going global may-7-2010_linkedin

GOING GLOBALPRESENTATION TO NJ ODN 12TH ANNUAL SHARING DAY, MAY 7, 2010

PRESENTERS: Tom Glasscock, Iona Harding, Laura Kasser, Karen Toole

Proprietary (c)2010 All rights reserved

Ktoole @ whprofessional.com

OVERVIEW

• Framework for global people practices• Global competencies

– Current trends for global leadership success– Global talent management strategy

• Avoiding cultural missteps• Live from the front line – real life stories• Questions and discussion

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ORGANIZATION STRATEGY DRIVES GLOBAL PEOPLE STRATEGY

Global People Management Right Person, Place, Time, Cost

Global People StrategyTalent, Development, Rewards, Org Effectiveness

Global Organization StrategyFinancial, Operational, Sales

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DRIVERS OF GLOBAL PEOPLE STRATEGY

Organization Maturity LevelsInitial Developed Mature

Financial Focus Revenue generation Survival

Profitability Margins

Systems/Technology

Ad hocDecentralized

Centralized by country, division Global, enterprise wide or integrated

Policies/Processes

Minimal or ad hoc Exist for most functions Apply to country, division

Global, enterprise wide or integrated

People Focus Get people in the door when & where you need them

Get the right people when &where you need them, develop & retain them

Talent management Succession planning

Global Management &Mobility

Individual deals Lots of surprisesUnclear costs Compliance issues Reactive

Regional/country or division policy/practice Costs are known & tracked Metrics existFewer compliance issues Integrated into HR processes

Global, enterprise wide or integrated policy Full visibility & use of costs & metricsProactive planning

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TYPES OF GLOBAL ROLES

Type Comp/Benefits Tied to:

Typical Timeframe

FamilyAccompanies?

Long-term IA Home 1-3 years Yes

Short-term IA Home Up to 1 year No

Local Plus IA Host Permanent Yes

Commuter Home Weekly No

Business Traveler

Home 1-2 weeks No

Globalist –Global Nomad

A country Career Maybe

Global Leaders & Managers

Home As long as in role NA

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EMERGING GLOBAL ROLE

Global Nomad• Comfortable traveling without an anchor• Functions well in ambiguity• Adjusts to different situations quickly• Understands and can pick up Cultural

Norms quickly • Good at problem solving, negotiating and

compromising• Up-to-date with geo-political events



CURRENT GLOBAL ROLE TRENDS

• Fewer long term international assignments• More localizations (local plus)• Fewer families accompanying IA’s• Reduced costs, e.g. housing, COLA, relo,

travel allowances• More and less business travel• More remote global management• More leaders with global responsibility

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WHAT ARE THE IMPLICATIONS FOR US?

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The challenge:

To leverage competencies and sk ills from all parts of the world to solve complex problems and create innovative solutions

•Starts with global process for selection and development of people

•Reinforce with appropriate rewards and OE strategy



WHAT ARE THE IMPLICATIONS FOR US?

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Tools To Ensure Success:

• Programs for cultural awareness, stress management

• Training on remote/virtual management skills

• Take advantage of technology (Skype, chat rooms)

• Framework for determining how to structure global roles

• Global competencies



GLOBAL COMPETENCIESProprietary (c)2010 All rig

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OVERVIEW

“What” you need to do to be successful

BEHAVIORALCOMPETENCIES

FUNCTIONAL/ TECHNICAL

COMPETENCIES

“How” you behave to be successful

Leadership Behaviors

Corporate Values

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Context

Content

WHEN & HOW THECUMULATIVE FACTORS

SUPERCEDE COUNTRY VALUES

High Performing Individual

KSA

’s



CULTURAL COMPETENCE

CI is beyond

awareness

Observable/ Behavioral Level

Cognitive Level

Emotional Level

• Cultural Intelligence:

A person’s ability to adapt appropriately & effectively to new contexts characterized by diversity

•Cultural Diversity:

A person’s ability to adapt appropriately to different cultures and have the capacity to change or expand one’s habits in response to contextually diverse factors.

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GLOBAL COMPETENCIES*

Global Business Knowledge

Cross-Cultural

Resourcefulness

Cross-Cultural Agility

Organizational Positioning

Skills (from Remote Location)

Assignment Hardiness

Cross-Cultural Sensitivity

Humility

*Lombardo, Michael M.; Eichinger, Robert W. (1996-2004) FYI For Your Improvement: A guide for development and coaching. Minneapolis: Lominger Limited, Inc.

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…baseline to get started…



CAREER PATHING GLOBAL LEADERS

Hi Performer Outside HireTransfer in

Global Leader Position

Hi Potential

Project AssignmentRotation Assignment

Progressive Global 2-3 year Assignments

When is the stage/level to pick

up additional capabilities?

What’s foot in the door position –internally?

At what point can someone transfer in

from another function/business?

What is your career goal?

Behavioral Competencies

Functional/Technical Competencies

Mastery Functional/Technical Global Competencies

Mastery Functional/Technical Global Competencies

Functional/Technical Competencies

Mastery Global Behavioral

Competencies

Mastery Global Behavioral

Competencies

Behavioral Competencies

Individual Development

Planning

CAREER PATH EXAMPLE

Global Competence



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Cross-Cultural Sensitivity

Global Business Knowledge

Transition to In-Country Associate

Projects and/or Team assignments to become exposed to global activities

Development Plan to build Cultural Competence

Global Short-term Assignment/Lead

Function

Longer Global Assignment /Lead

Small Location

OD DEVELOPING GLOBAL LEADERS

P&L Leader Small/Medium

Region

P&L Leader Large Region

Assignment Hardiness

Humility

Cross-Cultural Resourcefulness

Organizational Positioning

Skills

WHAT IS OURROLE TO ENSURE

SUCCESS? Proprietary (c)2010 All rights reserved


GLOBAL COMPETENCIES BY ROLE

Individual Contributor

Operational

Strategic/Executive

Manager of Others or

Process/Projects

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CULTUREProprietary (c)2010 All rig

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CULTURE: WHAT DIFFERENCE DOES IT MAKE?

THERE ARE MANY MODELS FOR LOOKING AT GLOBAL CULTURES:

HOFSTEDEPower-Distance

Individualism vs. CollectivismUncertainty AvoidanceMasculine vs. Feminine

Long-term vs. Short-Term Orientation

LEWISLinear ActiveMulti-Active

Reactive

HALLHigh-Context CulturesLow-Context Cultures

TMA NavigatorRelating

RegulatingReasoning

TROMPENAARUniversalism vs. Particularism

Individualism vs. CommunitarianismSpecific vs. Diffuse CulturesAffective vs. Neutral CulturesAchievement vs. Ascription

Sequential vs. Synchronic CulturesInternal vs. Eternal Control

TO NAME A FEW . . .



WHAT CAN WE DO?

1. Develop our OWN cross-cultural competence, our own CI

2. Help minimize the disruptive features of conflicting organization and country sub cultures through better• Assessment• Selection and talent management• Training and development• OD interventions• Coaching



TEST YOUR CULTURAL INTELLIGENCE

1. ____ Never start business discussions before your host; business meetings normally begin with casual conversation.

3. _____ “Yes” might mean maybe.

2. _____ The most important member of your organization should lead important meetings, status is valued.

4. _____ Titles are very important; always use professional titles.

Which country does each statement most apply to: Brazil, China, India, UAE, USA?

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5. ___ Wants to get down to business and keep to the agenda and timeline.



HOFSTEDE’S CULTURAL DIMENSIONS

Index High Low

Power-Distance (PDI) Accept, expect power to be distributed unequally

Expect greater equality between social levels

Individualism vs. Collectivism (IDV)

Everyone is expected to look after him/herself

People integrated into strong, cohesive groups which protect them in exchange for loyalty

Masculinity vs. Femininity (MAS)

Male values more dominant, though less so for women –e.g. assertive, competitive

Female values more dominant – similar values for both men and women – e.g. modest, caring

Uncertainty Avoidance (UAI)

Risk adverse; uncomfortable in unstructured situations; risk adverse; emotional; rules

More tolerant of different opinions; fewer rules; phlegmatic; less emotional

Long-Term vs. Short-Term Orientation (LTO)

Thrift and perseverance; overcome obstacles with time

Respect for tradition, fulfilling social obligations, protecting one’s “face”



Country PDI IDV MAS UAI LTO

Brazil 69 38 49 76 65

China 80 20 66 30 118

India 77 48 56 40 61

UAE 80 38 52 68

USA 40 91 62 46 29

..the Delta between the countries…

HOFSTEDE’S CULTURAL DIMENSIONS



RICHARD LEWIS’ PERSONAL CULTURAL PROFILES

Linear-Active Multi-Active ReactiveTalks about half the time Talks most of the time Listens most of the timeDoes one thing at a time Does several things at once Reacts to partner’s actionPlans ahead step by step Plans grand outline only Looks at general principlesPolite but direct Emotional Polite, indirect

Partly conceals feelings Displays Feelings Conceals feelings

Confronts with logic Confronts emotionally Never confronts

Dislikes losing face Has good excuses Must not lose face

Rarely interrupts Often interrupts Doesn’t interrupt

Job-oriented People-oriented Very people-oriented

Sticks to facts Feelings before facts Statements are promises

Truth before diplomacy 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



What can WE do tohelp develop

organizationalCultural

Competenceto ensure successif we are growingour business in

this environment?

WHAT CAN WE DO TO DEVELOP THIS BUSINESS?

ReactiveLinear-Active

Multi-Active

China

Brazil

India

UAE

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http://startanindiancompany.com/Images/India Flag.jpg

http://www.abroad.pitt.edu/graphics/flags/uae flag.gif

USA


MultiActive


WHAT IS IT LIKE FOR A U.S. LEADER IN INDIA?

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INDIA MultiActive



http://startanindiancompany.com/Images/India Flag.jpg

LIVING ABROAD

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GOING ON ASSIGNMENT

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LITTLE THINGS CAN MAKE A DIFFERENCE

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COMING BACK

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What could possibly go wrong?

‼ 9 out of 10 repatriations experience some kind of difficulty

‼ A majority of repatriates leave their company within one year of returning to their home country.

‼ Repatriates generally feel:• A loss of autonomy• That their organization fails to

capitalize on the experience they’ve gained

• Loss of social affinity• Big fish/little fish syndrome• A lack of suitable opportunities



KEYS TO SUCCESSFUL REPATRIATION

• Ensure your expat keep his/her networks fresh; make the most out of home visits

• Appoint an executive level sponsor with accountability for a suitable, successful post-assignment position

• Set clear expectations about post assignment career opportunities

• Establish a plan for repatriation prior to going on assignment; revisit and adjust regularly or as required by emerging business conditions



NUMBER OF US PASSPORTS ISSUED 1974 - 2009

Source: http://travel.state.gov/passport/services/stats/stats_890.html



QUESTIONS AND DISCUSSIONProprietary (c)2010 All rig

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ADDITIONAL RESOURCES

INTERNATIONAL ASSIGNMENTS:• Additional Reading• “Repatriation Considerations in a Cost Aware Economy,” Vadim

Kostovski, ORC Worldwide, Workspan, August 2009• “Companies Consider Cutting International Assignment Budgets,”

World at Work, March 2009• “International Assignments Down; More Experienced Employees Go

Overseas,” World at Work, June 2009• “Luanda Tops AIRINC’s List of the World Most Expensive Cities,” Air-

Inc.com, Sept. 2009• “Eight Action Items for Expatriate Planning in an Economic

Downturn,” Cheryl Spielman and Gerald Tammaro, Ernst & Young LLP, Workspan, October 2009

• “Salary Budget Trends in Selected Countries,” 2009/10 Global Compensation Planning Report, Towersperrin.com

• “Reducing Expatriate Program Costs under the Balance Sheet Approach,” Vince Cordova, International HR Journal, Summer 2009

• Websites for additional information:• Worldatwork.org• Air-inc.com• Internationalhr.wordpress.com• Deloitte.com• Towersperrin.com• Sites catering to the expat community and individual

"Globalists" • 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

GLOBAL HUMAN RESOURCES• www.shrm.org (Select HR Disciplines – Global)

COMPETENCIES• Additional Readings• Lombardo, Michael M., Eichner, Robert W. (2007 4th ed.)

Career Architect Development Planner: An Expert System Offering 103 Research-Based and Experience-Tested Development Plans and Coaching Tips, Minneapolis: Lominger International: A Korn/Ferry Company.

• Lombardo, Michael M., Eichner, Robert W. (2004 4th ed.) FYI For Your Improvement: A Guide For development and Coaching, Minneapolis: Lominger Limited International

• Bucher, Richard D. (2008) Building Cultural Intelligence (CQ): Nine Megaskills, Upper saddle River: Pearson

GLOBAL CULTURE• Geert Hofstede’s Cultural Dimensions www.geert-

hofstede.com• Richard Lewis’ Personal Cultural Profile

www.crossculture.com/services/cross-culture/• Fons Trompenaars’ Dimensions of Culture www.7d-

culture.nl/content/cont042.htm• Edward T. Hall’s Dimensions of Culture

http//changingminds.org/explanations/culture/hall-culture.htmProprietary (c)2010 All rig

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• Tom Glasscock, SPHR, GPHR, PrincipalGlasscock & Associates LLCwww.glasscockandassociates.comtom.glasscock@glasscockandassociates.comPhone: 973-580-9927

• Iona Harding, SPHR, GPHR, Consulting PrincipalRES-Partners [email protected]: 609-921-0823

• Laura Kasser, CCP, Principal360 Global HR Solutions [email protected]: 908-246-9975

• Karen Toole, Ed. D., EMBA, PrincipalWH Professional Services [email protected]: 682.502.4906

CONTACT INFORMATION:



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