Going Global May-7-2010_linkedin


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Speaker Presentation at 12th Annual NJ Organization Development Annual Sharing Day Conference.

Contact Information: Karen Toole, Ed.D., Principal WH Professional Services, LLC
ktoole@whprofessional.com or 682.502.4906

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Going Global May-7-2010_linkedin

  1. 1. GOING GLOBAL PRESENTATION TO NJ ODN 12TH ANNUAL SHARING DAY, MAY 7, 2010 d er ve res ig hts ll r l.com 1 0 A ona 20 ssi y (c) ofe e tar whpr pri @ Pro ole Kto PRESENTERS: Tom Glasscock, Iona Harding, Laura Kasser, Karen Toole
  2. 2. OVERVIEW • Framework for global people practices • Global competencies – Current trends for global leadership success d r ve – Global talent management strategy e se sr ht Avoiding cultural missteps.com ig • ll r l 0 A ona 1 i • 20 line – real Live from the front fess life stories (c) o y pr • Questionspand whtar discussion rie @ Pro ole Kto 1
  3. 3. ORGANIZATION STRATEGY DRIVES GLOBAL PEOPLE STRATEGY Global Organization Strategy Financial, Operational, Sales d er ve res ig Global People lStrategy hts A l r l.com Talent, Development, 010 iona Org Effectiveness Rewards, 2 s y (c) ofes e tar whpr pri @ Pro ole People Management Global Kto Person, Place, Time, Cost Right 3
  4. 4. DRIVERS OF GLOBAL PEOPLE STRATEGY Organization Maturity Levels Initial Developed Mature Financial Focus Revenue generation Profitability Margins Survival d Systems/ Ad hoc r ve Centralized by country, division Global, enterprise Technology Decentralized re se wide or integrated h ts Policies/ Minimal or ad hoc rig cdivision Exist for most functions country, o Apply to ll m Global, enterprise Processes a . 0 A right lpeople when & wide or integrated People Focus Get people in the Get the ion 01 s Talent 2 door when & (c) where you need them, o fes management e ary where youtneed hpr develop & retain them Succession them pri w planning Global o e@ Pr ol Individual deals Regional/country or division Global, enterprise Management & Kt Lots ofosurprises policy/practice wide or integrated Mobility Unclear costs Costs are known & tracked policy Compliance issues Metrics exist Full visibility & use Reactive Fewer compliance issues of costs & metrics Integrated into HR Proactive planning processes 4
  5. 5. TYPES OF GLOBAL ROLES Type Comp/Benefits Typical Family Tied to: Timeframe Accompanies? Long-term IA Home 1-3 years Yes d Short-term IA Home Up to 1 year er ve No res ig hts Local Plus IA Host ll r l.com Permanent Yes 0 A ona 1 i 20 sWeekly s Commuter Home y (c) ofe No e tar whpr Business Home pri @ 1-2 weeks No Traveler Pro ole Kto Globalist – A country Career Maybe Global Nomad Global Leaders Home As long as in role NA & Managers 5
  6. 6. EMERGING GLOBAL ROLE Global Nomad • Comfortable traveling without an anchor d • Functions well in ambiguity r ve re se • Adjusts to different situations quickly ts h • rig Cultural Understands and can pickll up l.com 1 0 A ona Norms quickly 20 ssi (c) ofe • Good at problemysolving, negotiating and tar whpr e pri @ Pro ol compromisinge Ko • Up-to-date twith geo-political events
  7. 7. CURRENT GLOBAL ROLE TRENDS • Fewer long term international assignments • More localizations (local plus) erved res • Fewer families accompanying IA’s ig hts ll r l.com A a • Reduced costs, e.g. 0housing, COLA, relo, 01 sion 2 travel allowances r y (c) ofes e tar whp pri @business travel • More ando less Pr ole Kto global management • More remote • More leaders with global responsibility 6
  8. 8. WHAT ARE THE IMPLICATIONS FOR US? The challenge: ed vills from all To leverage com petencies andssk er re parts of the w orld to solvehcom plex problem s ts ig and create innovative solutions ll r l.com 1 0 A ona 20 ssi (c) ofe •Starts with global process for selection and y tar whpr e pri @ developmentoof people Pr ole Kto •Reinforce with appropriate rewards and OE strategy 8
  9. 9. WHAT ARE THE IMPLICATIONS FOR US? Tools To Ensure Success: d • Programs for cultural awareness, r ve re se stress management h ts • Training on remote/virtual omrig cmanagement 0 All al. skills 01 sion c)2 fes (of technology (Skype, chat • Take advantage pro y tar wh rooms) oprie @ Pr ofor determining how to structure • Framework le Kto global roles • Global competencies 8
  10. 10. d er ve res ig hts ll r l.com 1 0 A ona 20 ssi y (c) ofe e tar whpr pri @ Pro ole Kto GLOBAL COMPETENCIES
  11. 11. OVERVIEW High Performing Individual Leadership KSA’s d Content er ve Behaviors res BEHAVIORAL hts COMPETENCIES ig m ll r you obehave to “How” l.c 0 A bensuccessful a 2 01 sio y (c) ofes tar whpr “What” you need to WHEN & HOW THE CUMULATIVE FACTORS op rie do to be successful r @ SUPERCEDE COUNTRY VALUES ole P Kto FUNCTIONAL/ TECHNICAL Corporate COMPETENCIES Values Context 7
  12. 12. CULTURAL COMPETENCE • Cultural Intelligence: •Cultural Diversity: A person’s ability to adapt A person’s ability to adapt appropriately & effectively to new appropriately to different cultures contexts characterized by diversity and have thevedr capacity to change e or expandsone’s habits in r e ts response to contextually diverse h rig com llfactors. 0 A onal . 1 20 ssi (c) of Observable/ e y tar whpr Behavioral Level e pri @ CI is Pro ole Cognitive beyond Kto Level awareness Emotional Level 8
  13. 13. GLOBAL COMPETENCIES* Global Business Knowledge Assignment Hardiness Cross-Cultural Cross-Cultural Sensitivity ve d e r r es Resourcefulness i g hts Hum ility ll r l.com Cross-Cultural Agility 201 si 0 A ona y (c) ofes tar whpr Organizational Positioning e pri @ Pro ole Kto Skills (from Remote Location) …baseline to get started… *Lombardo, Michael M.; Eichinger, Robert W. (1996-2004) FYI For Your Improvement: A guide for development and coaching. 9 Minneapolis: Lominger Limited, Inc.
  14. 14. CAREER PATHING GLOBAL LEADERS CAREER PATH EXAMPLE Global Leader Position d ve Individual er Mastery Global Mastery Development res Behavioral Functional/Technical Planning s Competencies Global Competencies Global Progressive Global 2-3ght i year Assignmentsl r .co m l 0 A onal Competence 1 i Mastery Behavioral(c) Mastery Global 20 ssFunctional/Technical e ry prof Global Competencies At what point can What is your ta wh someone transfer in Competencies career goal? rie from another Rotation Assignment Project Assignment rop Behavioral @ function/business? o le P Competencies Functional/Technical K to Competencies When is the stage/level to pick up additional Hi Potential capabilities? What’s foot in the door position –internally? Behavioral Functional/Technical Competencies Competencies Transfer in Hi Performer Outside Hire
  15. 15. OD DEVELOPING GLOBAL LEADERS P&L Leader Organizational Large Region Positioning Skills Transition to In- Cross-Cultural Country Associate Longer Global d ve Resourcefulness Assignment /Lead er res Small Location hts P&L Leader g Small/Medium l ri l.com Global Short-term Assignment lAssignment/Lead Hardiness Region 0 A onFunction a 2 01 si (c) ofes ry pr ta wh Humility rie WHAT IS OUR ROLE TO ENSURE rop le @ P o Projects and/or Cross-Cultural SUCCESS? K to Team assignments to become exposed Sensitivity to global activities Global Business Knowledge Development Plan to build Cultural Competence 16
  16. 16. GLOBAL COMPETENCIES BY ROLE d rve Strategic/Executive e res ig Operationalom hts ll r l.c 1 0 A ona ) 20 ssi Manager ofy (c ofe r r Otherseta whp or pri @ Pro ole Process/Projects Kto Individual Contributor 11
  17. 17. d er ve res ig hts ll r l.com 1 0 A ona 20 ssi y (c) ofe e tar whpr pri @ Pro ole CULTUREKto
  18. 18. CULTURE: WHAT DIFFERENCE DOES IT MAKE? THERE ARE MANY MODELS FOR LOOKING AT GLOBAL CULTURES: d ve TROMPENAAR er res Universalism vs. Particularism LEWIS hts Individualism vs. Communitarianism Specific vs. Diffuse Cultures rig com High-Context Cultures HALL All al. Linear Active Affective vs. Neutral Cultures Achievement vs. Ascription Multi-Active 0 01 sion Low-Context Cultures Sequential vs. Synchronic Cultures Reactive 2 (c) ofes Internal vs. Eternal Control y e tar whpr pri @ Pro ole TMA Kt o Navigator HOFSTEDE Power-Distance Relating Individualism vs. Collectivism Regulating Uncertainty Avoidance Reasoning Masculine vs. Feminine Long-term vs. Short-Term Orientation TO NAME A FEW . . .
  19. 19. WHAT CAN WE DO? 1. Develop our OWN cross-cultural competence, our own CI 2. Help minimize the disruptive features of d er ve conflicting organization and re scountry sub h ts cultures through better .rig com All 0 onal • Assessment 1 ) 20 ssi • Selection and(c rofe management y talent e tar whp • pi @ Training rand development • Pro ole OD interventions Kto • Coaching
  20. 20. TEST YOUR CULTURAL INTELLIGENCE Which country does each statement most apply to: Brazil, China, India, UAE, USA? 1. ____ Never start 2. _____ The most business discussions important d member of rve before your host; se youreorganization should r h ts business meetings lead important meetings, rig com normally begin with All status is valued. 0 onal. 1 20 ssi casual conversation.(c) ofe y e tar whpr 4. _____ Titles are very pri @ 3. _____ “Yes”romight important; always use P ole mean maybe.oKt professional titles. 5. ___ Wants to get down to business and keep to the agenda and timeline. 12
  21. 21. HOFSTEDE’S CULTURAL DIMENSIONS Index High Low Power-Distance (PDI) Accept, expect power to be Expect greater equality distributed unequally between social levels d Individualism vs. r ve Everyone is expected to look People integrated into Collectivism (IDV) after him/herself se strong, cohesive groups re which protect them in h ts l rig om exchange for loyalty Al dominant, 0 o l. Male values more na c Masculinity vs. 1 Female values more though )20 sossi women – (c ofe competitive Femininity (MAS) less for dominant – similar values for y tar whpr e.g. assertive, both men and women – e.g. e pri @ modest, caring Pro Risk adverse; uncomfortable Uncertainty Avoidance ole More tolerant of different (UAI) Kto in unstructured situations; opinions; fewer rules; risk adverse; emotional; rules phlegmatic; less emotional Long-Term vs. Short- Thrift and perseverance; Respect for tradition, fulfilling Term Orientation (LTO) overcome obstacles with social obligations, protecting time one’s “face”
  22. 22. HOFSTEDE’S CULTURAL DIMENSIONS Country PDI IDV MAS UAI LTO Brazil 69 38 49 76 65 d er ve s res China 80 20 ig ht66 30 118 ll r l.com 1 0 A ona 20 ssi India 77 (c) 48fe y pro 56 40 61 e tar wh o pri @ Pr80ole UAE K to 38 52 68 USA 40 91 62 46 29 ..the Delta between the countries…
  23. 23. RICHARD LEWIS’ PERSONAL CULTURAL PROFILES Linear-Active Multi-Active Reactive Talks about half the time Talks most of the time Listens most of the time Does one thing at a time Does several things at once Reacts to partner’s action Plans ahead step by step Plans grand outline only Looks at general principles d Polite but direct Emotional e ve rPolite, indirect res hts Partly conceals feelings Displays Feelings Conceals feelings Confronts emotionally rig ll l.com Confronts with logic Never confronts Dislikes losing face 1 Has good excuses0 A ona Must not lose face 20 ssi Rarely interrupts y (c) of Often interrupts e Doesn’t interrupt e tar whpr pri Feelings before facts Job-oriented People-oriented Very people-oriented @ Pro ole Sticks to facts Statements are promises Truth before diplomacy Kto Flexible truth Diplomacy over truth Sometimes impatient Impatient Patient Limited body language Unlimited body language Subtle body language Uses mainly facts Puts feelings before facts Statements are promises Separates social, professional Mixes social & professional Connects social & professional
  24. 24. WHAT CAN WE DO TO DEVELOP THIS BUSINESS? Multi- Active Brazil d What can WE do to r ve re se help develop ts UAE organizational h rig com All al. Cultural 0 01 sion Competence 2 I ndia (c) ofes to ensure success y tar whpr if we are growing our business in ie r op e this environment? @ Pr ol Kto China Linear- Reactive Active 16
  25. 25. WHAT IS IT LIKE FOR A U.S. LEADER IN INDIA? Multi USA Active d er ve Linear- res hts Active Reactive ig ll r l.com 1 0 A ona 20 ssi y (c) ofe INDIA ie tar whpr rMulti p Active @ Pro ole Kto Linear- Active Reactive 17
  26. 26. d er ve res ig hts ll r l.com 1 0 A ona 20 ssi y (c) ofe e tar whpr pri @ Pro ole Kto LIVING ABROAD 27
  27. 27. GOING ON ASSIGNMENT d er ve res ig hts ll r l.com 1 0 A ona 20 ssi y (c) ofe e tar whpr pri @ Pro ole Kto 19
  28. 28. LITTLE THINGS CAN MAKE A DIFFERENCE d er ve res ig hts ll r l.com 1 0 A ona 20 ssi y (c) ofe e tar whpr pri @ Pro ole Kto 20
  29. 29. COMING BACK What could possibly go wrong? d ‼ 9 out of 10 repatriations experience r ve difficulty se some kind of re ts ‼ A majority of repatriates leave their h rig com within one year of All returning to their home country. company 1 0 onal. 20 ssi‼ Repatriates generally feel: (c) e tar y p rof wh • A loss of autonomy rie rop le @ • That their organization fails to P o capitalize on the experience they’ve Kto gained • Loss of social affinity • Big fish/little fish syndrome • A lack of suitable opportunities 21
  30. 30. KEYS TO SUCCESSFUL REPATRIATION • Ensure your expat keep his/her networks fresh; make the most out of home visits d • Appoint an executive level sponsor r ve with accountability for a suitable, re se successful post-assignment position h ts ig ll r l.com 0 A on • Set clear expectations about post a 1 20 s assignment career opportunitiessi y (c) ofe prior to tar whpr • Establish a plan for repatriation e pri @ going on assignment; revisit and adjust Pro ole regularly or as required by emerging Kto business conditions
  31. 31. NUMBER OF US PASSPORTS ISSUED 1974 - 2009 d er ve res ig hts ll r l.com 1 0 A ona 20 ssi y (c) ofe e tar whpr pri @ Pro ole Kto Source: http://travel.state.gov/passport/services/stats/stats_890.html
  32. 32. d er ve res ig hts ll r l.com 1 0 A ona 20 ssi y (c) ofe e tar whpr pri @ Pro ole Kto QUESTIONS AND DISCUSSION
  33. 33. ADDITIONAL RESOURCES INTERNATIONAL ASSIGNMENTS: GLOBAL HUMAN RESOURCES • Additional Reading • www.shrm.org (Select HR Disciplines – Global) • “Repatriation Considerations in a Cost Aware Economy,” Vadim Kostovski, ORC Worldwide, Workspan, August 2009 • “Companies Consider Cutting International Assignment Budgets,” COMPETENCIES World at Work, March 2009 • Additional Readings • “International Assignments Down; More Experienced Employees Go • Lombardo, Michael M., Eichner, Robert W. (2007 4th ed.) d Overseas,” World at Work, June 2009 ve Career Architect Development Planner: An Expert System • “Luanda Tops AIRINC’s List of the World Most Expensive Cities,” Air- er Offering 103 Research-Based and Experience-Tested Inc.com, Sept. 2009 Development Plans and Coaching Tips, Minneapolis: Lominger res • “Eight Action Items for Expatriate Planning in an Economic International: A Korn/Ferry Company. hts Downturn,” Cheryl Spielman and Gerald Tammaro, Ernst & Young • Lombardo, Michael M., Eichner, Robert W. (2004 4th ed.) FYI LLP, Workspan, October 2009 For Your Improvement: A Guide For development and • ig ll r l.com • “Salary Budget Trends in Selected Countries,” 2009/10 Global Coaching, Minneapolis: Lominger Limited International Compensation Planning Report, Towersperrin.com Bucher, Richard D. (2008) Building Cultural Intelligence (CQ): 0 A GLOBAL CULTURE Nine Megaskills, Upper saddle River: Pearson a • “Reducing Expatriate Program Costs under the Balance Sheet 01 si•on Hofstede’s Cultural Dimensions www.geert- Approach,” Vince Cordova, International HR Journal, Summer 2009 2 • Websites for additional information: (c) ofes • hofstede.com Personal Cultural Profile • Worldatwork.org Geert y tar whpr • Air-inc.com • Internationalhr.wordpress.com Richard Lewis’ rie • Deloitte.com www.crossculture.com/services/cross-culture/ rop le @ • Towersperrin.com • Fons Trompenaars’ Dimensions of Culture www.7d- P o • Sites catering to the expat community and individual culture.nl/content/cont042.htm • Edward T. Hall’s Dimensions of Culture to "Globalists" http//changingminds.org/explanations/culture/hall-culture.htm K • http://www.escapeartist.com/ • http://www.expatexchange.com/ • http://www.transitionsabroad.com/listings/living/index.shtml • http://www.overseasdigest.com/ • The US Department of State's section on Americans living abroad http://travel.state.gov/travel/living/living_1243.html • A similar resource hosted by USA government http://www.usa.gov/Topics/Americans_Abroad.shtml
  34. 34. CONTACT INFORMATION: • Tom Glasscock, SPHR, GPHR, Principal Glasscock & Associates LLC www.glasscockandassociates.com tom.glasscock@glasscockandassociates.com Phone: 973-580-9927 d • Iona Harding, SPHR, GPHR, Consulting Principal er ve res RES-Partners LLC hts www.res-partners.com ig ll r l.com iharding@res-partners.com 0 A ona Phone: 609-921-0823 1 20 ssi (c) ofe • Laura Kasser, CCP, Principal 360 Global HR Solutions LLC y www.360GlobalHR.com e tar whpr lkasser@360globalhr.com i pr @ Pro ole Phone: 908-246-9975 • Kto Principal Karen Toole, Ed. D., EMBA, WH Professional Services LLC www.whprofessional.com ktoole@whprofessional.com Phone: 682.502.4906