worldwide.
Regional HR teams in Asia are working to develop "global Asian leaders" who can lead businesses in Asia and represent the region globally. This is becoming increasingly important as Asia is expected to drive much of the growth for global companies. The summary identifies four key roles regional HR must play: 1) Being a trusted advisor to key stakeholders to keep Asian leadership development a priority. 2) Being a passionate advocate to create opportunities for Asian talent. 3) Marketing global roles as attractive to Asian leaders. 4) Continuously helping leaders develop skills for global roles like adapting to different contexts. Developing global Asian leaders is a long-term effort that requires balancing organizational needs and advocating for Asian talent.
1) Leadership coaching can help address the leadership gap between current and future generations of leaders by developing self-awareness and helping leaders adapt their behaviors.
2) There are differences between current leaders and the upcoming millennial generation in priorities, skills, and views of leadership traits that must be reconciled.
3) Coaching supports organizational change and development efforts by aligning individuals and teams, improving collaboration, and transferring essential leadership and relationship skills.
Innovate Finance’s booklet ‘Celebrating Diversity in FinTech’ shines a spotlight on leading FinTech firms and institutions closing the diversity gap in FinTech and promoting inclusion within the workplace.
The booklet features 10 member companies including some of the world’s most successful and exciting FinTech businesses such as Bankable, Neyber, remittance companies Azimo and World Remit, leading banks Lloyds Banking Group and RBS.
Earlier, leaders used to consider strategies to be the original part of forecasting, planning and
introducing the smart bets to get the success. But in present time, ambiguity is palpable.
Leaderonomics - How we Integrate CSR into everything we doRoshan Thiran
As a social enterprise, we do not have a CSR division nor do we claim a special day or time for CSR. Every minute and everyday, we integrate building relationships with the marginalised, helping grow the under-privileged into leaders and enabling transformation to happen in individual lives and organisations.
A new leadership model called "Glocalised Leadership" is emerging that amalgamates local culture, organizational culture, and customer culture. Effective leadership requires flexibility and being fully context-based. Leaders must navigate cultural considerations to be effective across borders. Cultural context, organizational culture, industry, and customer needs all impact appropriate leadership styles. Glocalised leaders understand intent behind behaviors in different regions to connect in relevant ways.
The 10 Most Creative Corporate Leaders to watch in 2018”. In this segment, we have featured the journey, learning’s, along with showcasing the mentionable milestones they have achieved over the years.
The document discusses key business disruptors like proliferation of technologies, global interconnectivity, rise of social media, data analytics, and demographic changes that are impacting organizations. It outlines opportunities and challenges these disruptors present. The document is from a company called Core Creators that helps organizations leverage disruptors to create and sustain core value through clarity, alignment and execution. It provides backgrounds of some of the people at Core Creators and describes their approach, offerings and clients.
Suren Reddy has over 25 years of experience in human resources leadership roles. He has held executive positions at Telkom and Standard Bank, where he was responsible for developing and implementing strategies around employee relations, organizational development, and performance management. Currently, he works as an independent consultant, advising various companies on business and human capital strategies.
The document discusses the need to transform HR in the public sector and proposes a new model for transformational HR. It describes an HR leader in Belgium who adopted collaborative technologies in a traditional government office. It then outlines a new four zone model for HR consisting of HR strategy, organization transformation, performance & development, and program support. Each zone has a defined purpose and vision. Finally, it proposes ways to transform HR through extreme pairs & squads, a new value proposition, and adopting agile principles.
Frontline management profiling study potentials and pitfalls in leading mil...Salt & Light Ventures
Presented by Liza Manalo-Mapagu at the 6th Happy at Work Conference on June 14, 2016.
This study was initiated using a competency framework to look into the critical dimensions impacting performance at the frontline management level. Participants will be able to gauge the readiness and competency levels of team leaders and the possible interventions to address the developmental areas both on company and industry levels.
As an HR-OD practitioner, she specialized in test development, competency-based assessment, training and consulting on HR capability building programs from talent acquisition on to talent management. She now oversees HR Avatar US’ assessment program implementation in SEA, Middle East and China.
Goodwill Industries of Central Virginia is exploring ways to define and strengthen its organizational culture by focusing on leadership development and values-based leadership. The author conducted research on leadership approaches at other Goodwill organizations. Key findings include: 1) Reinventing the leadership team at Goodwill Chesapeake to better integrate operations; 2) Defining behaviors to bring values to life at Goodwill Menasha through an "intentional culture"; and 3) Shifting from rules-based to principles-based leadership focused on respect, customer satisfaction, and stewardship at Goodwill Indiana. The author aims to propose a leadership model for Goodwill Central Virginia that integrates the mission and defines measures for success.
New & diverse perspectives breed creativity. That’s why the need of the hour is to have a diverse workforce to trigger INNOVATION at the workplace. And in VUCA (Volatile, Uncertain, Complex, Ambiguous) times such as these, we need to constantly remind ourselves to recognise those organisations that value diversity and celebrate those braveheart individuals that bring in the much needed diverse-thinking & innovation to the workplace.
While the Human Resources function in SINGAPORE celebrates a large female demographic, the microcosm segment of HRTech in the country still has a long way to go. We felt it our obligation to celebrate the success of these women professionals and entrepreneurs' leading the pack in HR Technology.
We put together a list of these women in the Singapore HRTech space to bring them the recognition they deserve. This compilation is not exhaustive, but it is only our effort to encourage more diversity in the HRTech space.
Do you dream of building a better organization?
* Where core values run through every part of the organization?
* Where people feel energized and inspired by work, and seek to solve challenges and own the results?
* Where innovation emerges organically from customer and stakeholder engagement?
* Where human beings are not just numbers on a balance sheet but the driving force of your success?
You need a live culture.
Business Achievers Making A Difference. this issue has featured a handful of professionals offering a diverse and engaging mix of creativity and distinctiveness
The document is a magazine issue focused on human resources topics. It includes articles on enhancing employee productivity through breaks, talent retention, employee engagement, the importance of human capital/the "H factor" for organizational success, leadership interviews, changing recruitment trends through social media, and challenges in higher education in India. It also advertises an upcoming HR workshop and subscription information.
Belinda Reynolds, a speaker at the marcus evans HR Summit 2012, on the importance of having diversity within an organisation.
Interview with: Belinda Reynolds, Workforce and Diversity Manager, IBM
Excellence in Human Resource ManagementHans Jonkers
This document provides information about Kienbaum Management Consultants' expertise in human resource management consulting. It discusses the increasing importance of HR due to demographic changes and competition for talent. Kienbaum has over 30 years of experience in developing HR systems, strategies, and solutions to help companies attract and retain top talent. The document highlights Kienbaum's services in areas like leadership development, culture change, and transforming organizations. It also lists the company's international offices and experience working with clients around the world.
Project on elements of talent managagementDeepak Rai
The document defines talent management as using integrated activities to attract, retain, motivate and develop talented employees that an organization needs currently and in the future. It aims to ensure a steady flow of talent as a major corporate resource.
The key elements of talent management include developing a resourcing strategy based on business needs, implementing attraction and retention policies, conducting talent audits, developing roles, managing talent relationships, performance management, total rewards, career management, and creating a best place to work environment.
Talent management is important for organizations as it can improve employee morale and retention, enhance efficiency, and lower expenses by ensuring the organization has the right talented people in place.
Room for Inclusion: Employers guide on how to onboard your talent inclusivelyHarvey Nash Plc
A short 'how to' guide and tips for employers on how to ensure that the new starters you have worked hard to attract and hire get off to the right start and feel included from day one.
SDP iGCDP Indonesia#1 Why of iGCDP, SDP introductionAnastasiia Isakii
This document discusses the Sales Development Program (SDP) run by AIESEC Indonesia. It aims to develop leadership skills in young people through an experiential sales training program. The SDP provides knowledge, skills, and attitude development for participants. It uses a structured approach including sales tracking, education webinars, competitions and reviews to improve performance. The goal is for participants to become resilient, goal-oriented, risk-taking, humble and curious sales leaders who can help AIESEC achieve its goals of developing youth leadership worldwide.
Regional HR teams in Asia are working to develop "global Asian leaders" who can lead businesses in Asia and represent the region globally. This is becoming increasingly important as Asia is expected to drive much of the growth for global companies. The summary identifies four key roles regional HR must play: 1) Being a trusted advisor to key stakeholders to keep Asian leadership development a priority. 2) Being a passionate advocate to create opportunities for Asian talent. 3) Marketing global roles as attractive to Asian leaders. 4) Continuously helping leaders develop skills for global roles like adapting to different contexts. Developing global Asian leaders is a long-term effort that requires balancing organizational needs and advocating for Asian talent.
1) Leadership coaching can help address the leadership gap between current and future generations of leaders by developing self-awareness and helping leaders adapt their behaviors.
2) There are differences between current leaders and the upcoming millennial generation in priorities, skills, and views of leadership traits that must be reconciled.
3) Coaching supports organizational change and development efforts by aligning individuals and teams, improving collaboration, and transferring essential leadership and relationship skills.
Innovate Finance’s booklet ‘Celebrating Diversity in FinTech’ shines a spotlight on leading FinTech firms and institutions closing the diversity gap in FinTech and promoting inclusion within the workplace.
The booklet features 10 member companies including some of the world’s most successful and exciting FinTech businesses such as Bankable, Neyber, remittance companies Azimo and World Remit, leading banks Lloyds Banking Group and RBS.
The document discusses the importance of developing a "global mindset" for large Indian companies seeking to succeed globally. It defines a global mindset as conducting business across country boundaries while acting locally. Key aspects of a global mindset include inclusiveness of all stakeholders worldwide, training employees through global work experiences, and cultivating curiosity about other cultures. Developing a global mindset starts with the CEO's vision and support from top management. The document recommends hiring global talent, providing international training, and rewarding curiosity as ways for Indian companies to foster a global mindset.
This document outlines a leadership development plan focused on developing situational awareness for global business leaders. It discusses current global trends, emerging leadership theories, and what is required for effective global leadership development. Specifically, it emphasizes the importance of understanding the business environment, recognizing appropriate actions, determining the best path forward, and communicating plans to stakeholders. The document recommends developing skills in reflection, diversity, innovation, engaging people, and strategic business planning.
Right Quarterly By Right Management ( Succession planning for talent management)Right Management India
In this edition we explore the subject of Succession planning for talent management. Succession Planning encompasses identifying the right successors to take over critical roles, building leadership capability in the successors to succeed and also empowering them to take the organization forward.
In this edition of the CIO Look magazine – ‘Champions of Change 2021’, we attempt at dissecting the moves and decisions of the six excellent leaders featured in this edition to get a better understanding of the leadership mindset.
Global leaders are professionals adept at operating internationally with a global mindset, entrepreneurial spirit, and commitment to global communities. Developing global leaders requires enhancing existing leaders' skills through training programs that encourage cultural sensitivity, adaptability, and tolerance for ambiguity. Key skills to invest in include self-awareness, empathy, openness, and respect for differences. Effective development strategies incorporate immersive experiences, global action learning projects, and coaching tailored to the global context.
Applied Innovative Management Strategies® is a human capital consulting firm specializing in the areas of global leadership development, virtual team effectiveness and cross cultural communications. AIM works with leaders and teams on transformational initiatives that develop leadership, produce teamwork and create excellence. At AIM Strategies® we constantly strive to be at the forefront of new trends by continuously researching and developing concepts and practices within the field of Human/Organizational Development.
The document summarizes a report on talent trends in India in 2023. It discusses how the "Invisible Revolution" has led to a major shift in employee loyalty and work culture since the start of the COVID-19 pandemic. Key points include:
- The number of employees switching jobs has increased, with 23% changing roles in 2022 compared to 20% in 2021 and 12% in 2020.
- 75% of the workforce can now be considered "active job seekers," either looking for a new job or planning to do so in the next 6 months.
- Companies can now only confidently rely on less than 1 in 10 employees staying, as 98% of all employees are now open to
Building a Workforce Where Belonging Is the Rule — Not the ExceptionCognizant
Diversity has moved from a human resource challenge to a business opportunity. Companies with a diverse workforce and an inclusive work environment are better equipped to meet the demands of an increasingly competitive digital world. These organizations foster an atmosphere of trust; give employees a say in decision making; involve them in work processes; and provide the information, resources, and tools they need to succeed. By embracing different perspectives, they can anticipate challenges before they become problems, and tend to post superior financial results.
Right Quarterly 2nd edition 2014: Succession PlanningChris Jones
This document provides an overview of ManpowerGroup, a global staffing firm. Some key details include:
- ManpowerGroup has nearly 3,100 offices in 80 countries and places over 30,000 employees in permanent roles annually.
- In 2013, it interviewed 12 million people, connected 3.4 million to work, and had over 600,000 associates on assignment daily.
- It generates over 85% of its $20.3 billion in annual revenue from outside the United States.
- ManpowerGroup aims to be a global leader in recruitment, outsourcing, workforce solutions, and talent development.
The document discusses an approach to identifying and developing effective leaders called the P3 Leader model. The model focuses on three key areas:
1) Effective leadership outcomes that measure a leader's impact on talent and business performance.
2) Effective leadership enablers that assess inherent personal attributes that indicate potential for leadership success.
3) Effective leadership capabilities that can be developed to accelerate performance, unleash talent, and dare to lead.
The model provides a systematic way for organizations to build strong leadership pipelines by predicting potential leaders, developing the right capabilities, and measuring outcomes related to talent and business performance.
The document discusses 8 trends for executives in 2017 related to digital transformation. Trend 2 discusses how the role of the CFO is changing to preserve trust in a climate of rapid change driven by digitalization. CFOs must clearly communicate visions for changes to finance departments, involve employees in the process, and work with HR to develop programs that foster trust while automation impacts jobs. While technology enables new processes, people remain central. CFOs must identify employees who can adapt and provide new opportunities to boost engagement during digital transformation.
Cutting Edge Consulting Marketing Media Plan Book (Senior Capstone Project)Mckenzie Imhoff
This document provides a marketing plan book for InclusionINC created by Cutting Edge Consulting. It includes an executive summary, situation analysis looking at the company, products/services, consumers, market/industry, and competition. The goals are for InclusionINC to become well-known locally and on social media, create national buzz, increase clients, stand out from competitors, and increase website traffic. The target markets are senior leaders and mid-level managers who are influential decision-makers seeking to improve teamwork. The creative executions include direct mail, LinkedIn ads, Twitter posts, SEO, expositions, and conferences. An evaluation will assess clients, social media interactions, and client interviews after 4-6 months.
The document discusses how LHH helps companies realize the potential of their existing workforces. It describes how LHH provides services like assessments, coaching, reskilling and internal mobility programs to help companies identify skills within their current employees, develop talent, and fill positions from within. This allows companies to increase productivity and engagement while reducing costs associated with replacing employees. LHH works with large multinational companies and has experience transforming entire workforces and developing leaders.
Reinventing your leadership team involves assessing and updating the composition, structure, and practices of your organization's top leaders to drive growth, innovation, and success. This can involve a variety of changes, such as reorganizing departments, adding new leaders with diverse skill sets, or updating the company's leadership philosophy. Here are some steps to help you reinvent your leadership team:
Assess Current Performance: Take an objective look at your current leadership team and identify areas for improvement. Consider factors such as communication, collaboration, and decision-making processes.
Define Your Goals: Clearly define what you want to achieve through the reinvention process. Consider your company's mission, goals, and values, and align your leadership team accordingly.
Evaluate Skillsets: Evaluate the skillsets of your current leaders and identify any gaps that need to be filled. Consider bringing in new leaders with diverse backgrounds and perspectives to help drive innovation and growth.
Foster Collaboration: Encourage collaboration and teamwork among your leadership team. Foster open communication, encourage idea sharing, and provide opportunities for cross-functional problem-solving.
Foster a Culture of Learning: Encourage continuous learning and development for your leadership team. Provide opportunities for professional development, coaching, and mentorship to help leaders stay up-to-date with industry trends and best practices.
By taking these steps, you can successfully reinvent your leadership team and drive long-term success for your organization.
Similar to Right Quarterly_ global mindset leading across borders & cultural alignment (20)
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
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2. ManpowerGroup at a Glance…
Nearly 3,500 offices across
80 countries around the
world
Interviewed 12 million
people in 2012 and
connected 4 million to
meaningful work
USD 21 Billion revenue in 2012
with over 85% generated
i h
d
outside the U.S.
Over 30,000
employees
l
across brands
Largest global vendorneutral MSP provider
p
Over 400,000 clients
ranging from SMB’s to
Global F t
Gl b l Fortune 100
companies
The world’s largest IT
professional resourcing
f
i
l
i
firm
Nearly 70,000 people
placed in permanent
roles each year
Global leader in
Recruitment Process
Outsourcing
The world’s largest
outplacement firm
3. EDITORIAL & FOREWORD
02
by Chaitali Mukherjee
RESEARCH STUDY
Leading across borders
by Andy Lowe
04
Client Reference Story
Driving cultural alignment
by Priyanka Jaitly Babbar
08
POINT OF VIEW ARTICLE
A perspective on global mindset in Japan
by Hiroyuki Izutsu
12
A glocal country manager:
a must for a global organization
by Ronnie Tan and Ric Roi
16
Copy Editor
Tuhina Panda
Layout & Design Editor
Ritesh Hellan
For a copy of ‘The Right Quarterly’, write to us at
right.quarterly@right.com
GLOBAL MINDSET
1
4. Editorial & Foreword
by Chaitali Mukherjee
Country Manager - Right Management India
With 2013 having come to a close, the time
to reflect is upon us. We look back at the year
gone by and want to know if the journey was
worth it. We’ve achieved success across many
initiatives, learnt new things, made mistakes
and helped others in their time of need. But
the biggest reflection which we all hope to
have is whether any of our actions helped
build our own capabilities and have pushed
the organization’s business ahead. Did we
break new boundaries? Did we challenge our
fears? Did we set new benchmarks vis-à-vis
the goals we had set at the start of the year?
We also have the opportunity to define a new
plan for the next year which will help us take
the business to a level higher. A clear objective
of many companies continues to be becoming
more global in their outlook and approach,
irrespective of being a player in the domestic
market or one with operations in multiple
countries. Even in today’s ‘flat world’ very few
companies can say that they are truly global.
In our earlier edition of the Right Quarterly,
we spoke about Talent Assessment with a
clear focus on exploring how this space has
been redefined is the past few years. For our
last edition of 2013, we wanted to talk about
an important aspect that encompasses both
talent management and career management:
having a Global Mindset. A Global Mindset
could be defined as ‘having agility of mind to
learn/adapt to diverse cultures and markets,
and use that understanding to enable
collaboration and bring about synergy across
teams, organizations, businesses and cultures.’
Over the past decade or more, building a
pipeline of global leaders has become a
priority for most organizations. Even after
expanding their operations across multiple
2
THE RIGHT QUARTERLY
countries, a key issue that remains is bringing
about cultural alignment.
We start this edition with an article on
Leading across borders, which talks
about how leadership practices differ across
countries and what is the typical approach to
building cross-national teams. But how can
one manage multicultural, multi-national,
diverse teams unless you are an expert in the
practices of each of those regions? Through
a recent interview with David Ringwood (VP
Client Development) from Management
Research Group®, our strategic partners, we
have the opportunity to share with you key
highlights from their research on leadership
and management practices of 96,000 leaders
in 26 countries, 8000 organizations, and 30
industries over a 10 year period. We hope this
gives you some interesting insights into how to
build a global organization and what to focus
on when cultivating a global mindset in your
employees.
The second article on Driving cultural
alignment is a client reference story from a
recently concluded project in India on bringing
about an alignment of culture and global
work practices. The client is in the process
of an organization transformation exercise,
where the global organization has recently
acquired an Indian business. The first objective
in ensuring the alignment was to familiarize
and align the Indian leadership team with the
work practices of the larger company. The
Right Management India team delivered a
robust solution, starting off with a diagnostic
to identify the working style gaps that existed.
The engagement was designed to help bridge
these gaps by providing clarity of expectation
5. for the Indian leadership team, with a detailed
plan on how they can work on their individual
styles as well.
between the local and global work practices,
and also build the team’s capabilities to allow
them to pursue possible global opportunities.
But what does it take to build a global mindset
for an entire country? How can organizations
be global if the home country’s culture
and policies don’t support the same? “A
perspective on global mindset in Japan”
is a very insightful and thought provoking
piece on how Japan’s increasingly ageing
working population is becoming more and
more misaligned with global work practices.
Though the cultural alignment within Japan is
very strong, to allow its people and businesses
to reach higher benchmarks it will need to
encourage its younger workforce to be more
aware of global practices, gain experience
through global opportunities and apply their
learning to businesses in the home country.
With boundaries based on language and
culture slowly disappearing across the world,
it is even more important for leaders across
nations to talk with a more aligned mindset.
Developing capabilities which can allow your
employees to understand business, markets,
products and services more universally can
not only allow them to feel engaged, but also
deliver more business impact. It should be the
objective of every business to grow not just
across different markets, but also make an
impact at the regional level by contributing to
the local economies. This can only be achieved
by cultivating a global mindset in our future
leaders, no matter which region, industry or
function they are in!
If you want your organization to adopt
a more global approach and be aligned
across different regions, it is for certain that
the right leadership is needed to guide the
way forward. In our final article “A glocal
country manager: a must for any global
organization” we explore the traits of a
country manager, and the various aspects
one must look at when hiring one. Where
do you start? Should you promote someone
internally? Hire an expat with global
experience? Or just get a good business leader
who can stabilize the business quickly once
the previous leader has left? Can a leader from
another region be considered? The options
may be many, but the outcome has to be the
same – finding a leader who can grow the
domestic market, ensure that the region is
visible at the global level, bring alignment
Stepping into 2014, we wish you a very happy
and prosperous new year! It is never too late to
make the whole world your stage.
- Chaitali Mukherjee
GLOBAL MINDSET
3
6. Research Study
Leading across borders
Does Leadership Differ
Significantly by Country?
As the global leader in talent and career
management workforce solutions, we
know only too well that the world of work
is experiencing unprecedented levels of
change. For one, technology is connecting
people in a way unimagined even 10 years
ago. This gives organizations the opportunity
to unleash talent, innovation and team work
like never before. But how does one lead
across this geographically dispersed, multinational, multi-generational, multi-cultural
world of ours? As part of ManpowerGroup
we operate in 88 countries and we have a
clear point-of-view that developing leaders
to lead across borders and cultures is critical
for many organizations. But what does it
take to manage multicultural, multi-national,
diverse teams?
I put a similar question to our strategic
partners at Management Research Group®
David Ringwood (VP Client Development)
shared some fascinating research they
conducted recently comparing the
leadership practices of 96,000 leaders in 26
countries. David summarises their research
for us.
“We found common leadership practices
do vary substantially by country. In
particular, leaders and managers differed
significantly in their approach to problem
solving, initiating action, managing change,
and building teams. Understanding these
differences is an important component in
successful leadership across geographic
boundaries”
The Research
Understanding how individuals in other
cultures approach the task of leadership
and management is a key first step in
building mutually effective and satisfying
4
THE RIGHT QUARTERLY
interactions throughout the organization.
This is especially important for leaders
given the task of building effective crossnational teams. Even in cases in which the
team exists entirely within one country, the
increase of labour migration makes it likely
that there will still be individuals from more
than one culture in the mix.
Right Management has a strategic
partnership with Management Research
Group (MRG) who’s mission is to provide
their partners with assessment tools that can
be used for leadership and organizational
development across the globe. In this
recent investigation of country differences in
leadership, MRG studied the leadership and
management practices of 96,000 leaders
in 26 countries, 8000 organizations, and 30
industries over a 10 year period. The data
is draw from the Leadership Effectiveness
Analysis™ (LEA), a broadly descriptive
assessment describing those fundamental
management and leadership practices and
behaviours most commonly found in a wide
range of organsiation settings and cultures.
Specifically, the LEA measures twenty-two
leadership practices in six functional areas:
Creating a Vision, Developing Followership,
Implementing the Vision, Following Through,
Achieving Results, and Team Playing (see
Reference 1.1).
As MRG explains; the underlying LEA model
is descriptive rather than prescriptive. The
assessment describes behaviours and
practices, rather than competencies per se.
The model assumes that the effectiveness
of any specific leadership practice depends
on the context in which it occurs; the
broader culture, the organizational culture,
the managerial role, unique aspects of the
situation, and the individual characteristics
(e.g., personality, ability) of the manager
and the people he or she works with.
Additionally, the model assumes that each
7. Reference 1.1
Functional Areas
Critical Behaviours
Creating a Vision
Traditional; Innovative; Technical; Self; Strategic
Developing Followers
Persuasive; Outgoing; Excitement; Restraint
Implementing the Vision
Structuring; Tactical; Communication; Delegation
Following Through
Control; Feedback
Achieving Results
Management Focus; Dominant; Production
Team Playing
Cooperation; Consensual; Authority; Empathy
leadership practice or behaviour has assets
and liabilities, with effectiveness again
depending on the specific context.
The leadership practices included in the LEA
model describe important aspects of the
management/leadership role, independent
of time and culture. While the emphasis
on some behaviours may wax or wane
according to leadership fads, the set of
practices does not vary significantly. For
example, transformational leadership is seen
to be strongly correlated a combination
of Persuasive, Excitement, Management
Focus, Communication, Consensual, and low
Restraint. Other types of leadership would
be described by a different combination and
emphasis of practices albeit the underlying
leadership practices exist to varying degrees
in most managerial settings. As David
Ringwood explains, “Here we set out to see
how these may differ by country”.
Findings
Not unsurprisingly leadership practices
were found to vary widely by country. One
approach to describing common similarities
and differences among countries is cluster
analysis. In the current context, cluster
analysis was used to group countries into
categories (called clusters) so that countries
Reference 1.2 Similarities among countries based on leadership practices.
Countries with the same circles are more similar to each other than they are to countries
outside their circles. Results are based on hierarchical clustering.
Denmark
Netherlands
Russion
Federation
United
Kingdom
Ireland
Germany
Sweden
China
Mexico
Singapore
Canada
United
States
Australia
New Zealand
Spain
France
Columbia
Peru
Finland
India
South Africa
Italy
Brazil
Hong Kong
Belgium
Switzerland
GLOBAL MINDSET
5
8. within a cluster are more similar to each
other than they are to countries in other
clusters. The results are summarized in
Reference 1.2
Countries that are within the same circles
tend to be more similar to each other than
they are to countries outside these circles.
For example, Canada and the United States
are similar, as is Australia and New Zealand.
All four countries are more similar to each
other than they are to Singapore. All five
countries are more similar to each other
than they are to Denmark, and so on.
Another way of presenting this data, which
can be useful to help individuals leaders
understand how practices may be different,
is to present the practices data relative
to one’s own country of origin, otherwise
known as the median euclidian distance
from the reference country. It is important
to note that the goal of cross cultural
research is not to promote stereotypes
but to develop an understanding that
norms vary across the globe, although
leaders within countries obviously differ
from each other with regard to approach
and emphasis. The purpose of the current
research to assess the importance of
country differences in understanding the
myriad ways human beings approach
the role of leader. It can help to identify
possible points of miscommunication and
misunderstanding.
In Reference 1.3, the ‘distance’ from
reference country, in this case USA is
presented in descending order, such that
Canada and New Zealand are seen to differ
less in overall leadership practices (median
score) than say Netherlands or China,
relative to USA.
In order to understand differences further
the data can be cut country by country and
reveals some fascinating differences.
Leadership profiles between two countries
can differ markedly. Take a comparsion
between the United Kingdom and South
Africa for example where very large
differences (20-30 percentile points) are
observed with regard to Strategic, Outgoing,
Production, and Cooperation. Compared
with the United Kingdom, leaders in South
Africa are more likely to emphasize the
importance of analyzing the current and
6
THE RIGHT QUARTERLY
Reference 1.3 Leadership Differences
with US
Netherlands
Sweden
Germany
Denmark
France
South Africa
Peru
Spain
Russian Federation
Finland
China
Colombia
Switzerland
Mexico
Italy
Belgium
India
Brazil
Hong Kong
Ireland
Singapore
United Kingdom
New Zealand
Australia
Canada
0
20
40
60
80
future impact of decisions (Strategic), and
leading by setting and pushing to meet
aggressive goals (Production). Compared
with South African leaders, leaders in the
United Kingdom are more likely to lead in
an extroverted, informal, and gregarious
manner (Outgoing) and accommodate to
the needs and interests of others in order to
obtain organizational goals (Cooperation).
While there is insufficient space to present
the similarities and differences among all
26 countries on each leadership practice,
we hope that this short article has piqued
your interest. There is ample evidence
that leaders differ in their fundamental
behaviours by geographic region, and
an understanding of these differences is
9. important for organizations intending to
work effectively in global environments.
Conclusions
MRG and Right Management’s point of view
is that there is no one single right or best
way to lead. Effective leadership depends
on the context — the characteristics of the
situation, the task, and the people involved.
Effective leaders and managers are aware
of these components and are able to meld
their needs with the diverse needs and
expectations of others to achieve desirable
results. Understanding how others operate
in business settings is key to being able to
present one’s ideas and goals in a manner
that they will understand and accept.
Understanding differences can help a leader
to forge a working relationship with others
that is comfortable and mutually beneficial.
Finally, developing sensitivity to the different
leadership approaches that others use can
help build a team of individuals who benefit
and gain strength from their diversity.
Increasing globalization and diverse
workforces are a fact of life. In order to
succeed, managers must work effectively
with individuals from many countries —
individuals who have different backgrounds,
beliefs, experiences, and approaches and
responses to leadership. The challenge
for managers is to identify how these
differences can strengthen their teams and
organizations, and to adopt approaches
that reduce resistance or misunderstanding
and forge stronger and mutually beneficial
working relationships.
MRG has some of the largest global
normative databases available — a vast
repository of data describing the behaviours
and motivations of hundreds of thousands of
individuals, including executives, managers,
salespeople, and others in more than 5,000
organizations worldwide.
by Andy Lowe
Principal Consultant
Australia
GLOBAL MINDSET
7
10. Client Reference Story
Driving cultural alignment
Context
The client is a global leader in performance
materials and chemistries – sophisticated
products engineered to enable advances
in research and laboratory processes,
and provide an unmatched foundation of
chemical quality, purity and consistency
to support innovation and creation of next
generation products and processes.
At present, they are in the middle of an
organizational transformation. Formerly
an Indian company, they now represent
the powerful combination of a global
organization’s quality systems and
production expertise with their unmatched
indigenous knowledge of the India region’s
dynamic and expanding market – all backed
by the shared commitment to help their
customers innovate with confidence and
perform without compromise.
Consequently, the working culture of
the organization in India is undergoing a
significant change. The Indian leadership
which has so far focused on independently
running the Indian market, now reports into
their respective offices in US and Europe.
Since there is increased interaction between
the Indian and international counterparts,
it was felt that there is a need to enhance
the cultural sensitivity of the Indian
Leadership Team, and make them more
familiar and aware of the western way of
working. Also, as the global headquarters
of the organization are in Pennsylvania,
8
THE RIGHT QUARTERLY
the focus of the engagement was largely
towards orienting the India leadership to the
American work culture.
Recommended Solution
To understand the situation in greater detail,
Right Management conducted a detailed
Diagnostic study which included oneon-one conversations with each of the
members of the India Leadership Team
and also their reporting manager based
in the USA or Europe. The purpose of the
conversations was to understand the specific
issues, the expectations from the concerned
leaders and their current leadership style
and perceptions. The following were the key
issues that emerged from the diagnostics:
• The Indian team was by and large
perceived to be over-committing and
under-delivering
• It was felt that they could not, or would
not be direct and share what they were
truly thinking, occasionally leaving their
global counter-parts in a confused state
• The global team felt that the India team
had to think global, and not just limit
themselves to operating like a small and
independent Indian organization
• From the perspective of the Indian team,
they felt their roles had shrunk with all
decision-making powers vested with the
global team. What they had to realize was
that they were familiar with the Indian
market much more than the global team,
11. Reference 2.1 Recommended Solution
Diagnostics
Sensitization
Workshop
Coaching
One-on-one
interviews
Realizing the
differences
Personalized
Coaching
Online
Questionnaires
Respecting the
differences
Individual
Development
Plans
Reconciling the
differences
Regular
Progress
Reviews
and therefore, had a huge role to play in
terms of influencing the global team in
the right direction.
Therefore, there was an urgent need for
the India leadership team to align with the
global way of working and be more sensitive
to the cultural differences between India and
the United States of America, so as to work
better with their global counterparts.
The leaders also undertook a psychometric
tool, the Birkman Profile, along with a 360
degree feedback survey to enhance self
awareness about their personal leadership
style.
Based on the inputs we received from the
diagnostics, we designed a 1-day Culture
Sensitization Workshop with the following
objectives:
• To learn and practice ways to overcome
the cultural gap in order to work more
effectively
It was considered important to complement
the learning from the workshop with more
focused inputs to enhance current individual
performance, and also to gauge and work
on the readiness for the next level. Therefore,
we followed up the workshop with three
one-on-one Executive Coaching sessions.
Benefits to the Client
Shared here are some benefits which the
client experienced through the process:
• Clarity on the expectations their global
counterparts have from them as India
leaders
• Better understanding of their individual
personality and leadership style
• To understand the importance of India in
the Client’s global context
• Enhanced awareness and appreciation of
the American culture
• To understand the cultural differences
between India and the USA
• Constant support and hand-holding in
their effort to bridge the gap between
expected and demonstrated behavior
• To experience how cultural differences
affect personal and professional
relationships
In a nutshell, in addition to creating
awareness of the American culture, this
GLOBAL MINDSET
9
12. Reference 2.2 Overview of the Process & Deliverables
Expected Outcome
Intervention
Diagnostics
Workshop Design and Key Areas of Concern
Workshop
Basic overview of various working cultures, sensitization
towards cross cultural dynamics
Coaching
Intervention 1
Setting expectations, creating IDP, getting commitment
Coaching
Intervention 2
Review 1 and course correction (if required)
Coaching
Intervention 3
Final review, next steps
intervention has tried to help the Indian
leadership team be more open and
forthcoming towards other cultures and
perspectives which may be very different
from the typical Indian way of looking at
things.
Client Feedback
The 1-day Culture Sensitization Workshop
was received exceptionally well by the
participants, with an average feedback score
of 4.6 out of 5. The leaders specifically
thought that the examples and analogies
shared were extremely relevant to them, and
felt prepared to apply learnings from the
workshop at work.
Similarly, the leaders have established an
excellent rapport with the coach, so much so
that the relationship now is more personal
than being restricted to professional matters.
10
THE RIGHT QUARTERLY
Many a times learning inputs provided
are not seen to translate into behavioural
changes. However, a focused intervention
like this, touches upon two of the 4Es we
propagate – Education and Exposure.
Learning inputs were provided through the
1-day Cultural Sensitization workshop, and
those were followed up by specific one-onone guidance by an experienced executive
coach through a series of three coaching
sessions. The experience was wholesome
for the client because through the coaching
sessions, we could reinforce the desired
behavior and also take stock of the progress
made by the participants in adopting the
same. Having said that, culture as we all
know, is a vast topic, and is deeply ingrained
in the psyche of an individual. Therefore, it
needs to be constantly worked upon in order
to bring about significant and prominent
change.
13. Participant feedback
“
I understood more about the culture and typical
behaviors of our American colleagues which was very
important.
The workshop was well designed and we feel
equipped to appreciate and handle the cultural
differences between India and the USA.
”
All the key messages were captured perfectly through
the one day program.
by Priyanka Jaitly Babbar
Project Leader
India
GLOBAL MINDSET
11
14. Point of View Article
A perspective
on global mindset
in Japan
30% less students learning
outside japan in six years
First, let me start by defining “global
mindset” as “a willingness to communicate,
think and act beyond national or regional
boundaries”. As a Japanese person, I am sad
to report that Japan has been described as
hesitant about accepting a global mindset,
especially when compared with other
rapidly developing Asian countries. Will
the situation in Japan improve? I am not
optimistic. Below I will consider why this is
a frequent subject of discussion and explain
the reasons for my opinion.
Let me start with an indicative trend, the
recent drop in the number of Japanese
students ilearning outside Japan (OECD
”Education at a Glance”, 2010). For a time
Japanese studying abroad saw a dramatic
increase, going from 14,297 in 1986 to
82,945 in 2004, a 580% increase in less
than two decades. Since then however,
there has been a decline to 58,060 in 2010,
a 30% decrease against 2004. This recent
drop has been frequently cited in Japan as
an indicator of the rapid decrease in young
Japanese people interested in developing a
global mindset.
Many people in Japan (including me) are of
the opinion that there is strong correlation
between the level of global mindset as a
country and the number of its students
12
THE RIGHT QUARTERLY
studying abroad. Unlike many other
countries, Japan is highly homogeneous and
has a large population using its own unique
language. This means that linguistically
Japan has a “critical mass” that results
in most information being available to
most people in Japanese, making foreign
language ability unnecessary for many.
However, this means that most news
disseminated in Japan is filtered through
Japanese points of view, which is sometimes
significantly skewed away from the global
standard. For this reason, I believe Japan is
one of the countries of the world that still
sustains a very unique culture, something
which has many positives but perhaps
as many negatives. The difficulty facing
the younger Japanese generations is
obvious; can they contribute and compete
commensurately without being exposed to
global culture?
To learn a global mindset within highly
homogeneous Japan is difficult. Thus, it is
important for Japan to have more students
going abroad to learn. That is why I believe
that from the standpoint of learning a global
mindset the number of students studying
abroad is a much more significant number
for Japan than other countries. Yet this
number has dropped by 30% in just six years.
Naturally, this decrease is often cited as one
of the crises we are facing. There are several
reasons why this decrease is happening. I
discuss them individual below.
15. Reference 3.1 Number of Japanese
college+ students studying outside Japan
90000
80000
70000
60000
50000
40000
30000
20000
10000
1983
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
0
Decrease of Younger Generations
in Japan
The first factor is a decrease in the absolute
population of students in Japan. Japan is
said to be one of the fastest aging countries
in the world. One reason for this is Japan
having the longest average lifespan in the
world, but another is the fact that Japan
suffers from one of the lowest per capita
birth rate. For example, there were 16.5
million Japanese aged 25 in 1986, but this
number had decreased to 16.0 million in
2004 and 14.4million in 2010.
A decrease of 13% within 24 years is
significant. Yet this alone does not explain
the drop in Japanese students going abroad
for studies. After all, this number increased
580% during the 1984-2004 period
even though the 25-year old population
decreased by 3% during the same period.
Similarly, during the period from 2004 to
2010, Japanese students going abroad
decreased by 30% while the 25-year old
population decreased by only 10%. What
can be said is that the decrease of students
going abroad after 2004 greatly exceeds the
decrease in the population of young adults
in Japan.
Earlier Recruiting Activities of
College Students
Although it is not discussed deeply
enough in Japan, I believe the primary
reason for fewer students going abroad is
earlier recruitment of college students by
employers. For a country where ‘lifetime
employment’ is still alive, choosing which
company to work for after they graduate
from college means a lot more for both the
students and for the companies. Thus, both
sides spend a long time in selecting each
other.ii
Before 1996, colleges and corporate
employers had an agreement whereby
companies could only extend an offer of
employment to university students after
October 1 of their final academic year.
When this agreement was in force, college
students only started doing job interviews
after summer of their final year of college.
However, this agreement was terminated in
1996 as a result of which companies have
started recruiting students earlier in their
academic careers. Now recruiting interviews
tend to start in the fall of the third year of
college – a time when college students
in many countries take the opportunity to
study abroad. This earlier recruiting has
made it more difficult for Japanese students
to spend a long time abroad, since they
may lose the opportunity to obtain a job
with a good employer as a result. Although
universities are trying to address this
problem, we have seen little improvement
in the situation so far. Unfortunately it
means that our younger generations are
losing an important opportunity to learn a
global mindset. This situation needs to be
remedied in order to reverse the current
trend.
Unemployed Younger
Generations of OECD Countries
Although there are many in the younger
Japanese generations who are willing to
challenge to get jobs at non-Japanese
firms or to get jobs outside Japan, they face
the higher unemployment rates among
young people in other OECD countries. The
unemployment rate of younger generations
of OECD countries (average) was 13% in
1990, but this figure rose to 16.7% in 2010.
In Japan, the figure rose from under 5%
in 1990 to 9.4% in 2010, but the figure is
still significantly lower than that of OECD
average (ILO Report, 2012). Increased
unemployment in the younger generations
is common across all OECD countries, and
Japan is no exception. Every day in the
Nikkei (Japan’s leading business paper)
there are articles describing how tough it is
for college seniors who have not yet found
a job. The difficult employment situation
means that students must devote more of
their student days to getting a job offer.
However, the situation in Japan nonetheless
seems better than in other OECD countries.
I believe this recruiting toughness outside
GLOBAL MINDSET
13
16. Japan is one of the major reasons for
making the Japanese students not willing
to study abroad and to challenge overseas
opportunities.
Salary Level Issue (Japan vs.
non-OECD countries)
The next obstacle to developing a global
mindset is the salary level gap between
Japan and many non-OECD countries. This
issue is not limited to younger generations.
The ManpowerGroup sees many Japanese
applicants who show an interest in overseas
job opportunities. In addition, many
companies in countries such as China,
Thailand, Indonesia and Vietnam want to
hire Japanese managers, engineers and
specialists. However, few of these potential
matches reach fruition due to the fact that
the salary levels in such other countries is
much lower than what they can expect in
Japan.
“Minimum wage
(US$)”
Japan
OECD
Australia
UK
France
USA
1,222
1,557
1,431
1,402
1,014
Other countires
Taiwan
Korea
Philippines
Thailand
China
Indonesia
Vietnam
India
955
815
424
304
204
142
120
113
ILO, Global wage report 2008/9
Japan=Ministry of Welfare and Labor 2013
$1=JPY100
The above chart shows the difference of
minimum monthly wages, but the same
discrepancy applies to specialists and
engineer salaries as well. When this gap
is taken into account, it is only logical for
the younger Japanese to be less motivated
to challenge themselves in these growing
countries.
English Capability Issue
The Japanese language is quite different
from English, which has become the de
14
THE RIGHT QUARTERLY
facto global language. In that sense, Japan
suffers from a handicap when dealing with
the rest of the world. The extent of this
gap is suggested by a study showing how
long it takes an English speaking American
to become highly fluent in various foreign
languages (”Expected Levels of Absolute
Speaking Fluency in Language Taught
at the Foreign Institute”(’73, Kirihara),
Foreign Service Institute, an affiliate to
the Department of State, USA). The study
categorizes languages into four groups
according to ease of acquisition. For
example, Dutch is in Group One, the
easiest languages to learn for an English
speaking person. On average it takes 960
hours of study for an American to become
highly fluent in Dutch. On the other hand,
to achieve the same level of proficiency
in Group Four languages (which include
Japanese as well as Korean, Chinese and
Arabic), it takes 2,400 to 2,760 hours. Such
levels of difficulty naturally apply going
the other way – English is a very difficult
language for Japanese people to learn.
The study time involved can result in
language capability gaps and can hinder the
development of a global mindset for nonEnglish speaking Japanese people.
So Japan suffers from a linguistic
handicap.
However, when we compare among
speakers of some of the Group Four
languages, it is disappointing to find out
that the Japanese are lagging behind in this
group as well. Comparing TOEFL scores in
China, Korea and Japan (TOEFL being widely
used to evaluate English capabilities for
college and graduate school applications
in the US and other English-speaking
countries), we see that all three countries
were at about the same levels during the
late 1970s. By 2000 Japan lags far behind
China and Korea – why? The widening
gap coincides with a significant change in
Japanese education policies. In 1993, the
Ministry of Education significantly relaxed
educational requirements in response to
much criticism over so-called “cramming
education”. The resulting more relaxed
educational policy continued until 2009
and also overlaps the drop in the number
of students pursuing overseas study
opportunities that require the use of English.
Fortunately, in 2009 this relaxed policy was
17. changed to require more hours of study in
major subject areas. With respect to English,
the number of hours of English study during
the three years of junior high school (ages
13 to 15) was increased from 315 hours to
420 hours. Nonetheless, it was still a painful
experiment in trying “yutori” (=relaxed)
education that caused a generation of
young people to be less competitive
globally. (Study result: “TOEFL, TOEIC and
English Capability of the Japanese”, Kumiko
Torikai, 2002).
TOEFL Scores of 3 Asian Countries
Late70s
84/86
95/96
99/2000
496
499
504
Japan
483
China
501
556
559
Korea
504
518
533
Immigration Policy of the
Government
The final factor is Japanese immigration
policy. In 2008, there were 2.2million
non-Japanese residents in Japan, which is
1.74% of our total population. However,
this low level means Japan ranks 170th
among all the 230 countries in the world.
This compares to 41% of Singapore, which
shows the highest figure among the Asian
countries, but Japan also scores very low
when compared to countries such as
Australia (26.7%), Germany (13.1%), USA
(13.0%), UK (12.0%), and the Netherlands
(11.4%). On this point, I do not think we can
blame the Japanese Government, because
immigration policies reflect the Japanese
people’s generally negative opinion towards
accepting “aliens” into our own culture. (The
notion of excluding “outsiders” is deeply
rooted even within Japanese society – for
someone like me, a normal Japanese person
living in Tokyo, it would be very difficult to
live in many parts of rural Japan. I believe
this exclusionary tendency will continue for
at least two more generations (sigh!).)
Unfortunately, this “comfortable
homogeneous atmosphere” is maintained
at the very high cost of lowering our
“economic voltage within the country”
(“Population Drop”, Toshihiro Menju, 2011),
as well as missing the opportunity to learn
the global mindset within our country. If we
are to proceed towards growth and accept
the global mindset (which is the only way,
I believe), we need to change our current
attitudes.
by Hiroyuki Izutsu
Representative Director and
General Manager
Japan
i In the context of studying abroad, “students” refers to students admitted to a recognized course of higher
education in a country of which they are not already permanent residents or nationals..
ii According to Nikkei (https://job.nikkei.co.jp/2014/secretariat/99965261/blog/post/1/2/?navi_hplink), an
average Japanese college student makes inquiries (web-based applications) to 89.1companies, submits
formal applications to 23.6 companies, takes 16.0 employment tests administered by companies and conducts
interviews with 11.4 companies.
iii OECD countries = Organization for Economic Co-operation and Development
GLOBAL MINDSET
15
18. Point of View Article
A glocal country manager:
a must for a global
organization
Your company is expanding. More offices
are being set up in different regions around
the world, each requiring a new head.
Who you hire to lead these teams can
make or break your company’s regional
plans and strategies. Thus the role of a
country manager is a critical decision that
is recommended companies pay close
attention to.
A country manager by definition is
responsible for the overall performance of a
particular geographical directory. In general,
there are two broadly differentiated types
of country managers, those who head call
centres and those who drive profit centres.
The focus of the first type primarily covers
how to drive efficiency, employee retention
and response time. For example, the
manager of a call centre in India has the
responsibility to deliver the type of service to
their regional headquarters or to their parent
company from their particular directory. For
country managers who run profit centres,
they have to really look at driving top line
growth, ensuring bottom line profit outcome
from this growth, as well as keeping
competitors and new entrants at bay.
To achieve these effects is no mean feat, and
without a strong team it is almost impossible
to do. The main priority of a country
manager should thus be to build a cohesive
team that works with him/her to make the
16
THE RIGHT QUARTERLY
company an engaging and inspiring place
to work. This team will also be the talent
pool considered for any succession planning
initiative, so in the event a country manager
decides to leave, there will not be a big
gap between the country manager and the
second-in-charge. In Asia-Pacific especially,
strong managers with experience are hard
to find and hard to keep due to mobility
of skills. Therefore, having a good team
leaves room for the country manager to
concentrate on being a talent magnet and
retaining top talent.
Top qualities of country
managers
Good business acumen is the first and
foremost trait to look out for in a potential
candidate. As all managers go, they must
be able to maintain the ongoing viability
of the business, preferably with proven P&L
experience. Businesses cannot survive by
maintaining the status quo, hence country
managers have the responsibility of growing
revenue lines regardless of economic
conditions. But what else contributes to
making a good country manager? They
are not just the business leaders for their
regions, but also the link between the region
and head office. They represent everything
the region stands for and contributes to
the larger organization. Hence the country
manager must be someone who is a global
19. agility
information
thought leadership
strategy
culture
VUCA
collaboration
synergy
leader, while also understanding and
aligning the local regions expectations and
culture – a glocal leader.
People Leadership
Each country has culture and norms unique
to its own. Inbuilt into the expectation of
leading a strong team is the need for country
managers to be sensitive to the team’s
needs and priorities. Through effective
communication, country managers learn
to understand the practices of locals. Once
that is established, they can begin to apply
their influencing skills and build a reputation
of being a good person to work for or work
under. Consequently, this will attract talents
to join the ranks of the company, leading to
stability.
Thought Leadership
Many country managers when elected
achieve success in the first 3-5 years of their
role, but without knowledge and awareness
of current trends in the industry it is hard for
them to maintain their performance beyond
that. By keeping in touch and being updated
with the changing landscape of the industry,
country managers will evolve with the times.
Hire internally or externally?
The eternal debate of whether country
managers should be hired internally or
externally really depends on the situation.
However it is recommended that companies
should look internally first.
There are many advantages to this move,
most of which come from the knowledge
and understanding the internal candidate
has of the company culture. If no suitable
candidate is found in one particular office,
the search can be extended to offices in
other regions. The outcome of internal hiring
is not just obtaining a country manager who
can produce results faster, but such a move
sends a strong signal to other employees
that career progression within the company
is possible. This has a huge impact on
talent retention. It also sends a message
to employees that a global mindset is
necessary for a country head role.
Historically speaking, 60-65% of external
candidates fail coming into a senior position
due to a variety of reasons. Firstly, they lack
the depth of understanding of a company’s
history and culture, and secondly by trying
to change an organization from the outsidein, they often face the challenge alone. A
prime example would be Sony, who brought
on an American as their CEO but have yet to
experience a successful turnaround in their
P&L.
To improve success rate of external
candidates, companies should look through
their professional network referrals first,
rather than advertise the availability of the
role through recruitment for example. Better
assessment occurs by knowing someone
personally, compared to interviewing
someone you do not have previous rapport
with.
Ultimately, where to look for suitable
candidates will be determined by the
responsibilities of the role. If that is not
concluded early, either way could be a
wrong choice.
GLOBAL MINDSET
17
20. Types of experience a country
manager should have
From a macro perspective, a country
manager should have international work
experience, a sizeable P&L track record and
continuous career progression throughout
his professional life. Typically, in emerging
economies, country managers will be
younger and less experienced. In more
mature economies, older, more experienced
managers are more common.
On a micro level, the key attribute that
country managers should have is the
ability to continuously upgrade and
update themselves to help adapt to the
changing landscape. Today, people are
living longer and many choose to work past
the traditional retirement age. A country
manager must be able to motivate different
generations of workers who have vastly
different values, different qualities and
different outlooks in life to perform together
as a team.
Simply put, country managers should be
people with a strong ego. These leaders
display confidence from an ego perspective
yet remain open and humble to the views
and opinions of others. They do not allow
their successes to make them arrogant, but
work to continuously improve their own
knowledge and skill set. They know past
18
THE RIGHT QUARTERLY
success is not a predictor of future success.
This is different from someone with a big
ego, who shares the same confidence but
shuts out input from anyone else. In Jim
Collins’ book ‘Good to Great’ he made a
case that there are no bad managers, only
great managers who are able to focus on
the success of the team to achieve their
goals. Great managers are those who
craft solutions that are more comprehensive
and acceptable to all members in a team.
Immersion
Foreigners who become country managers
must have a learning and appreciation
of the country they work in, but do not
necessarily need to speak the language.
Although this will be an advantage in some
cases, but it can also pose a distraction.
Being presumptive is a state one can easily
slip into without trying to fully understand
the feelings of the local people.
Immersion is one compelling way to
cultivate an appreciation for local culture.
This would see expats or foreign managers
living in a local neighbourhood, learning
about day to day activities, about the food,
music, culture and family life. If country
managers take time to build that, people
will be much more forgiving of you when
you make mistakes.
21. Learning cultural norms will influence
the way a manager makes decisions and
conduct day to day operations. The end
result is that they will come across as being
respectful and sensitive without losing the
firmness needed to make decisions that
drive the business forward.
The interview process
21st century candidates are well trained in
the art of interviewing, either from school
or professional coaching and they become
a true master during interviews. To find the
best candidate fit, a comprehensive 360
degree view should be taken with multiple
levels of assessment. You can conduct
business simulations, panel interviews,
behavioural interviewing and psychometric
assessment, all the way up to assessment
centers where potential candidates simulate
a day in the life of the role they are vying for.
The universal principle behind effective
selection is that past behaviour predicts
future behaviour. Dig into critical incidences
of what the candidate has achieved in
the past to skip over all the well prepared
answers. By extracting specific examples
and situations, companies minimise being
blindsided and they know exactly what
action was taken and what results were
achieved.
Local or foreign hire?
The mobility and adaptability of candidates
in Asia-Pacific make this a hotly contentious
topic. Again, whether country managers are
local or foreign will depend heavily on the
requirements of the role of the job and the
company’s business strategy. The candidate
who fits best would be the most ideal.
However, being specific will provide some
advantages. In a service business, hiring
local talent gives you a certain edge
due to cultural familiarity and a gentler
learning curve. This means a shorter time
to performance in many cases. Non service
businesses have more flexibility.
Over the long term, companies should
localise the management team so that
upcoming, emerging leaders can see that if
they apply themselves, work hard and learn
leadership, they too can become a country
head.
Best practice for hiring and
selecting a country manager
There must be a systematic approach
surrounding three main points in the hiring
process. Find out candidates’ skills and
competencies as that will give you a good
idea of what they’re capable of doing today.
GLOBAL MINDSET
19
22. Experience describes the background
a candidate is coming from, including
what he has been exposed to in terms of
geographics, size and scope of operations.
If the role is a technical one, candidates
must have the appropriate expertise and
knowledge to lead their teams.
the higher the probability of getting a
suitable candidate who can bring the right
skills set, knowledge and experience on
board.
Conclusion
The worst thing to do is approach the
hiring process unprepared, not knowing
what specifics to look out for or what key
questions to ask candidates. However, it is
quite clear that across all candidates, each
of them must be continuously upgrading
themselves to adapt to the changing
environment. The wider you cast your net,
20
THE RIGHT QUARTERLY
by Ronnie Tan
Group EVP, Asia Pacific and
Global Talent Management
AsiaPac/Singapore
by Ric Roi
SVP, APAC and Global Center
of Excellence
Singapore
23. 2012 APAC Talent and Career Management
At a Glance…
22
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