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Global Talent Management Combining individual and organisational views Professor Michael Dickmann Executive Learning Network 24 June 2011.

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Presentation on theme: "Global Talent Management Combining individual and organisational views Professor Michael Dickmann Executive Learning Network 24 June 2011."— Presentation transcript:

1 Global Talent Management Combining individual and organisational views Professor Michael Dickmann Executive Learning Network 24 June 2011

2 Components of effective global management

3 IM Readjustment, use of Career Capital Individual interests, drive, career plans Adjustment, Development, Career Capital impact Negotiation and preparation Organisational perspective Individual perspective Two perspectives on global talent management

4 Organisational and individual considerations pre-assignment CONTRACT International Assignment £? CONTRACT International Assignment £? Situation Vacant 12 month fixed term, may be extended (to cover employee on international assignee) £competitive Situation Vacant 12 month fixed term, may be extended (to cover employee on international assignee) £competitive

5 Organisation: Key value areas of international mobility Assignment profileBusiness driversChallenges to HR Short Term Business Needs Skills shortage Rapid deployment How do you hit the ground running? Long Term Business Needs Knowledge Transfer Control and Coordination How do you get knowledge and coordination pay back? Strategic Business Needs Career development Global Leadership How do you leverage the talent you invest in?

6 Individual Mobility Drivers Categories of Influence Career & Development Organisation Individual Family and Partner Location National/Regional Professional development Career impact Work/non-work balance Social capital Job factors Nature Culture History Security Centrality/ reputation for business Behaviours & attitudes of citizens Other e.g. Multi- culturalism Monetary expatriation deal Non-monetary expatriation package Family and partner Considerations for others Individual interests and drives

7 Research in UK, NL, B, D, F comparing reasons to live abroad for self-initiated & company-sent individuals With Company 1.Impact on Career 2.Potential for Skills Development 3.Professional Challenge 4.To see the World 5.Confidence in Ability to work/live abroad 6.Job on Offer 7.Having Relevant Job Skills 8.Desire for Adventure 9.Desire to live in Host Country 10.Personal Financial Impact Self-Initiated 1.Desire for Adventure 2.Confidence in Ability to work/live abroad 3.To see the World 4.Professional Challenge 5.Potential for Skills Development 6.Desire to live in Host Country 7.Impact on Career 8.Having Relevant Job Skills 9.Desire to Live in Host City/Loc. 10.Opportunity to Improve Language Skills

8 IMI Research 1: Job & development = Individual perception of importance = Corporate perception of importance

9 During the assignment

10 Adjustment Curve (incl. Culture Shock) Source: Haslberger (2008). Expatriate Adjustment, Chapter 7 in Dickmann, M., Brewster, C. and Sparrow, P. (Eds). International Human Resource Management – A European Perspective, London: Routledge.

11 Expatriate adjustment assisted by:  Job factors  Context of location  Family factors  Personal factors (see later)

12 Expatriate adjustment assisted by: Personal factors  desire to adjust  technical / managerial competence  interpersonal skills orientation  tolerance for ambiguity  self-confidence  met expectations

13 Effects of Global Careers On assignment 92% Increase motivation 98% Build capacity 90% Build networks

14 Memo To: HR Dept From: Your international assignee Please send full details of the post to which I will be returning. Memo To: HR Dept From: Your international assignee Please send full details of the post to which I will be returning. Post assignment considerations Jobs Today Opportunities Situations Vacant

15 Reintegration – theory and practice Organisational Importance Organisational Effectiveness 85% 20% “Theory not supported by actions”

16 Reintegration & turnover risks: Why individuals leave 66% More marketable to competitors Remuneration Gain of external networks Reduced responsibilities 74% Loss of internal networks 85% 55% 67%

17 Career outcomes – Long term impact on careers 33% 58% 9% Promoted on return Stayed at same level Demoted

18 Misalignment of Career Perspectives Career Capital

19 10 recommendations to improve global career outcomes (1)  Companies need to be clear about assignment purpose and set talent development objectives where appropriate  Companies need to involve the family and the host in selection  Involve home and host country in the performance management  Integrate global working into general career planning  Companies need to manage repatriation better

20  Individuals should understand their inner drivers and cultural assumptions in order to increase inter-cultural effectiveness  Individuals should consider how to acquire new capabilities and international business acumen best  Individuals need to build their social capital and continue networking with home organization  Individuals need to understand and work towards achieving intellectual and emotional adjustment in a foreign environment  Using their new career capital will be crucial for further careers 10 recommendations to improve global career outcomes (2)


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