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 solesen@aperianglobal.com

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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

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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 Key growth markets will markets will become more become more global every global every year.year.

Population Trends

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 1500 -1800 India’s economy was second only to China’s

Largest Cities in 1900(in millions)

City, CountryPopulation

1. London, United Kingdom 6.52. New York, United States 4.23. Paris, France 3.34. Berlin, Germany 2.75. Chicago, United States 1.76. Vienna, Austria 1.67. Tokyo, Japan 1.58. St. Petersburg, Russia 1.49. Manchester, United Kingdom 1.410.Philadelphia, United States 1.4

City, CountryPopulation

1. London, United Kingdom 6.52. New York, United States 4.23. Paris, France 3.34. Berlin, Germany 2.75. Chicago, United States 1.76. Vienna, Austria 1.67. Tokyo, Japan 1.58. St. Petersburg, Russia 1.49. Manchester, United Kingdom 1.410.Philadelphia, United States 1.4

Largest Cities in 2015 (predicted - in millions)

City, CountryPopulation

1. Tokyo, Japan28.7

2. Mumbai, India27.4

3. Lagos, Nigeria24.4

4. Shanghai, China23.4

5. Jakarta, Indonesia21.2

6. Sao Paulo, Brazil20.8

7. Karachi, Pakistan20.6

8. Beijing, China19.4

9. Dhaka, Bangladesh19.0

10. Mexico City, Mexico18.8

11. New York, United States17.6

12. Calcutta, India17.6

City, CountryPopulation

1. Tokyo, Japan28.7

2. Mumbai, India27.4

3. Lagos, Nigeria24.4

4. Shanghai, China23.4

5. Jakarta, Indonesia21.2

6. Sao Paulo, Brazil20.8

7. Karachi, Pakistan20.6

8. Beijing, China19.4

9. Dhaka, Bangladesh19.0

10. Mexico City, Mexico18.8

11. New York, United States17.6

12. 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:

BangladeshEgyptIndonesiaIranMexicoNigeriaPakistanPhilippinesSouth Korea TurkeyVietnam

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 effectiveglobal-local balance

Motivating and creatinga sense of urgency

Time zones and distance

Building relationshipsacross cultural differences

Virtual communication(e-mail, teleconferences)

Resolving conflict

Leading a virtual team

Our Program Targets Key Global ChallengesOur Program Targets Key Global Challenges

Definition of Culture

Anything that is visible or perceived with the five senses

Assumptions

Values

Attitudes

HistoryCustoms

BeliefsOpinions

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

GeneralizationsStereotypes

NEW INFORMATIONNEW 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)

Independent Interdependent

What is the role of the individual?

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?

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

0

10

20

30

40

50

60

Sweden

South A

frica

USA

Nether

lands

Denm

ark

Canad

a UK

Austra

lia

Germ

any

Switzer

land

Belgiu

mBra

zil

France

Japan

Portugal

Italy

Spain

Per

cent

agr

ee

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?

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?

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

GlobeSmart Features

GlobeSmart Features

GlobeSmart® Cultural Dimensions

Aspects of culture that represent a range of work styles in a multicultural work environment

Aspects of culture that represent a range of work styles in a multicultural work environment

GlobeSmart Features

GAP

GlobeSmart Features

• Select a Focus Area Brings together a list of appropriate topics related to your business

objectivesº 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: www.globesmart.com/mobile

Log in with the same information you use to access GlobeSmart.

What – So What – Now What

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 are the key cultural differences that

may impact your interactions?

What is the potential impact of these

differences to you / your job?

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?

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

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