The article offers ten key recommendations for multinationals to help them pursue smart organisational development and talent management strategies and policies. 

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Michael Dickmann. HRZone

A recent survey of global mobility (GM) professionals around the world has revealed that most multinationals are struggling to attract the right candidates.

For all sorts of reasons, employees are unwilling to relocate, which can cause skills shortages and other problems for organisations.

The RES Forum’s latest report, Working Towards Top Class Global Mobility explains that getting the employee value proposition right is key to solving this issue.

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By Allen Smith, J.D.June 4, 2019  (HR Magazine)

The president of one of the largest Dutch companies in the world thought he wasn’t a successful leader while on assignment in the United States. Three company vice presidents would not argue with him, but instead followed his orders without question; in the Netherlands, he would have expected his subordinates to debate with him. The company president believed he wasn’t generating enough confidence in his colleagues to get them to disagree. He had stumbled into something common for expatriates: culture shock.

Training before, during and after an employee’s time spent working abroad can help him or her understand cultural differences in management and communication styles, says Neal Goodman, Ph.D., president of Global Dynamics Inc. in Miami. Goodman shares the Dutch company president’s experience as an example of the difficulties his expatriate clients have faced in adjusting to different cultures around the world.

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