going global international practices in talent management

Going Global:

International Practices in Talent Management

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Leadership as glue Complexity of executive roles Limited utility of standard interviews

Hurdles in Hiring Candidates

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Update Your Approach

Define qualities for successful leaders in your organization (especially global executives)

Parse definitions in those qualities Extend interview methodology

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Interview Approach

Augment behavior-based with non-behavioral interviewing to be asked by only the most skilled interviewers

Key qualifications for leaders who move from culture to culture: How well do they learn from mistakes? How well do they know themselves? How well can they demonstrate comfort and

authority?

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Sample Interview Questions

“What’s the best mistake you ever made on the job?”

“What recommendation would you make to the board of this company?”

“I see you had an international assignment in XXX. What was the most important thing you learned about yourself and your leadership on that assignment.”

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What Causes Global Leaders to Fail?

1. Not adjusting to local team

2. Not adjusting to local culture

3. Spouse/family not adjusting to culture

4. Limited leadership abilities

5. Lack of technical skill

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5. Lack of technical skillsame culture


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5. Lack of technical skill

cross-cultural


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Where is the Common Ground?

Increasing literacy around cultural differences

Among leadership ranks, differences tend to be decreasing as a global culture of business emerges

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Data Privacy/Data Sharing

Talent management systems increasingly prevalent so we keep more data on our applicants/employees.

What data do you collect and how do you control it? Does marketing have access to it

State regulations around treatment of data EU does not permit transmission of data to country

without adequate data security (including US) Consider rewriting permission forms for candidate Look into the safe harbor

(www.export.gov/safeharbour)

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Interviewing Across Cultures

Lake Wobegon Effect Study showed that most managers give

themselves an “A” for interviewing skills As a practice, interviewing lacks needed rigor

Most spend less than 30 minutes making a hiring decision

80% of interviewers still asked illegal questions How were you discharged from the military? Oh, what part of Kansas did you grow up in?

43% of applicants said interview felt like an interrogation

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Key Take-Aways

Recruiting is a two-way street Expand skill set and effectiveness of

hiring managers Consider current findings about global

hiring practices as you evolve your recruitment efforts

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Questions

Thank You!

going global international practices in talent management

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