What are the best practices for global talent management and development?

GTMD Is Also A Process, Take The Steps Effective communication is paramount. Clearly and consistently convey your GTMD strategy to employees, managers, and stakeholders, BUT at the cultural level as well. Pay close attention to what's working and what needs tweaking. The article proposes that you're already global, but I want to mention that not everybody has gone full-scale. For those of you considering it, it's a lot to fear initially, but it shouldn't be so bad that you don't overcome it. Strategically integrating GTMD into your business strategy transforms it from a mere program into something that propels you forward. It's a process, and if there was ever a place where you should not try to take shortcuts, it's going global.

1. Talent Identification: Identify high-potential employees through assessments and reviews. 2. Career Development: Offer training and mentoring programs for skill enhancement. 3. Global Mobility: Provide opportunities for international assignments and exchanges. 4. Succession Planning: Develop plans to groom candidates for key roles. 5. Performance Management: Implement systems for feedback and recognition. 6. Retention Strategies: Offer competitive compensation and advancement opportunities.

Ensure the business team understands that the hiring timelines will be much longer, especially for your first international hire. Your entire hiring process will have slight adjustments to ensure you are compliant with HR policies and government regulations in a new country.

Only Global strategies should support GTMD programs, it is obvious. Aligning Global Talent Management Development (GTMD) with business strategy is critical for ensuring that your organization has the right people, with the right skills, in the right places to achieve its strategic objectives. Here’s a structured approach to achieving this alignment: Understand the Business Strategy Identify Key Business Objectives: Clearly understand the short-term and long-term goals of the organization. This could include market expansion, innovation, cost leadership, customer satisfaction, etc.

Let's be honest, this doesn't come naturally. In a busy business word one tends to focus on what he/she knows, his function and geography of reference. So it has to forced somehow for people to get first experience of it and more importantly the benefits he/she can take out of it. There are many ways to do so: international assignments, international projects...One way I used in the past was a buddying program between people from same function byt very different location, which proved to be very effective and motivating

Mindset v. Culture v. Traditions Mindset - Difficulty: Moderate - Explanation: Shifting a mindset involves changing individual beliefs and perspectives, requiring effort, education, exposure to new ideas, and a culture of continuous learning. Culture - Difficulty: High - Explanation: Encompasses shared values, behaviors, and group norms. Challenging involves transforming deeply ingrained patterns. Requires consistent effort, strong leadership; a commitment to reinforcing new behaviors over time. Traditions - Difficulty: Very high - Explanation: Deeply rooted practices passed down through generations. Often facing strong resistance, tied to identity and heritage, only understanding and introducing alternative practices.

Imagine your team as a global family. Send them on international projects or have virtual team collaborations. It's like discovering different flavors – each team member brings a unique spice to the mix, making the whole dish richer and more exciting. Think of your workplace as a big, diverse playground. Pair up experienced players with newer ones from different backgrounds. It's like having a friendly guide show you the ropes. This way, everyone feels welcome, and the game becomes more enjoyable for everyone involved.

Global mindset also needs a mindset which is established "bottom up" from the different regions and not "top down" from one "mother company" that developed from the center outwards. It is achieved easier by organisations which have been created as associations of different elements. Positive examples are the "Big 4", which have associated partners from different regions. International institutions with no major dominant party are also good examples, eg. CERN.

Develop Cultural Training Programs: Implement training that educates employees about different cultures, norms, values, and business practices. This could include understanding communication styles, decision-making processes, and leadership expectations across cultures. Help with Language Learning: Encourage learning foreign languages to help employees better understand and communicate with global colleagues and clients.

Initiating GTMD By Developing Global Leaders Should Be The First Crucial Step - Strategic Alignment: A leader needs to be in place to align GTMD with business strategy. - Change Catalyst: Leaders set the foundation for managing change. - Cultural Influence: The leadership develops a culture of learning and collaboration. - Skill Integration: Global leaders integrate essential skills, shaping the organization's standards. (It comes in bad, it will go out bad.) - Effective Implementation: Leaders drive successful GTMD program execution globally.

If you are still a startup and cannot afford to hire a local business leader, you may start by acquiring an international referral or reseller partner who can provide recommendations on the market. Acquiring just one customer, could be all it takes for you to justify a senior local hire.

Developing global leaders is a very difficult task. While many companies send their potentials abroad, very few are successful in reintegrating them at home. This is specifically true if the management itself has a majority of some type of culture. True global companies have a top-down representation roughly according to their markets, and international experience values more than local experience. A frequent exchange and solid policies for international mobility are the base.

Global leadership comes from professionals who have lived in 2 or 3 continents and understand several cultures at the same time.

If you are not a big multinational used to moving people around the world this can be more challenging as there's a cost associated to that. When restricted financially you need to identify key roles whcih would benefit from this and connect it to your talent pipeline and exec succession plan. One cost effective way to do it is to organize swap programs, when people swap jobs and places for a certain amount of time

If I Had To Label It Unparalleled Difficult: Managing Global Talent Mobility - Explanation: Navigating complex criteria for talent mobility decisions across diverse organizational functions/locations. Extremely Difficult: Providing Resources/Support for Relocation - Explanation: Addressing logistical challenges, cultural transitions; ensuring seamless integration. Very Difficult: Ensuring Fair Compensation/Benefits - Explanation: Balancing compensation structures with local standards, legal requirements, local considerations. (You're not in your country; you're a foreigner.) Difficult: Establishing Criteria/Processes - Explanation: Creating clear-transparent frameworks for talent mobility decisions, providing a structure

It may be useful to partner with companies like Deel to hire in other countries and manage those hires legally. This can save you quite a bit of money in international hires when you are just getting started to ensure there's a suitable market fit for your product.

Unlocking global talent mobility is like discovering a hidden door to a realm of enriched skills, heightened agility, and engaged employees—a secret weapon in the GTMD arsenal. Diverse global skillsets drive innovation, and managing mobility effectively is crucial. A clear roadmap, relocation support, fair compensation, and open communication are essential. By embracing these best practices, transform global talent mobility from a logistical challenge into a strategic advantage, propelling your organization to international success

Design the Mobility Framework in the company: Define the types of mobility assignments your program will include. Common types are: Short-Term Assignments: Typically 3 to 12 months for project-based needs. Long-Term Assignments: 1 to 3 years, often for strategic roles or market expansion. Permanent Transfers: Indefinite transfers to another location. Commuter Assignments: Frequent travel to a different location without relocating. Mobility Policies: Develop clear policies covering compensation, benefits, tax considerations, relocation assistance, and repatriation. Ensure these policies are consistent globally but allow for local adaptations.

Companies that have alredy gone through a process of Digital Transformation and understand the power of digital advances to improve the skills and day-to-day operations of Global Executives

Unparalleled Difficulty: Engaging/Retaining Global Talent - Explanation: Achieving an extraordinary global work experience, addressing diverse cultural dynamics, individual preferences, organizational nuances. Extremely Difficult: Meaningful Work/Recognition - Explanation: Providing meaningful work; recognition requires a deep understanding of cultural aligned with organizational goals. Very Difficult: Career Development/Work-Life Balance - Explanation: Balancing global career development; work-life demands meticulous planning; support for diverse expectations. 4. Difficult: Fostering Belonging/Purpose - Explanation: Creating a sense of belonging; purpose involves understanding unique needs within a diverse global workforce.

A series of companies have engaged with international student associations like AIESEC and offered international traineeships. This allows to send local students abroad while bringing international students in the country. The internationalisation of the own team and the added knowledge from foreign countries have been very beneficial in this worldwide program. (Contact your local AIESEC committee in 120+ countries and participate to the 30 000+ experiences per year).

I love the VRIO strategic framework when addressing this. V - is this person valuable? R - are they also Rare? I-are they inimitable (can't be replicated easily?) and O-is your firm ORGANIZED to capture the value of this talented person. If you have all 4, you have a sustainable competitive advantage. Think of the last one, though. When it comes to global talent, retention could be more than just vested stock options. It might be figuring out where they want to make an impact. I worked with an extremely talented purchasing manager who could sweet talk a truck to our dock on a Friday afternoon or whittle a supplier down to another 10% discount. That's V-R-and I. We didn't hit the O until we figured out to make sure he was fulfilled!

Add 20% to whatever budget you have for hiring in another country. There could be employee shortages and you may have to pay additional fees for head hunters if you cannot source a hire internally.