Smart OD is essential for global mobility

Changeboard. Michael Dickmann, Cranfield University School of Management.

One of the more worrying findings from The RES Forum’s 2018 Annual Report into global mobility trends was data indicating that less than 10% of organisations have more than sufficient candidates for potential international assignments while a large majority thought that there were substantial shortfalls.

With this in mind, one of the key observations from the report (which is based on research among the Forum’s 1500+ members from over 750 multinational organisations in 40+ countries), was the support for the argument that international organisational development and talent management should be supported by global mobility programmes that have specific, measurable, achievable, results-focused and time-bound objectives.

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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Winning the War for Global Talent

Michael Dickmann. HRZone

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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Helping Expatriate Employees Deal with Culture Shock

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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