Recently, Jennifer Vecchi wrote an article here at TLNT on employee happiness/engagement. In it she wrote, “… employers believe that a happy workforce is a more productive workforce …”
I want to take that up a notch and talk about “happiness” at the country level —- notably one country wanting to create happiness for its citizens.
Bhutan is a country nestled high in the Himalayas between India and China. It generally prefers to cut itself off from the outside world, and visas for foreign tourists are strictly rationed. Read more…
So, your company is hiring overseas — who, where, why, and so what?
Let’s look at each of these and see if we can’t come up with answers.
Why are companies so focused on overseas?
There is a major reason companies needs to hire overseas. I’m not talking about “offshoring” because of cost or availability of key skills, “outsourcing” or any other kind of “shoring/sourcing.” Read more…
Global leadership is about managing a business across borders where there are different cultural, legal, and economic systems. It’s about knowing how to operate in multiple environments trying to achieve a common corporate objective.
Unlike many other articles on this subject, I don’t want to focus solely on cultural differences. Yes they are important, but there are other “must haves” that are important as well. And as you will see, the tie-in to cultural differences is part of each “must have.”
Also, I do not include global competencies here. This may create a stir. In my opinion, the standard global competencies that have been developed and published are generic and are necessary for every leader anywhere in the world. Read more…
More than half the employers in three of the four of the world’s biggest developing nation economies say they’ll be adding staff in 2013, a marked contrast to Europe and the U.S. where the majority of firms expect no change.
Hiring will be most aggressive in Brazil, India, and China where more than half the employers — almost three-quarters in Brazil — say they’ll be adding workers this year. Russia, where mining and energy exports are fueling growth, is more conservative in its hiring; just under half of employers expect to be doing any hires.
Elsewhere among the world’s 10 largest economies, far fewer employers expect to add workers. According to a CareerBuilder survey, in the U.S., Japan, and four European countries, the largest share of employers either expect to cut staff or make no change during the year. Even in the UK and the U.S., where more than half the employers surveyed report being better off financially than a year ago, not many of them plan to hire. Read more…
Forget about expatriates!
OK, now that I have your attention, let me give you a few reasons why I say this.
The use of expats on traditional assignments of 3-5 years started becoming popular in the 1940’s and ‘50s. They were used as top managers of manufacturing plants overseas for U.S. multinationals.
Although one of the stated objectives of assignments was for expat managers to find a local replacement, this in fact didn’t usually happen. More often than not, there was a steady rotation of expat managers in and out of these plants. Read more…
One of my go-to UK bloggers on all thing related to Human Capital Management is Jon Ingham and his Strategic HCM blog. In particular, I enjoy posts in which he acts as a reporter for sessions and conferences he attends (and he attends a good many around the world).
While I’m a bit jealous at times of Jon for the sessions he’s been a part of, I am grateful to him for his concise, thoughtful posts about the content and outcomes. One example is this recent post titled Why would employees want to be engaged? on an Engage for Success conference. (Engage for Success is the outcome of several years of concerted effort in the United Kingdom to research, assess and drive employee engagement.)
Jon points out in the post: Read more…
By Alice Wang
Year after year, Singapore is one of the most prime and thriving economy’s in Greater Asia.
Given its centrally situated geographic location, Singapore possesses a competitive economy for investments, as well as numerous business opportunities for a vast variety of service industries. If your company is considering doing business in Singapore, an understanding of the Singapore’s employment and labor laws are essential. Read more…
How effective are efforts in the United Kingdom to make employee engagement a nationwide concern through its Engage for Success initiative?
This article about one person’s experience at a recent Engage for Success event is positive and encouraging, but not earth shattering.
This article in Employee Benefits, however, really does change the game. Now, the UK’s Local Authority Pension Fund Forum (LAPFF) is putting a company’s ability and willingness to create a culture in which employees choose to engage as a primary reason for pension fund trustees and asset managers to invest in the company.
A guide published by LAPFF includes questions to assess how well organizations engage employees, including: Read more…
Employee engagement has become one of the top human capital concerns of U.S. companies.
As executives are contending with this issue for their U.S. workforce, they are finding that their operations in the rest of the world are having similar problems. Executives are realizing that employee engagement is a global issue.
Which countries have higher engagement scores, and which have lower scores? Read more…
This is a landmark week in the United Kingdom for employee engagement. The Engage for Success initiative has launched – the result of three years of intensive research, collaboration and networking on employee engagement across the UK.
HRZone.co.uk offered this detailed synopsis of the beliefs, aims and outcomes of Engage for Success, including:
Its aim is to:
- Raise awareness of the employee engagement issue;
- Equip people to develop and deploy employee engagement approaches; Read more…