GGLOGLOBAL TALENT GLOBAL TALENT DEVELOPMENT IN A MULTI-CULTURAL WORLD Presented at the 7 th Swiss...
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Transcript of GGLOGLOBAL TALENT GLOBAL TALENT DEVELOPMENT IN A MULTI-CULTURAL WORLD Presented at the 7 th Swiss...
GGLOGLOBAL TALENT GLOBAL TALENT DEVELOPMENT IN A MULTI-CULTURAL WORLD
Presented at the 7th Swiss GLOBALHR Business Leader Conference in Geneva,
April 6th 2011
by:
Soren Olesen
Director, Client Strategy & Business Development, Europe [email protected]
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Aperian Global Overview
Aperian Global is a global consulting, training, and web tools firm, expert in
facilitating talent development and business transformation across borders.
We partner with our clients to:
o Enable leaders, managers, and employees to see and seize global opportunities
o Mobilize resources to successfully execute global strategy
o Create human integration solutions to cross-border challenges
o Synthesize and integrate global knowledge and lessons learned
o Leverage global talent
o Grow the capacity to innovate
o Equip people with skills, knowledge, and insights to succeed in globally diverse
environments
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Practice Areas
Global Assignment Services
– Candidate Assessment
– Thriving in Country X
– Virtual Country Briefing
– Coaching
– Repatriation
• Global Business Training
– Working Globally
– Working Effectively with Country X
• Web Tools
– e-Learning modules
– Assessment Tools
– GlobeSmart®
Global Talent Development
– Global Leadership
– Global Teams
– Global Diversity & Inclusion
– Global Innovation
– Executive Coaching
Global Business Transformation
– Global Joint Ventures
– Global Outsourcing/Offshoring
– Global Collaboration
– Global Projects
Aperian Global - Global Presence
Aperian Global Service Overview
“The single greatest cause of difficulties in global business transactions is not a lack of technical expertise, hard work or good intentions – it is a lack of ‘people skills’ for relating successfully
across style differences attributed to factors such as national culture, organizational culture, job function, and personality.”
Ernest Gundling, PhD, author of Working GlobeSmart
“The single greatest cause of difficulties in global business transactions is not a lack of technical expertise, hard work or good intentions – it is a lack of ‘people skills’ for relating successfully
across style differences attributed to factors such as national culture, organizational culture, job function, and personality.”
Ernest Gundling, PhD, author of Working GlobeSmart
The Faces of Globalization
Key growth Key growth markets will markets will become more become more global every global every year.year.
Population Trends
Total Population by Region 1950, 1995, 2025, and 2050 (in millions) UN Medium Variant
The Largest Economies
Going Back to the Future
China has been the world’s largest economy for 18 of the past 20 centuries
From 1500 -1800 India’s economy was second only to China’s
Largest Cities in 1900(in millions)
City, CountryPopulation
1. London, United Kingdom 6.52. New York, United States 4.23. Paris, France 3.34. Berlin, Germany 2.75. Chicago, United States 1.76. Vienna, Austria 1.67. Tokyo, Japan 1.58. St. Petersburg, Russia 1.49. Manchester, United Kingdom 1.410.Philadelphia, United States 1.4
City, CountryPopulation
1. London, United Kingdom 6.52. New York, United States 4.23. Paris, France 3.34. Berlin, Germany 2.75. Chicago, United States 1.76. Vienna, Austria 1.67. Tokyo, Japan 1.58. St. Petersburg, Russia 1.49. Manchester, United Kingdom 1.410.Philadelphia, United States 1.4
Largest Cities in 2015 (predicted - in millions)
City, CountryPopulation
1. Tokyo, Japan28.7
2. Mumbai, India27.4
3. Lagos, Nigeria24.4
4. Shanghai, China23.4
5. Jakarta, Indonesia21.2
6. Sao Paulo, Brazil20.8
7. Karachi, Pakistan20.6
8. Beijing, China19.4
9. Dhaka, Bangladesh19.0
10. Mexico City, Mexico18.8
11. New York, United States17.6
12. Calcutta, India17.6
City, CountryPopulation
1. Tokyo, Japan28.7
2. Mumbai, India27.4
3. Lagos, Nigeria24.4
4. Shanghai, China23.4
5. Jakarta, Indonesia21.2
6. Sao Paulo, Brazil20.8
7. Karachi, Pakistan20.6
8. Beijing, China19.4
9. Dhaka, Bangladesh19.0
10. Mexico City, Mexico18.8
11. New York, United States17.6
12. Calcutta, India17.6
The Next 11
Goldman Sachs predicted the following countries to have the potential to join the world’s largest economies along with the BRICs:
BangladeshEgyptIndonesiaIranMexicoNigeriaPakistanPhilippinesSouth Korea TurkeyVietnam
Aperian Global Service Overview
Aperian Global Service Overview:Thriving in a New Culture
• Training program designed to equip short- or long-term international assignees and their family members with practical skills and resources
• Interactive session that focuses on the specific needs of the participants
• Goes beyond the “do’s & don’ts” to learn proven strategies that assist participant to: decode cultural differences build trust with local nationals communicate effectively accomplish personal & professional goals
• Led by facilitators with international assignment experience
• Face-to-face delivery pre-departure or post-arrival, anywhere in the world
• Integrates GlobeSmart®
• Available for spouses/ partners and kids /teens
Key Program Topics:Thriving in a New Culture
Cultural Foundations of Your New Country
• Uncover the unwritten rules and explore the core themes that influence behaviors in the new culture
• Learn how to increase effectiveness in business and social situations in the new culture
Decoding Cultural Behavior
• Explore the fundamentals of how culture shapes the way we live and work
• Learn the key cultural dimensions in order to identify and bridge cultural gaps
• Gain tools that will facilitate the reading of cultural behavior
Adapting to a New Culture
• Review common transition challenges and how they may apply to the adjustment process professionally and personally
• Develop specific practical strategies to ease adjustment
Applying the Lessons Learned
• Apply lessons learned to sample situations most likely to arise in the new country
• Capture the key insights from this session that can be referenced and utilized during the international assignment
Challenges of Working Globally
Language barriers
Problem solving and decision making
Understanding protocol
Achieving an effectiveglobal-local balance
Motivating and creatinga sense of urgency
Time zones and distance
Building relationshipsacross cultural differences
Virtual communication(e-mail, teleconferences)
Resolving conflict
Leading a virtual team
Our Program Targets Key Global ChallengesOur Program Targets Key Global Challenges
Definition of Culture
Anything that is visible or perceived with the five senses
Assumptions
Values
Attitudes
HistoryCustoms
BeliefsOpinions
Regional Viewpoints
Implicit Notions of time Rules about socializing Ideas of right/wrong Definition of family Importance of work Communication styles Leadership styles Handling problems Role of men/women Tolerance for change
Explicit Behavior Language Food Dress / Clothing Pace of life Architecture, Music, Literature Gestures Activities Emotional display
Stereotypes and Generalizations
GeneralizationsStereotypes
NEW INFORMATIONNEW INFORMATION
Fixed and oversimplified opinions, images or judgments
General statements, ideas or principles
Always
Never
All
None
Either/Or
Most
Many
Some
Usually
Typically
Generally
Culture and Behavior: Key Factors
Professional Specialty
Level of Experience
Individual Style
Corporate Culture
National Culture
What Else?
How to Use the GlobeSmart® Dimension Profile
• Dimensions are on a continuum• There is no “right” or “wrong” style• Profile result is not a predictor of success
You Your Colleague
YOUR GOAL! Know the profile of you and your colleague in order to leverage similarities and bridge gaps
YOUR GOAL! Know the profile of you and your colleague in order to leverage similarities and bridge gaps
Key Dimensions of Culture: Independent Interdependent
• Independent action is a strong competency
• Identity tied to individual traits
• Individual decisions
• Group harmony and cooperation important
• Identity tied to group affiliation
• Group decisions (consensus among family, team)
Independent Interdependent
What is the role of the individual?
What is the role of the individual?
Independent (Me) or Interdependent (We)?
“The squeaky wheel gets the grease.”
“The nail that sticks up gets hammered down.”
Egalitarianism Status
Key Dimensions of Culture: Egalitarianism Status
• Equal to others in professional settings
• Work roles can be flexible, less rules and protocols
• OK to challenge the opinions of people in power
• Each role in hierarchy has its own code of behavior
• Status and position respected; Titles important
• Questioning opinions is seen as lack of trust
What is the relation toward hierarchy?
What is the relation toward hierarchy?
“Is it important for a Manager to have the precise answers to most of the questions that subordinates may raise about their work?”
Source: André Laurent, “The Cultural Diversity of Western Conceptions of Management,” International Studies of Management and Organization
Viewpoints on a Manager’s Role
0
10
20
30
40
50
60
Sweden
South A
frica
USA
Nether
lands
Denm
ark
Canad
a UK
Austra
lia
Germ
any
Switzer
land
Belgiu
mBra
zil
France
Japan
Portugal
Italy
Spain
Per
cent
agr
ee
Restraint
Key Dimensions of Culture: Risk Restraint
• Demonstrate quick results
• Flexibility and speed valued more than thoroughness
• Spend time on research before making change
• Establish proper processes and systems
Risk
What is the comfort level with risk taking?
What is the comfort level with risk taking?
Viewpoints: Looking Outward
Risk looking at Restraint:
Restraint looking at Risk:
• Boring• Lazy• Not confident• Analysis paralysis• Not action-oriented,
innovative, entrepreneurial • Avoiding accountability• Waiting for direction
• Boring• Lazy• Not confident• Analysis paralysis• Not action-oriented,
innovative, entrepreneurial • Avoiding accountability• Waiting for direction
• Cowboys• Arrogant• Selfish• Dangerous• Scary• Not considering all issues,
people, relationships• Irresponsible, immature
• Cowboys• Arrogant• Selfish• Dangerous• Scary• Not considering all issues,
people, relationships• Irresponsible, immature
Direct Indirect
Key Dimensions of Culture: Direct Indirect
• Concise, concrete, to the point
• Not afraid to “say it like it is”
• Difficulties confronted openly
• OK to give and receive “constructive” feedback
• Great attention given to how messages are expressed
• Preserve harmony in group• Pay attention to saving face and
preserving personal dignity• Unwillingness to saying no
How is information communicated?
How is information communicated?
Webtool for Global Business Effectiveness
GlobeSmart is a resource for anyone who…
• Works on a global team
• Is on an international assignment
• Has global job responsibilities
• Works with employees from diverse cultural backgrounds
• Communicates across time zones
• Works on outsourcing projects worldwide
GlobeSmart Features
GlobeSmart Features
GlobeSmart Features
GlobeSmart® Cultural Dimensions
Aspects of culture that represent a range of work styles in a multicultural work environment
Aspects of culture that represent a range of work styles in a multicultural work environment
GlobeSmart Features
GAP
GlobeSmart Features
• Select a Focus Area Brings together a list of appropriate topics related to your business
objectivesº i.e. Improving Teamwork, Managing Employees, Traveling & Getting
Around
GlobeSmart Mobile Application
• The following features of GlobeSmart are available on your mobile device:
Summary Key Points for all GlobeSmart Country Content pages Summary Key Points for all GlobeSmart Global Advice content On the iPhone, you will also see a link to our Global Business Spotlight podcast
page, so you can hear podcasts from some of Aperian’s thought leaders
To access GlobeSmart on your mobile web browser, visit: www.globesmart.com/mobile
Log in with the same information you use to access GlobeSmart.
What – So What – Now What
What So What Now What
Cultural dimensions impacting issue
Potential issues that could arise
Strategies to minimize the gap
What are the key cultural differences that
may impact your interactions?
What are the key cultural differences that
may impact your interactions?
What is the potential impact of these
differences to you / your job?
What is the potential impact of these
differences to you / your job?
What strategies could you apply to minimize the cultural gap and
achieve better results?
What strategies could you apply to minimize the cultural gap and
achieve better results?
A tool to help you identify the underlying cultural issues, the impact and what to do next
A tool to help you identify the underlying cultural issues, the impact and what to do next
General Advice for Working Globally
Develop a Range of Approaches
Identify ways to “style switch” or use a “Third
Culture” Way
Constantly Seek Advice and Enhance
Knowledge
Talk to a “cultural bridge”, read, use GlobeSmart
Be Aware of Your Iceberg
Be aware that you may be making judgments that
work in your culture;Consider alternative
interpretations