The Institute for Corporate Productivity (i4cp) recently released its fifth iteration of their GLD (Global Leadership Development) study.
The report, Global Leadership Development: Preparing Leaders for a Globalized Market, examines opportunities and challenges for organizations working to develop “global leaders,” or leaders who have global expertise and can perform in an international environment.
With factors like technology making the workforce increasingly global, this is an area of leadership development that organizations should consider adding to their focus. As i4cp discusses in the report,
The purposeful development of global competencies and capabilities among leaders is essential to organizational effectiveness and competitive edge.” Read more…
“My name is xxxxx — where are u headed?”
I replied that I was heading to Dubai and the conversation started (which was eased by the champagne served in business class).
My seatmate was from Russia. As the conversation continued, our other seat mate chimed in, she was from India. The couple sitting across from us was from Cape Town, South Africa. As I looked around the plane, it seems that we had a mini-UN of travel aboard. Read more…
Focusing on diversity in the workplace is an essential step in building a great culture.
Advancing gender diversity is a key focus area that organizations should look to, armed with the knowledge that there is still significant progress to make before most workplaces achieve true gender equality.
Women are still significantly underrepresented at all levels in the workforce worldwide. Mercer’s 2013 Human Capital Report (prepared with the World Economic Forum) found that only 60 percent-70 percent of the eligible female population participates in the global workforce, while male participation is in the high 80’s. Read more…
Following on my post yesterday (What Do Workers Everywhere Want Most? To Be Valued and Appreciated) about global employee research showing that “appreciation for my work” is the most important job aspect for employees, I wanted to share the findings of the Globoforce 2014 UK and Ireland Workforce Mood Tracker survey.
The findings are consistent with what we see in the U.S., with employees highly valuing relationships at work but feeling unsupported by the organization in building those relationships more deeply.
This year’s survey shows that organizations would benefit greatly from celebrating their employees’ dedication to the company, as well as the strong bonds people form while at work. Read more…
“They are different in [insert country other than your own.] They want different things than we do.”
How true do you believe that statement to be? Do you wonder if anyone’s recently tried to quantify those perceived differences or, better yet, find the commonalities?
This Fall, the Boston Consulting Group (BCG) and The Network did just that in their Decoding Global Talent report, which aggregated 200,000 survey responses on global mobility and employment preferences from employees in 189 countries. The survey primarily looked at what would make employees willing to work abroad, regardless of home country.
But one particular finding struck me as most enlightening – regardless of desire to relocate, all respondents “are putting more emphasis on intrinsic rewards and less on compensation.” Read more…
“We have had approximately 22 speakers over the past few day. Our focus was on Employee Engagement. We have sliced/diced it every way possible.
We have heard theory, metrics, branding, and plain old common sense — all in the guise of getting our employees more engaged. But in order for each of us as HR professionals to get our organizations back on track, we must be engaged with what we do.”
Those were my closing words at the recent Employee Engagement Forum held in Dubai Dec. 7-8. I speak at a lot of conferences in the Middle East, and in close to two years working in this region, I have participated either as conference chair or keynote speaker at approximately 18 various conferences from Istanbul to Nigeria and throughout the Middle East. Read more…
“But, the next office to open will be special.”
It’s the all-women office in the Kingdom of Saudi Arabia (KSA) that MediaCom MENA will be opening. This was the statement by CEO Nick Barron in his recent essay for the magazine Campaign Middle East.
When discussing the all-women’s office, he said it has elicited positive response among his current clients. The office will have 8-15 women on staff.
His reasoning for his staffing model is because 70 percent of the ad dollars spent in KSA are targeted at women because they make the decisions in many categories, even when the actual purchase is made by men Read more…
Thank you for accepting my request. l am currently looking for a job and l was wondering if you could help me? l am in Dubai on a tourist visa. Please find below my CV.
Can you kindly review my CV and help me find a job?
My husband needs a new job. He is a hard worker; please help him find a job.
I am a mechanical engineer; can you get me job in your firm?
All in a week’s work. Read more…
By Mel M. C. Cole
What started as a local effort has now become a national endeavor, as the U.S. Equal Employment Opportunity Commission and the Mexican Ministry of Foreign Affairs officially agree to join forces to create programs that will benefit both Mexican nationals working in the United States as well as their employers.
Late last month, Jacqueline Berrien, the Chair of the EEOC, and Eduardo Mora, the U.S. Ambassador to Mexico, signed a national Memorandum of Understanding, committed to strengthening outreach on workplace rights, as well as reducing violations under Title VII of the Civil Rights Act of 1964; the Pregnancy Discrimination Act; the Equal Pay Act of 1963; the Age Discrimination in Employment Act of 1967; Title I of the Americans with Disabilities Act of 1990; and the Genetic Information Non-discrimination Act of 2008. Read more…
Foreign capital companies operating in Japan often have flawed hiring processes stemming from a lack of experience with a new culture and local business practices.
That difficulty is compounded when expat managers attempt precise replication of business styles that are successful at their headquarters.
The most common pitfalls that foreign capital firms encounter in recruiting include: Read more…