Presentation on theme: "GGLOGLOBAL TALENT GLOBAL TALENT DEVELOPMENT IN A MULTI-CULTURAL WORLD Presented at the 7 th Swiss GLOBALHR Business Leader Conference in Geneva, April."— Presentation transcript:
GGLOGLOBAL TALENT GLOBAL TALENT DEVELOPMENT IN A MULTI-CULTURAL WORLD Presented at the 7 th Swiss GLOBALHR Business Leader Conference in Geneva, April 6 th 2011 by: Soren Olesen Director, Client Strategy & Business Development, Europe
2 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
3 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 markets will become more global every year.
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 India’s economy was second only to China’s Source: The Financial Times
Largest Cities in 1900 (in millions) City, CountryPopulation 1.London, United Kingdom6.5 2.New York, United States4.2 3.Paris, France3.3 4.Berlin, Germany2.7 5.Chicago, United States1.7 6.Vienna, Austria1.6 7.Tokyo, Japan1.5 8.St. Petersburg, Russia1.4 9.Manchester, United Kingdom Philadelphia, United States1.4 City, CountryPopulation 1.London, United Kingdom6.5 2.New York, United States4.2 3.Paris, France3.3 4.Berlin, Germany2.7 5.Chicago, United States1.7 6.Vienna, Austria1.6 7.Tokyo, Japan1.5 8.St. Petersburg, Russia1.4 9.Manchester, United Kingdom Philadelphia, United States1.4
Largest Cities in 2015 (predicted - in millions) City, CountryPopulation 1.Tokyo, Japan Mumbai, India Lagos, Nigeria Shanghai, China Jakarta, Indonesia Sao Paulo, Brazil Karachi, Pakistan Beijing, China Dhaka, Bangladesh Mexico City, Mexico New York, United States Calcutta, India17.6 City, CountryPopulation 1.Tokyo, Japan Mumbai, India Lagos, Nigeria Shanghai, China Jakarta, Indonesia Sao Paulo, Brazil Karachi, Pakistan Beijing, China Dhaka, Bangladesh Mexico City, Mexico New York, United States 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: Bangladesh Egypt Indonesia Iran Mexico Nigeria Pakistan Philippines South Korea Turkey Vietnam
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 effective global-local balance Motivating and creating a sense of urgency Time zones and distance Building relationships across cultural differences Virtual communication ( , teleconferences) Resolving conflict Leading a virtual team Our Program Targets Key Global Challenges
Definition of Culture Anything that is visible or perceived with the five senses Assumptions Values Attitudes History Customs Beliefs Opinions 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 Generalizations Stereotypes NEW 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) IndependentInterdependent 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?
“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
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?
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?
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 Instant access to advice on how to do business with over 65 countries.Over 50 topics available to research within each country.Available to any user 24/7.
GlobeSmart Features GlobeSmart Assessment Profile (GAP) Take a quick survey and learn your work style profile. Your profile will be displayed on six key dimensions that significantly impact business behavior.
GlobeSmart Features Understanding Your Profile View video scenarios that illustrate the six cultural dimensions. Use exercises to further your understanding.
GlobeSmart ® Cultural Dimensions Aspects of culture that represent a range of work styles in a multicultural work environment
GlobeSmart Features Invite colleagues or select countries to compare. Select a combination of profiles to view on the chart. Each screen will display up to 10 profiles. Read advice on how to bridge style gaps between colleagues and/or cultures. GAP
GlobeSmart Features Select a Focus Area Brings together a list of appropriate topics related to your business objectives º 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: Log in with the same information you use to access GlobeSmart.
What – So What – Now What WhatSo WhatNow 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 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? 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