Work from home protocols in place. Travel restrictions. Large conferences canceled. Sales pitches via video conference instead of flights across the country for face-to-face meetings. The future of work? Perhaps.
Most multinational companies should have global employment policies that are lawful and reflect company culture—not a global handbook that dictates exactly what must be done under any circumstances. Employers often would prefer a uniform approach, but uniformity has proven problematic when it comes to certain policies.
On August 22, @shrmnextchat chatted with author, speaker and workplace expert Alexandra Levit @alevit about Finding the Right Talent Around the Globe.
If you missed this excellent chat you can read all the tweets here:
As U.S. employers continue to expand globally, one of the biggest challenges they encounter is talent acquisition in other countries. Different cultures, laws and expectations can make finding the right workers―or any workers―a difficult task, and mistakes can be expensive.
The following article is a summary of the CFGI 2017 Symposium session titled “Emerging Challenges and Strategies for Recruitment, Hiring, and Retention of Foreign Nationals in 2017.” Scott Fitzgerald of Fragomen Worldwide, Justin Storch of CFGI, and Allyson Gonzalez of AT&T addressed the challenges of hiring qualified applicants in today’s turbulent political environment.
The world is your job market, thanks to the ability to work remotely, and a far more globalized landscape. There’s a wealth of interesting and purpose-filled opportunities to pursue.
For managers, that means it is also easier than ever to lose your best people. It’s a mistake to overlook the employee experience as a critical part of your digital transformation.
As an HR professional, finding qualified talent that is a good fit with your organization’s culture can sometimes be a challenge. And sometimes it can be darn right impossible. The term “skills shortage” gets tossed around a lot lately, and the truth is, many employers know all too well how difficult it can be to match organizational needs with individuals that possess those skill sets.
Going on an international assignment is a life changing opportunity. It teaches you how to be independent, how to interact with new people, how to cope up with an entirely new culture and so much more. When you come back, you’re an entirely different person than you were before; more knowledgeable, more experienced and stronger than ever.
On May 25, @shrmnextchat chatted with SHRM's Howard Wallack (@shrmglobal) and #SHRM16 speaker Dean Foster (@dfaintercultura) about Global HR and Cross-Cultural Compentency.
In case you missed this informative chat, you can read all the tweets here:
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.
Any association expanding globally is seeking a return on investment. And those organizations seeking better business returns should place an emphasis on relationship building.
As more and more associations grow internationally, regardless of where they are incorporated or headquartered, so too do the expectations and scrutiny by boards and senior leadership for quick membership growth, financial returns, and tangible programmatic results.
SHRM Collaboration Across Africa on Membership Engagement & Promotion of HR Certification Reveals More Shared HR Challenges Than Differences!
In the first of three posts, Howard Wallack writes about a SHRM delegation visit to Cuba.
On September 23, @shrmnextchat chatted with Brynne Herbert (@brynnespeaks) of MoveGuides about Ensuring the Successful Global Relocation of Talent.
In case you missed it, here are all the informative tweets from the chat:
Keeping Your LGBT Employees Safe Overseas