Executive Learning Network
24 June 2011
Global Talent Management
Combining individual and
organisational views
Professor Michael Dickmann
Components of effective global management
Global Manager
(Personal Attitudes and
Characteristics)
Business/Technical
Knowledge
Conceptual
Strategy/policy
Capital markets
Systems analysis
Marketing,
etc
Practical/Specific
Product knowledge
Accounting
procedures
Computer systems
Planning techniques
Production methods,
etc.
Business/Technical
Business/TechnicalSkills
Skills
Cultural Knowledge
Conceptual
Dimensions of culture
Role and impact of
culture
• Self-awareness
(ourselves)
Culture awareness
(others)
Culture shock
Practical/Specific
Mexico, France,
Japan,
United States,
Canada
Indonesia
Italy, China
Russia, Kenya,
Brazil, Bangladesh,
etc.
Cross-Cultural
Cross-Cultural
Communication
CommunicationSkills
Skills
Situational Knowledge
Issues
Practical/Specific
Entering new market
Social,
Creating joint venture
economic,
Selecting partners
political, and
Negotiating
legal
Managing expatriates
information for
Environmental protection
a given
Questionable payments
country
Selecting and training a workforce
Working in multicultural teams,
etc.
Experience
Experience
Effective Management Action
Source: Lane, H.W.; Distefano, J.J.; Maznevski, M.L. (1997), International Management Behaviour, Blackwell.
Two perspectives on global talent management
Organisational perspective
Individual perspective
IM
Organisational and individual considerations
pre-assignment
Organisation:
Key value areas of international mobility
Assignment profile
Business drivers
Challenges to HR
Short Term
Business Needs
• Skills shortage
• Rapid deployment
Long Term
Business Needs
• Knowledge Transfer
• How do you get knowledge
• Control and Coordination
and coordination pay back?
Strategic
Business Needs
• Career development
• Global Leadership
• How do you hit the
ground running?
• How do you leverage the
talent you invest in?
Individual Mobility Drivers
Career & Development
Professional development
Career impact
Work/non-work
balance
Social capital
Monetary
Job factors
expatriation deal
Individual
Non-monetary
interests and
expatriation
drives
package
Categories
of
Influence
Family and
Nature
partner
Culture
Considerations
History
Centrality/
for others
Security
reputation
for business
Behaviours &
attitudes of citizens
Other e.g. Multiculturalism
Location
Research in UK, NL, B, D, F comparing reasons to
live abroad for self-initiated & company-sent
individuals
With Company
Self-Initiated
1.
Impact on Career
1.
Desire for Adventure
2.
Potential for Skills Development
2.
3.
Professional Challenge
Confidence in Ability to
work/live abroad
4.
To see the World
3.
To see the World
5.
Confidence in Ability to
work/live abroad
4.
Professional Challenge
5.
Potential for Skills Development
6.
Job on Offer
6.
Desire to live in Host Country
7.
Having Relevant Job Skills
7.
Impact on Career
8.
Desire for Adventure
8.
Having Relevant Job Skills
9.
Desire to live in Host Country
9.
Desire to Live in Host City/Loc.
10. Personal Financial Impact
10. Opportunity to Improve
Language Skills
IMI Research 1: Job & development
= Individual perception of importance
= Corporate perception of importance
Corporate
Assignee
Job related
skills
Potential for
development
Leadership
Professional
challenge
During the assignment
Adjustment Curve (incl. Culture Shock)
High
Cognitive confidence
LEVEL OF
ADJUSTMENT
Adequate
Effectiveness of
behavior
Emotions
Low
Moment of arrival
TIME
Source: Haslberger (2008). Expatriate Adjustment, Chapter 7 in Dickmann, M., Brewster, C. and
Sparrow, P. (Eds). International Human Resource Management – A European Perspective,
London: Routledge.
Expatriate adjustment assisted by:




Job factors
Context of location
Family factors
Personal factors (see later)
Expatriate adjustment assisted by:
Personal factors
 desire to adjust
 technical / managerial competence
 interpersonal skills orientation
 tolerance for ambiguity
 self-confidence
 met expectations
Effects of Global Careers
On assignment
98% Build capacity
90% Build networks
92% Increase motivation
Post assignment considerations
Reintegration – theory and practice
85%
“Theory not supported
by actions”
20%
Organisational
Importance
Organisational
Effectiveness
Reintegration & turnover risks:
Why individuals leave
85%
More marketable to
competitors
74%
Remuneration
67%
Gain of external networks
66%
Reduced responsibilities
55%
Loss of internal
networks
Career outcomes – Long term impact on careers
33%
Promoted on return
58%
Stayed at same level
9%
Demoted
Misalignment of Career Perspectives
Career
Capital
10 recommendations to improve
global career outcomes (1)
 Companies need to be clear about assignment purpose and set
talent development objectives where appropriate
 Companies need to involve the family and the host in selection
 Involve home and host country in the performance management
 Integrate global working into general career planning
 Companies need to manage repatriation better
10 recommendations to improve
global career outcomes (2)
 Individuals should understand their inner drivers
and cultural assumptions in order to increase
inter-cultural effectiveness
 Individuals should consider how to acquire new capabilities and
international business acumen best
 Individuals need to build their social capital and continue
networking with home organization
 Individuals need to understand and work towards achieving
intellectual and emotional adjustment in a foreign environment
 Using their new career capital will be crucial
for further careers