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Another perspective on International Human Resources Management.
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GlobalThink 101A Primer for
International Human Resources Management
Elements of GlobalThink
Global Acculturation
Systems Thinking
Organization
DevelopmentIntellectual
Development
Knowledge Managemen
t
Teamwork
Fusion
The New Global
(Dis)Order
Occupy Wall Street
Social Media
Post Digital Revolution
Global Knowledge Economy
Arab Spring
Age of Networked Intelligence
Global Economic Dominos
“Ask most people which is the dominant language on planet Earth, and they will reply that it’s either English
or Chinese. A good guess, but they would be wrong. Binary is now dominant, with computers and machines having more conversations every working day than a sum total of mankind going back to the birth of Eve.”
Source: Peter Conchrane
Digital Rules
Dominant language planet
earth =Binary
Globalization and technology are mutually reinforcing drivers of
change.
Technology = Key enabler of globalization
Multinational enterprises are
transforming into global learning organizations.
Convergence
Learning
Work
Learning is about
work, work is about learning.
Learning is integral to work - a by-product of
work rather than something done in
isolation
- say like most training
Characteristics of the Global L.O.
• Global free flow of knowledge• Systems thinking• Thinking “outside the cubicle”• Learning = key strategic global
asset• Self-directed lifelong learning
Global Free Flow of Knowledge
Ability to rapidly develop and access information globally –
The key enabler of global performance
Often knowledge is locked away inside remote
departments, BUs and communities of practice and fiercely protected from both competitors,
and cohorts.
People must willingly contribute knowledge.
“You can have the perfect e-mail system. The perfect groupware. Be wired up the gazoo. But it doesn’t
mean that the organization will rapidly - and exhaustively and in a timely fashion-share information.”
Source: Tom Peters
Knowledge = Information in Context + Understanding
Knowledge = Information in Context + Understanding
I get it!
Knowledge is not neat or simple.
It is a complex mixture of various elements; it is fluid and formally structured and comes in at least
two flavors.
Knowledge Data
“It is all to easy to confuse data with with knowledge and information with information technology.”
Source: Peter Drucker
Knowledge originates and
resides in people’s minds.
In the post digital revolution, global organizations are more dependent on people than ever.
Knowledge = transient assetKnowledge = transient asset
Knowledge Management
(Kind of) Defined“KM is a lofty concept - debated by academics and even doubted by some
analysts - and one that few businesses have mastered.”
Source: InformationWeek
KM = A term used to describe the evolving practice of accelerating learning
and performance by connecting and coordinating organizational intellectual resources and information technology.
Learning Knowledge
Explicit TacitHard skills,
facts that can be codified
Skills, judgment, intuition,
operational know-
how
A process that generates knowledge
Formal systems can’t easily store or transfer tacit
knowledge.
Knowledge treated as a tangible.
KM frequently isolated in IT department.
KM Problem:
“most workplace learning goes on unbudgeted,
unplanned, and uncaptured by the organization…Up to 70% of workplace learning
is informal.”Source: Center for Workforce
Development study
Overvalue explicit - Undervalue tacitOvervalue explicit - Undervalue tacit
Learning Knowledge
Explicit TacitHard skills,
facts that can be codified
Skills, judgment, intuition,
operational know-
how
A process that generates knowledge
Most KM practice focuses on collecting,
distributing, re-using, and
measuring existing codified knowledge
and information.
Reality
“A logic goal is to identify critical knowledge assets codify them.”
Source: Annie Brooking
Looks Good on Paper, But….
OK, Let’s convert tacit to explicit!
The crux of the KM issue is not information, information technology, or
knowledge.
It’s really about how you get busy people to support KM.
The KM Fix
The answer has much more to do with motivation and leadership than
bits and bytes.
The Hard PartEmotional Engagement
Motivation
Knowing DoingKnowledge &
information are vitally important, but ultimately it’s performance that
counts.Acknowledge
emotionAcknowledge
emotion
“Organizations learn only through individuals who learn. Individual learning does not guarantee
organizational learning. But without it no organizational learning occurs.”
Source: Pete Senge
It’s Personal
The absence of the human moment - on an organizational scale - will
wreak havoc.
Human Interactions = Real substance of global teamwork.
“Links between human beings, not between machines, is the
real challenge of globalization”
Source: Devereaux & Johansen
Systems Thinking
“How can a team of committed managers with individual IQs above
120 have a collective IQ of 63?”Source: Peter Senge
Workforce = principle asset
Global organizations have a need for not only scientists,
computer wizards, and engineers, but for a highly-
skilled workforce as a whole.
This means
everyone!
GlobalThink: The Skills Sets• Technical competency• Flexible, self-directed team player• Ability to cope with ambiguity• Strong communications skills• Ability to stay current - maintain work
skills• Ability to deal with change• Sense of responsibility• Ability to appreciate a diverse
multicultural workplace
Changing Nature of Work
• Low skilled• Meaningless
repetitive tasks• Individual work• Single skilled• Coordination from
above
Pre Digital Revolution
Changing Nature of Work
• Knowledge work• Innovative tasks• Teamwork• Multiskilled• Peer coordination
Post Digital Revolution
Globalization demands that individuals develop cultural
literacy -- a sense of comfort that enables them to be effective
anywhere, anytime, with anyone.
Multicultural Intelligence
We are all Global Citizens
“There are no foreigners in a global world.”
Source: Ted Turner
“Globalization is not a fashion, or a temporary development. It is here to stay, and most companies or managers have yet to make their accommodation to it.”
Source: Jeannet
Competitive Advantage = Workforce fluent in the ways of the
world
Single Culture Dominance
Multicultural Perspective
Born in the USA
Ethnocentricity?Organizations tend to develop policies and strategies that
concentrate on nationals of the headquarters country.
American technology, entrepreneurial spirit,
productivity and everything to do with
Digital revolution.Provincial
attitudes, ignorant of world affairs,
excessively materialistic.
European Managers Views on American
Business Source: WSJ, 8/15/00
Declare global citizenship.
Accept equality of all cultures represented by stakeholders.
Recognize that our own cultural provincialities are invisible to you (and maybe us).
Get a Global Mindset
Your First Steps
“Most multinational companies now do a
good job of globalizing the
supply chains for all their essential raw materials -- except human resources”
Source: Quelch & Bloom
Missing in action:
Global human resources
While operations, sales, and marketing have generally made significant progress to go
global………HR is lagging behind
Global HR Essentials
Develop, nurture, and reward global diversity.
Globally connect all HR activities.
Build global awareness at all levels - in all HR groups and locations. No exceptions.
Create an Global HR mission statement.
The only real core competency is growing
talent globally
The right talent in the right places at the right times.