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Managing the global workforce: Challenges and strategies

Managing the global workforce: Challenges and strategies. 東華國企所 陳佳蓉 Cara Chen. Introduction. Case. 主角 :Steve Prestwick 工作 :R&D project in Singapore 任務 :put together a team with all the experts needed to get the new facility up and running smoothly in its first two years.

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Managing the global workforce: Challenges and strategies

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  1. Managing the global workforce: Challenges and strategies 東華國企所 陳佳蓉 Cara Chen

  2. Introduction

  3. Case • 主角:Steve Prestwick • 工作:R&D project in Singapore • 任務:put together a team with all the experts needed to get the new facility up and running smoothly in its first two years. • 故事:focus on Cara • What can Steve do?(……to be continued)

  4. Survey & Interview • Survey:樣本:1.three criteria(firms) -跨國經驗 -不同產業 -運用GHRM招募員工 2.senior managers • Interview:8 firms,24 professionals four questions: -key global pressures -HR issues -leading edge -knowledge(for professionals)

  5. Challenges & Strategies • Three Challenges: -Deployment -Knowledge dissemination/Innovation transfer -Talent Identification and Development • Four Strategies: -Aspatial Careers -Awareness-Building Assignments -SWAT Teams -Virtual Solutions

  6. ChallengesDeployment • 過去&現在比較(運作模式) 總公司-子公司(領導風格,決策,權力)v.s.資源整合 • 成本問題 外派人員 v.s. local nationals • 適才適所 • 困難點 cross-cultural ignorance; Getting managers to stop relying on physical transfers and to think globally about resources is not easy.

  7. Knowledge dissemination/Innovation transfer • 過去&現在比較 -information:(center v.s. everywhere) -valuable market and production technology information are being produced outside the parent location. 例子:M&S(名牌服飾) • Cross-functional communication *language compounded the trust problem

  8. Talent Identification and Development • 引言:GM Corp. • GHRM面臨最大的挑戰:who… 1.identification 2.selection(cultural biases) 例子:Amoco Corp. in Norway… 3.motivation

  9. Strategies－Aspatial Careers • Who: Globally oriented, highly mobile people,with proven ability and company loyalty • What: Corps of experts with borderless careers on long-term overseas assignment

  10. Awareness- Building Assignments • Who: High potential employees early in their careers • What: 3 to 12 month assignments

  11. SWAT Teams • Who: Technical specialists • What: Short-term,project-length assignments

  12. Virtual Solutions • Who: Non-rotating employees who need overseas connections • What: Electronic communications

  13. Diagnosing the Challenges(strategy:Aspatial careers) • Deployment:Geographically relocate employees with high level skills and rich cross-cultural perspective • Knowledge Dissemination:Employees with id-depth global experiences & networks in leadership positions across sites • Talent ID& Development:Rotation as development

  14. Diagnosing the Challenges(strategy:Awareness-Building assignments) • Deployment:Technically competent, high potential employees • Knowledge Dissemination:Cross-cultural immersion to produce global perspective • Talent ID & Development:Screening for ability to function out of own culture

  15. Diagnosing the Challenges(strategy:SWAT Teams) • Deployment:Specialized skills on an as-needed • Knowledge Dissemination:Transfer of technical processes & systems • Talent ID & Development:Specialized skills honed through varied & frequent applications

  16. Diagnosing the Challenges(strategy:Virtual solutions) • Deployment:Videoconferencing & E-mail allow virtual deployment • Knowledge Dissemination:Web pages, bulletin boards, intranets, distance learning & interactive training disperse information across locations • Talent ID & Development:GHRIS, electronic job posting, video & virtual interviews ID and screen for assignments

  17. Implementing the Strategies(Aspatial careers) • Encourage company over country culture • Assign within culturally homogenous regions • Use pan-region selection meetings • Evolve selection criteria that are shared across countries • Provide cross-cultural training for families • Recognize family life-cycle realities

  18. Implementing the Strategies(Awareness Building Assignments) • Rotate employees with demonstrable competence(具勝任能力) • Use to develop local nationals

  19. Implementing the Strategies(SWAT Teams) • Best SWAT team member has single contributor mindset • Use to spread acultural innovation • Good at smaller locations or at start-up • Recognize clear limitations

  20. Implementing the Strategies(Virtual Solutions) • Encourage virtual friendships • Couple with cross-culture awareness training • GHRIS works best with standardized information • GHRIS trade-off between standardized information & universal access • Global job posting for clearly defined jobs • Don’t expect instant results

  21. Conclusion • What can Steve do? four strategies;post jobs on an internal bulletin board…;set up web page;scouting for a local national • My opinion:

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