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Working Globally Training

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Presentation on theme: "Working Globally Training"— Presentation transcript:

1 Working Globally Training
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 © 2009 Aperian Global v904

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: Enable leaders, managers, and employees to see and seize global opportunities Mobilize resources to successfully execute global strategy Create human integration solutions to cross-border challenges Synthesize and integrate global knowledge and lessons learned Leverage global talent Grow the capacity to innovate Equip people with skills, knowledge, and insights to succeed in globally diverse environments 2

3 Practice Areas Global Talent Development Global Assignment Services
Global Leadership Global Teams Global Diversity & Inclusion Global Innovation Executive Coaching Global Business Transformation Global Joint Ventures Global Outsourcing/Offshoring Global Collaboration Global Projects 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® 3

4 Aperian Global - Global Presence

5 5

6 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

7 The Faces of Globalization
Working Globally Training The Faces of Globalization Key growth markets will become more global every year. © 2009 Aperian Global v904

8 Working Globally Training
Population Trends © 2009 Aperian Global v904

9 Working Globally Training
Total Population by Region 1950, 1995, 2025, and 2050 (in millions) UN Medium Variant © 2009 Aperian Global v904

10 Working Globally Training
The Largest Economies 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 © 2009 Aperian Global v904

11 Going Back to the Future
Working Globally Training 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 © 2009 Aperian Global v904

12 Largest Cities in 1900 (in millions)
Working Globally Training Largest Cities in 1900 (in millions) City, Country Population 1. London, United Kingdom 6.5 2. New York, United States 4.2 3. Paris, France 3.3 4. Berlin, Germany 2.7 5. Chicago, United States 1.7 6. Vienna, Austria 1.6 7. Tokyo, Japan 1.5 8. St. Petersburg, Russia 1.4 9. Manchester, United Kingdom 1.4 10. Philadelphia, United States 1.4 © 2009 Aperian Global v904

13 Largest Cities in 2015 (predicted - in millions)
Working Globally Training Largest Cities in (predicted - in millions) City, Country Population 1. Tokyo, Japan 28.7 Mumbai, India 27.4 Lagos, Nigeria 24.4 Shanghai, China 23.4 Jakarta, Indonesia 21.2 Sao Paulo, Brazil 20.8 Karachi, Pakistan 20.6 Beijing, China 19.4 Dhaka, Bangladesh 19.0 Mexico City, Mexico 18.8 New York, United States 17.6 Calcutta, India 17.6 © 2009 Aperian Global v904

14 Working Globally Training
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 © 2009 Aperian Global v904

15 Aperian Global Service Overview

16 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

17 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

18 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

19 Thriving in a New Culture
Definition of Culture Explicit Behavior Language Food Dress / Clothing Pace of life Architecture, Music, Literature Gestures Activities Emotional display Anything that is visible or perceived with the five senses 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 Assumptions Values Attitudes History Customs Beliefs Opinions Regional Viewpoints © Aperian Global v1007

20 Stereotypes and Generalizations
Working Globally Training Stereotypes and Generalizations NEW INFORMATION Most Many Some Usually Typically Generally Stereotypes Generalizations Always Never All None Either/Or Fixed and oversimplified opinions, images or judgments General statements, ideas or principles © 2009 Aperian Global v904

21 Culture and Behavior: Key Factors
Professional Specialty Level of Experience What Else? Individual Style Corporate Culture National Culture

22 How to Use the GlobeSmart® Dimension Profile
Working Globally Training How to Use the GlobeSmart® Dimension Profile You Your Colleague YOUR GOAL! Know the profile of you and your colleague in order to leverage similarities and bridge gaps What are the GlobeSmart Assessment Profile (GAP) Dimensions? Aspects of culture that represent a range of work styles in a multicultural work environment What are the sources for the GAP country information? To generate the country-specific profiles, Aperian Global utilized seven sources of country-level data from the last eleven years, including our normative database of GAP profiles. The sources came from publicly available data published in top-tier, peer-reviewed, scientific journals including Hofstede Cultural Dimensions, Schwartz Value Orientations, Leung and Bond Social Axioms, McCrae’s Five Factor Model of Personality Traits, Matsumoto Emotion Regulation and Emotional Expressivity, and Inglehart’s Cultural Dimensions. In addition, the validity study included over 100 expert informants and actual GAP data.   Since the initial validity study was conducted in 2005, Aperian Global has conducted periodic validity checks to ensure the highest reliability and validity of the survey instrument and the country scores. Who does Aperian Global work with to maintain the GAP? Aperian Global has partnered with Dr. David Matsumoto, a professor of Psychology at San Francisco State University. He is an expert in cross-cultural psychology, and has published many works on culture and its measurement on the individual level. More Frequently Asked Questions pertaining to the GAP can be found in GlobeSmart by clicking on the About GlobeSmart link near the top right corner of the screen. Dimensions are on a continuum There is no “right” or “wrong” style Profile result is not a predictor of success © 2009 Aperian Global v904

23 Key Dimensions of Culture: Independent  Interdependent
Working Globally Training Key Dimensions of Culture: Independent  Interdependent What is the role of the individual? 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) © 2009 Aperian Global v904

24 Independent (Me) or Interdependent (We)?
Working Globally Training Independent (Me) or Interdependent (We)? “The squeaky wheel gets the grease.” “The nail that sticks up gets hammered down.” © 2009 Aperian Global v904

25 Key Dimensions of Culture: Egalitarianism  Status
Working Globally Training Key Dimensions of Culture: Egalitarianism  Status What is the relation toward hierarchy? 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 © 2009 Aperian Global v904

26 Working Globally Training
Viewpoints on a Manager’s Role “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 © 2009 Aperian Global v904

27 Key Dimensions of Culture: Risk  Restraint
Working Globally Training Key Dimensions of Culture: Risk  Restraint What is the comfort level with risk taking? Risk Restraint Demonstrate quick results Flexibility and speed valued more than thoroughness Spend time on research before making change Establish proper processes and systems © 2009 Aperian Global v904

28 Viewpoints: Looking Outward
Working Globally Training 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 Cowboys Arrogant Selfish Dangerous Scary Not considering all issues, people, relationships Irresponsible, immature © 2009 Aperian Global v904

29 Key Dimensions of Culture: Direct  Indirect
Working Globally Training Key Dimensions of Culture: Direct  Indirect How is information communicated? 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 © 2009 Aperian Global v904

30 Webtool for Global Business Effectiveness

31 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

32 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.

33 GlobeSmart Assessment Profile (GAP)
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.

34 Understanding Your Profile
GlobeSmart Features Understanding Your Profile View video scenarios that illustrate the six cultural dimensions. Use exercises to further your understanding.

35 GlobeSmart® Cultural Dimensions
Working Globally Training GlobeSmart® Cultural Dimensions Aspects of culture that represent a range of work styles in a multicultural work environment © 2009 Aperian Global v904

36 Invite colleagues or select countries to compare.
GlobeSmart Features GAP 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.

37 GlobeSmart Features Select a Focus Area
Brings together a list of appropriate topics related to your business objectives i.e. Improving Teamwork, Managing Employees, Traveling & Getting Around

38 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.

39 What – So What – Now What A tool to help you identify the underlying cultural issues, the impact and what to do next 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 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? SITUATION: You are on a team call where remote colleagues are quiet and not participating. What So What Now What Dimensions playing a role: Status Relationship Indirect Restraint Important information not shared Unaware of potential issues Delays or missed deadlines Frustration, unhappy customers or team More focus on relationship-building Send agenda / materials in advance Pre-meeting with key individuals Take turns during call Confirm key points at end of call Send meeting minutes afterwards SITUATION: You are on a team call where remote colleagues are dominating the discussion. What So What Now What Dimensions playing a role: Egalitarian Task Direct Risk Important information not shared Unaware of potential issues Delays or missed deadlines Frustration, unhappy customers or team Take initiative to share input and ask clarifying questions Inject your ideas and opinions to the discussion Offer to facilitate Make suggestion to team to use conference call ground rules

40 General Advice for Working Globally
Develop a Range of Approaches Identify ways to “style switch” or use a “Third Culture” Way Be Aware of Your Iceberg Be aware that you may be making judgments that work in your culture; Consider alternative interpretations Constantly Seek Advice and Enhance Knowledge Talk to a “cultural bridge”, read, use GlobeSmart My Action Plan 1. 2. 3. 4. 5.


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