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Global Labor Markets  Knowledge, trade, technology, capital, goods, and services are more globally connected than ever  Coupled with the rise of emerging.

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Presentation on theme: "Global Labor Markets  Knowledge, trade, technology, capital, goods, and services are more globally connected than ever  Coupled with the rise of emerging."— Presentation transcript:


2 Global Labor Markets  Knowledge, trade, technology, capital, goods, and services are more globally connected than ever  Coupled with the rise of emerging markets, and focus on new revenue streams, these trends have created a swell in global worker mobility 2

3 Labor Will Become More Mobile  500M people, double the number today, will legally work outside their home countries in the next 20 years; why?  Conflict, natural disasters, climate change, economic opportunism  Implication: Great need for cross-cultural skills, adaptability, and flexibility Source: SHRM, “At Work in 2020”

4 The Search for Talent  Having access to the best talent continues to challenge CEOs and business leaders  97% of CEOs in PriceWaterhouse Cooper’s 2011 Global CEO Survey say that having the right talent is THE most critical factor for their business growth 4

5 SIOP XXVI - Number and Title of the Workshop 5

6 Global Talent Gap As many world populations age, birthrates in most mature economies are trending downward  Many Western economies cite declining birth rates as a major problem in the war for talent  China, India, Eastern Europe, and parts of South America are also grappling with critical talent shortages  Russia alone faces an estimated reduction of approximately 20 million working-age people by 2030  The UN anticipates that China’s working-age population (those aged 15- 59) will fall behind Vietnam’s in 2020, and lag behind India and Brazil in 2025  Result: Safeguarding the talent pipeline will be a key driving force in HR strategy over the next decade 6

7 The Rise of Virtual Teams  Aon Consulting’s 2009 Benefits and Talent Survey:  97% of respondents said their organizations either planned to increase virtual work and telework options or keep them at the same level 7

8 “According to our research ~30% of tasks in multinational corporations could be done virtually. Virtual mobility can also take a lead in women inclusion and enablement that have previously been excluded from the active labour force.” – David Arkless, President, Corporate and Government Affairs, Manpower Inc.

9 Source: Johnson, S. L., SIOP/LEC, Oct., 2011


11 Source: Global Talent Mobility (2011)

12 Examples of Virtual Mobility  Intel – virtual recruiting  An Intel representative presents an audio or video presentation, and prospective employees can submit topic and job questions  Intel also offers a variety of social-networking opportunities — blogs, podcasts, video, Facebook, Twitter — to allow interested individuals to interact with Intel employees around the world  “E-lancer” businesses - composed of one or more workers connected by electronic networks - will enable more people to undertake full or part-time work from home, such as outsourced tasks from other companies

13 Key Management Challenges in Virtual Teams  The success of any team – virtual or not – depends on the people  Technology can bring people together, but it’s the manager who must ensure that:  Relationships stay vital  Each team member is valued, and  Productivity is high 13

14 Source: Johnson, S. L., SIOP/LEC, Oct., 2011

15 Managing Global Virtual Teams  Must be sensitive to language differences, differences in business protocol, and time zones  With ESL: It’s vital to determine that everyone understands what’s been said  “I heard you say…” is a good way to clarify  Show respect to far-flung team members by varying start times, so people take turns participating in meetings in their early mornings or late evenings  Try to visit each country’s team once a year  E&Y’s Americas Inclusiveness Team: all team members meet together annually  Billie Williamson, E&Y partner and Americas Inclusiveness Officer:  Communicate more frequently, check in more often, be sure that people understand what is going on 15

16 To Nurture Relationships Among Team Members  Set up a community home space featuring pictures and profiles of team members  A discussion board, a team calendar, a chat room  Result: team members can connect with each other outside of meetings and create closer bonds as a group  Listen carefully to each team member on phone calls – is he/she excited? Bored?  Listen to everything, particularly to silences  Silence can mean consent, disagreement, or disengagement  Follow up immediately to those who are not responding, not participating, or missing deadlines. Find out: what’s going on? 16

17 Source: Johnson, S. L., SIOP/LEC, Oct., 2011

18 What Role Can I/O Psychologists Play?  Staffing Virtual Teams – many psychological issues are at play in virtual work  Cisco and Pear Kandola (UK consultancy) studied hundreds of workers at Cisco and other companies worldwide  Hypothesis: quants, introverts, and reclusive types will thrive in virtual work situations  Finding: It’s extroverts – office gabbers, life of the break-room party – who thrive  They stay connected no matter where they are  Shy, disorganized types are better kept in-house  Hypothesis: Mobile workers are more likely to be disorganized  Finding: Mobile workers are far better organized personally than their office-bound counterparts 18

19 Developing Feedback Systems  Helps virtual workers feel connected to an organization  Must define expected deliverables clearly and in advance – projects completed on time, customer- satisfaction ratings  Leaders must reach out often; also use micro-feedback 19

20 Source: Johnson, S. L., SIOP/LEC, Oct., 2011

21 Implications for Managers of Global Virtual Teams  Find ways for more face-to-face contact with introverts on the team  Possibly pair them up with executives in the same geographic area  Create an office-like environment in cyberspace – perhaps through in-house social networks 21

22 Creating “Swift Trust” in a Virtual Team  Such teams are often assembled to carry out a specific project  Must build trust swiftly at the outset, but it can be fragile  No prior history of working together, no F2F communication  Can create a sense of physical and psychological distance among team members  Solution: focus more on building cognitive than affective trust at the outset  Cognitive trust – rational characteristics – reliability, integrity, competence, professionalism  Affective trust – emotional aspects and social skills of others – care and concern for the welfare of others, and an emotional connection 22

23 Creating Trust (Cont.)  To work effectively, team members need to establish trust quickly to enable them to take risks and to rely on fellow team members  With short-lived virtual projects there is insufficient time to gather enough info about team members to assess their trustworthiness fully  Assessing cognitive, work-related attributes, such as competence, enables team members to judge potential trustworthiness quickly 23

24 Creating Trust (Cont.)  Cognitive trust can be fragile  One missed deadline or failure to respond can shatter the team’s faith in an individual  Teams with higher levels of affective trust:  Have more continuous and frequent communication  Communicate more social information  Allows closer relationships to be formed  With time, virtual teams can build affective trust 24

25 Source: Johnson, S. L., SIOP/LEC, Oct., 2011

26 Implications for Managers  Facilitate cognitive trust building at the outset by sharing “CV information” among team members  Include details of their accomplishments, competence, experience, and integrity  Use socialization strategies to facilitate development of affective trust  Online chat rooms, social videoconferences, social conference calls  Must maintain trust once it does develop!  Use research-based conflict-resolution strategies to deal with disagreements quickly before they undermine trust 26

27 Data Privacy and Other Concerns  Organizations will need to pay close attention to the risks that emerge as a result of technological enhancements  Key focus areas include: The potential interception of financial or personal data when transmitted across borders The importance of personal data privacy when tracking an employee’s movement The need for a distinct separation of business and personal profiling with regard to social networking 27

28 Concerns (Cont.)  Need clear company guidelines about the extent to which an employee is seen to represent the corporation in social networking sites  Employers need to be careful about monitoring the ‘behavior’ of employees when accessing these communication channels 28

29 Hidden Benefit of Global Virtual Work Arrangements  Permits employers to keep fast-track employees who are unwilling or unable to relocate for job assignments to remain in their leadership-succession pipelines  Hidden cost: Failure to get direct exposure to international assignments 29

30 Conclusions  World Economic Forum (2011): “Widespread talent scarcity will persist for decades. That scarcity will redefine human capital practices and ways of doing business for a long time to come”  I/O psychologists will play crucial roles in defining and facilitating those human capital practices  The rise of global labor markets and global virtual teams offer ongoing opportunities for I/O psychologists to develop and refine innovative practices to meet these challenges  Isn’t it time we got on with the job? 30

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