The saying “It’s a small world” has never had more meaning than it does today—especially when it comes to managing our workplaces and workforces.
According to the SHRM Competency Model, “Global and Cultural Effectiveness” is necessary for all human resource professionals to succeed in an ever-expanding global marketplace.
As organizations enter the global marketplace, their workforces are becoming more diverse, often across multiple countries and cultures. Many HR professionals now work for organizations that are multinational, or that do a substantial amount of business outside of the country where they are headquartered.
To be proficient in Global and Cultural Effectiveness, HR professionals must possess the ability to effectively and respectfully interact with colleagues, customers, vendors and clients of varying ethnicities, backgrounds and cultures. They must also understand the various legal and regulatory policies related to issues of diversity and discrimination.
Relationship-building is key when developing cross-cultural effectiveness. In the blog post 10 Steps for Building Trust and Relationships When Going Global, SHRM director of global business development Howard Wallack says that an important consideration when working in a global market is that with U.S.-based organizations, “there is often a focus first and foremost on transactions and revenue generation before relationship-building. However, in much of the rest of the world, relationships come first and “are based on mutual respect, reciprocity and trust.”
The Culture of Business
SHRM 2016 Annual Conference & Exposition speaker Dean Foster will present a session titled Building a Global Mindset for the 21st Century Organization, which will focus on the critical cultural dimensions that all global managers need in order to effectively work with colleagues abroad, and HR’s role in advancing this understanding. In his blog post The Top 10 Myths of Cross-Cultural Training, he outlines some of the most important aspects for organizations to consider when going global and says that “business is done differently in different cultures, therefore, until you learn what those differences are and how to best manage them, you are at a distinct disadvantage working internationally, especially when your competition might know what you don’t.”
What skills, experiences and training do HR professionals need for greater cross-cultural effectiveness, to do business in a global marketplace or to manage multiple global locations? How can they instill a global mindset in employees for greater cross-cultural effectiveness of their organization?
We’ll chat about how to build greater cross-cultural effectiveness for HR and their organizations.
Q1. Why is cross-cultural sensitivity and effectiveness important for all HR pros, not only those managing global locations?
Q2. What are some of the most important cross cultural considerations for HR professionals managing multiple global locations?
Q3. How can HR pros acquire the skills and experience needed to be competent in Global and Cultural Effectiveness?
Q4. What tactics can HR pros use to build trust across international borders for better talent management and business operations?
Q5. What best practices can HR professionals use to enhance interpersonal communications across international borders and cultures?
Q6. What are some common global cultural challenges you encounter in HR and business and how do you deal with them?
Q7. How can employees develop a "global mindset" for greater cross cultural effectiveness with global colleagues and associates?
Q8. What are the key criteria and skills required in cross cultural training programs for HR professionals?