going global international practices in talent management
DESCRIPTION
This CMA presentation given as a 2010 webinar illustrates how to approach international talent managementTRANSCRIPT
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Going Global:
International Practices in Talent Management
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Leadership as glue Complexity of executive roles Limited utility of standard interviews
Hurdles in Hiring Candidates
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Update Your Approach
Define qualities for successful leaders in your organization (especially global executives)
Parse definitions in those qualities Extend interview methodology
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Interview Approach
Augment behavior-based with non-behavioral interviewing to be asked by only the most skilled interviewers
Key qualifications for leaders who move from culture to culture: How well do they learn from mistakes? How well do they know themselves? How well can they demonstrate comfort and
authority?
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Sample Interview Questions
“What’s the best mistake you ever made on the job?”
“What recommendation would you make to the board of this company?”
“I see you had an international assignment in XXX. What was the most important thing you learned about yourself and your leadership on that assignment.”
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What Causes Global Leaders to Fail?
1. Not adjusting to local team
2. Not adjusting to local culture
3. Spouse/family not adjusting to culture
4. Limited leadership abilities
5. Lack of technical skill
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1. Not adjusting to local team
2. Not adjusting to local culture
3. Spouse/family not adjusting to culture
4. Limited leadership abilities
5. Lack of technical skillsame culture
What Causes Global Leaders to Fail?
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1. Not adjusting to local team
2. Not adjusting to local culture
3. Spouse/family not adjusting to culture
4. Limited leadership abilities
5. Lack of technical skill
cross-cultural
What Causes Global Leaders to Fail?
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Where is the Common Ground?
Increasing literacy around cultural differences
Among leadership ranks, differences tend to be decreasing as a global culture of business emerges
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Data Privacy/Data Sharing
Talent management systems increasingly prevalent so we keep more data on our applicants/employees.
What data do you collect and how do you control it? Does marketing have access to it
State regulations around treatment of data EU does not permit transmission of data to country
without adequate data security (including US) Consider rewriting permission forms for candidate Look into the safe harbor
(www.export.gov/safeharbour)
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Interviewing Across Cultures
Lake Wobegon Effect Study showed that most managers give
themselves an “A” for interviewing skills As a practice, interviewing lacks needed rigor
Most spend less than 30 minutes making a hiring decision
80% of interviewers still asked illegal questions How were you discharged from the military? Oh, what part of Kansas did you grow up in?
43% of applicants said interview felt like an interrogation
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Key Take-Aways
Recruiting is a two-way street Expand skill set and effectiveness of
hiring managers Consider current findings about global
hiring practices as you evolve your recruitment efforts
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Questions
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Thank You!