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

This document discusses challenges and strategies for managing a global workforce. The three main challenges are deployment, knowledge dissemination and innovation transfer, and talent identification and development. Four strategies are proposed: 1) aspatial careers that allow globally mobile employees, 2) awareness-building assignments for high potentials, 3) SWAT teams for technical specialists, and 4) virtual solutions using technology. Each strategy is analyzed in terms of how it addresses the challenges. The conclusion provides advice for a manager on implementing the strategies.

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Anurag Singh
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63 views21 pages

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

This document discusses challenges and strategies for managing a global workforce. The three main challenges are deployment, knowledge dissemination and innovation transfer, and talent identification and development. Four strategies are proposed: 1) aspatial careers that allow globally mobile employees, 2) awareness-building assignments for high potentials, 3) SWAT teams for technical specialists, and 4) virtual solutions using technology. Each strategy is analyzed in terms of how it addresses the challenges. The conclusion provides advice for a manager on implementing the strategies.

Uploaded by

Anurag Singh
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Managing the global workforce:

Challenges and strategies


Cara Chen
Introduction

C a se

S u rv e y & In te rv ie w

T h re e Four
C h a lle n g e s S tra te g ie s

D ia g n o s in g th e C h a lle n g e s Im p le m e n tin g th e S tra g e g ie s

C o n c lu s io n
Case

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

Survey: :1.three criteria(firms)


-
-
- GHRM
2.senior managers
Interview:8 firms,24 professionals
four questions:
-key global pressures
-HR issues
-leading edge
-knowledge(for professionals)
Challenges & Strategies

Three Challenges:
-Deployment
-Knowledge dissemination/Innovation transfer
-Talent Identification and Development
Four Strategies:
-Aspatial Careers
-Awareness-Building Assignments
-SWAT Teams
-Virtual Solutions
Challenges
Deployment
& ( )
- ( , , )v.s.

v.s. local nationals


cross-cultural ignorance;
Getting managers to stop relying on physical transfers
and to think globally about resources is not easy.
Knowledge dissemination/
Innovation transfer
&
-information:(center v.s. everywhere)
-valuable market and production technology
information are being produced outside the parent
location.
:M&S( )
Cross-functional communication
*language compounded the trust problem
Talent Identification and
Development
:GM Corp.
GHRM :who
1.identification
2.selection(cultural biases)
:Amoco Corp. in Norway
3.motivation
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
Awareness- Building
Assignments
Who:
High potential employees early in their
careers
What:
3 to 12 month assignments
SWAT Teams

Who:
Technical specialists
What:
Short-term,project-length assignments
Virtual Solutions

Who:
Non-rotating employees who need overseas
connections
What:
Electronic communications
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
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
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
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
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
Implementing the Strategies
(Awareness Building
Assignments)
Rotate employees with demonstrable
competence( )
Use to develop local nationals
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
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
Dont expect instant results
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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