There are many benefits that training can have on your organization, including lower workforce churn, increased employee productivity and greater income generation. However, the true ROI (Return on Investment) of training is often considered difficult and costly to define and capture. This TMA World has developed a process that captures the positive impact of training, to ensure your organization achieves a return on investment.

1. David Hall
dhall@tmaworld.com
Training ROI made simple

2. Why ROI?
Making
Saving
Wasting
© Transnational Management Associates Ltd. All Rights Reserved. 2

3. EVALUATION MODELS
© Transnational Management Associates Ltd. All Rights Reserved. 3

4. The five levels of evaluation
Evaluation requirement Cost & Effort
Most valuable, difficult, infrequently used
Level 5 – Return on Investment of Training
Level 4 – Business Impact
Level 3 – Behavior/ Application
Level 2 – Learning
Level 1 – Reaction Least valuable, easiest, most frequently used
© Transnational Management Associates Ltd. All Rights Reserved. 4

5. The five levels of evaluation
Evaluation requirement Cost & Effort
Most valuable, difficult, infrequently used
Level 5 – Return on Investment of Training Philips – 1970
Level 4 – Business Impact Kirkpatrick – 1959
Level 3 – Behavior/ Application Rackham (CIRO)– 1970
Level 2 – Learning Kaufman & Keller – 1994
Holton – 1996
Level 1 – Reaction Least valuable, easiest, most frequently used
© Transnational Management Associates Ltd. All Rights Reserved. 5

6. Patricia Pullman Phillips
“Reduction in training budgets are due, in part, to training‟s
inability to demonstrate value to the organization”
“As a tool ROI does not enjoy widespread application”
“Some very real barriers do exist - additional, time, costs,
skills & resources”
Practically, however, the ROI calculation alone is an imperfect
measurement which must be used in conjunction with other
performance measurement tools
© Transnational Management Associates Ltd. All Rights Reserved. 6

7. “What is our intent in collecting this data?”
“Not all training programmes are candidates for ROI”
© Transnational Management Associates Ltd. All Rights Reserved. 7

8. ROI Calculation
• Gross Benefit - Cost
ROI % = X 100
Total Cost
© Transnational Management Associates Ltd. All Rights Reserved. 8

9. ROI Calculation
€100,000-€50,000
Math is not the problem!
ROI % = X 100
€50,000
= 1 x 100 = 100% ROI
© Transnational Management Associates Ltd. All Rights Reserved. 9

10. Forecasting & measuring costs
1. Design & development
2. Promotion
3. Administration
4. Faculty
5. Materials
6. Facilities
7. Students
8. Evaluation
?. Unknown costs (specific to your organization)
© Transnational Management Associates Ltd. All Rights Reserved. 10

11. Forecasting & measuring benefits
1. Labour saving
2. Increased productivity
3. Increased efficiency
4. Cost saving
5. Income generation
6. Unknown benefits (specific to your organization)
© Transnational Management Associates Ltd. All Rights Reserved. 11

12. Variables?
Management
Lost productivity
Replacement cover
Migration
Change
© Transnational Management Associates Ltd. All Rights Reserved. 12

13. There is no ROI without…
DEPLOYMENT
© Transnational Management Associates Ltd. All Rights Reserved. 13

14. There is no ROI without…
IMPROVEMENT &
DEPLOYMENT
© Transnational Management Associates Ltd. All Rights Reserved. 14

15. Improvement in capability
WILLINGNESS
&
ABILITY
© Transnational Management Associates Ltd. All Rights Reserved. 15

16. Ability
UNDERSTANDING
&
SKILL
© Transnational Management Associates Ltd. All Rights Reserved. 16

17. Willingness
CONFIDENCE
&
MOTIVATION
© Transnational Management Associates Ltd. All Rights Reserved. 17

18. Deployment
DO MORE
DO BETTER
DO NEW
© Transnational Management Associates Ltd. All Rights Reserved. 18

19. How do we find out?
LEARNERS
ASK
MANAGERS
MEASURE
OTHERS
© Transnational Management Associates Ltd. All Rights Reserved. 19

20. What do measure?
CAPABILITY AUDIT
captures improvement
© Transnational Management Associates Ltd. All Rights Reserved. 20

21. What do we measure?
FREQUENCY
captures deployment of capability
before & after
© Transnational Management Associates Ltd. All Rights Reserved. 21

22. Capability Audit
Audits Reports
Decision Making
Pre-training audit
The following short self assessment will record your current Willingness and Ability to perform in the 10 key
skills areas of Impactful Presentations & also the frequency with which you currently apply those skills
The questionnaire will take you approximately 5 minutes to complete.
Ability Willingness Frequency
Click on the tabs to learn more about
Ability, Willingness and Frequency
Start questionnaire
© Transnational Management Associates Ltd. All Rights Reserved. 22

23. Capability Audit
Audits Reports
Decision Making
Pre-training audit
Ability
The level of a person‟s capability will be determined by a combination of their willingness & ability to perform
the task or do the job.
When rating this assessment consider that Ability will be a combination of Understanding & Skill.
You may have a high level of understanding of music but a low level of skill in playing the piano.
Alternatively you may be very skilled at playing the piano and yet not understand about the structure of
notes.
Understanding Skill
Start questionnaire
© Transnational Management Associates Ltd. All Rights Reserved. 23

24. Capability Audit
Audits Reports
Decision Making
Pre-training audit
Willingness
Willingness in this context is a combination of Confidence & Motivation.
You may be motivated to sell the company‟s new product because of the bonus you will earn but lack the
confidence to pitch to a large new client.
Alternatively you may be very confident to pitch but lack the motivation because the commission is very
low
Confidence Motivation
Start questionnaire
© Transnational Management Associates Ltd. All Rights Reserved. 24

25. Capability Audit
Audits Reports
Decision Making
Pre-training audit
Frequency
The value of any individual to an organisation is measured by their actions and the benefits those actions
deliver.
In completing this section of the self assessment, consider, honestly, how often you actually do the
things listed to the left.
It may be that you never take account of the effect your decision will have on others or that sometimes
you do & sometimes you don‟t, or that you always consider every effect on everyone.
Never Sometimes Always
Start questionnaire
© Transnational Management Associates Ltd. All Rights Reserved. 25

26. Capability Audit
Audits Reports
Rate the 5 key capabilities below according to your Ability and Willingness to perform them, as well as the
Decision Making
frequency to which you use those skills in your job.
Gather all relevant & available facts before making a decision Low High
Ability
Willingness
Frequency
-
Low High
Consult effectively with other people as appropriate
Ability
Willingness
Frequency
+ Additional Comments
Generate a list of options Low High
Ability
Willingness
Frequency
+ Additional Comments
Use a range of tools & techniques to evaluate the pros and cons of Low High
available options
Ability
Willingness
Frequency
+ Additional Comments
Take account of the consequences of the decision on others Low High
Ability
Willingness
Frequency
+ Additional Comments
Save & continue later Continue>
© Transnational Management Associates Ltd. All Rights Reserved. 26

27. Capability Audit
Audits Reports
Rate the 5 key capabilities below according to your Ability and Willingness to perform them, as well as the
Decision Making
frequency to which you use those skills in your job.
Gather all relevant & available facts before making a decision Low High
Ability
Willingness
Frequency
-
Low High
Consult effectively with other people as appropriate
Ability
Willingness
Frequency
+ Additional Comments
Generate a list of options Low High
Ability
Willingness
Frequency
+ Additional Comments
Use a range of tools & techniques to evaluate the pros and cons of Low High
available options
Ability
Willingness
Frequency
+ Additional Comments
Take account of the consequences of the decision on others Low High
Ability
Willingness
Frequency
+ Additional Comments
Save & continue later Continue>
© Transnational Management Associates Ltd. All Rights Reserved. 27

28. Capability Audit
Audits Reports
Rate the 5 key capabilities below according to your Ability and Willingness to perform them, as well as the
Decision Making
frequency to which you use those skills in your job.
Gather all relevant & available facts before making a decision Low High
Ability
Willingness
Frequency
-
I tend to over analyze and am fearful that I will make a decision without that one crucial piece of info
Low High
Consult effectively with other people as appropriate
Ability
Willingness
Frequency
+ Additional Comments
Generate a list of options Low High
Ability
Willingness
Frequency
+ Additional Comments
Use a range of tools & techniques to evaluate the pros and cons of Low High
available options
Ability
Willingness
Frequency
+ Additional Comments
Take account of the consequences of the decision on others Low High
Ability
Willingness
Frequency
+ Additional Comments
Save & continue later Continue>
© Transnational Management Associates Ltd. All Rights Reserved. 28

29. Capability Audit
Audits Reports
Rate the 5 key capabilities below according to your team members Ability and Willingness to perform them,
Decision Making
as well as the frequency to which they use those skills in their job.
Gather all relevant & available facts before making a decision Low High
Ability
Willingness
Frequency
-
I tend to over analyze and am fearful that I will make a decision without that one crucial piece of info
Low High
Consult effectively with other people as appropriate
Ability
Willingness
Frequency
+ Additional Comments
Generate a list of options Low High
Ability
Willingness
Frequency
+ Additional Comments
Use a range of tools & techniques to evaluate the pros and cons of Low High
available options
Ability
Willingness
Frequency
+ Additional Comments
Take account of the consequences of the decision on others Low High
Ability
Willingness
Frequency
+ Additional Comments
Save & continue later Continue>
© Transnational Management Associates Ltd. All Rights Reserved. 29

30. Capability Audit
Audits Reports
Rate the 5 key capabilities below according to your team members Ability and Willingness to perform them,
Decision Making
as well as the frequency to which they use those skills in their job.
Gather all relevant & available facts before making a decision Low High
Ability
Willingness
Frequency
-
I tend to over analyze and am fearful that I will make a decision without that one crucial piece of info
Low High
Consult effectively with other people as appropriate
Ability
Willingness
Frequency
+ Additional Comments
Generate a list of options Low High
Ability
Willingness
Frequency
+ Additional Comments
Use a range of tools & techniques to evaluate the pros and cons of Low High
available options
Ability
Willingness
Frequency
+ Additional Comments
Take account of the consequences of the decision on others Low High
Ability
Willingness
Frequency
+ Additional Comments
Save & continue later Continue>
© Transnational Management Associates Ltd. All Rights Reserved. 30

31. Capability Audit
Audits Reports
Rate the 5 key capabilities below according to your team members Ability and Willingness to perform them,
Decision Making
as well as the frequency to which they use those skills in their job.
Gather all relevant & available facts before making a decision Low High
Ability
Willingness
Frequency
-
I tend to over analyze and am fearful that I will make a decision without that one crucial piece of info
Low High
Consult effectively with other people as appropriate
Ability
Willingness
Frequency
+ Additional Comments
Generate a list of options Low High
Ability
Willingness
Frequency
+ Additional Comments
Use a range of tools & techniques to evaluate the pros and cons of Low High
available options
Ability
Willingness
Frequency
+ Additional Comments
Take account of the consequences of the decision on others Low High
Ability
Willingness
Frequency
+ Additional Comments
Save & continue later Continue>
© Transnational Management Associates Ltd. All Rights Reserved. 31

32. Capability Audit
Audits Reports
Rate the 5 key capabilities below according to your team members Ability and Willingness to perform them,
Decision Making
as well as the frequency to which they use those skills in their job.
Gather all relevant & available facts before making a decision Low High
Ability
Willingness
Frequency
-
I tend to over analyze and am fearful that I will make a decision without that one crucial piece of info
Low High
Consult effectively with other people as appropriate
Ability
Willingness
Frequency
+ Additional Comments
Generate a list of options Low High
Ability
Willingness
Frequency
+ Additional Comments
Use a range of tools & techniques to evaluate the pros and cons of Low High
available options
Ability
Willingness
Frequency
+ Additional Comments
Take account of the consequences of the decision on others Low High
Ability
Willingness
Frequency
+ Additional Comments
Save & continue later Continue>
© Transnational Management Associates Ltd. All Rights Reserved. 32

33. Capability Audit
Audits Reports
Manager Decision Making
Rate the 5 key capabilities below according to your team members Ability and Willingness to perform them,
as well as the frequency to which they use those skills in their job.
Gather all relevant & available facts before making a decision Low High
Ability
Willingness
Frequency
-
M: Needs to be more systematic and organized in gathering & managing data
Low High
Consult effectively with other people as appropriate
Ability
Willingness
Frequency
+ Additional Comments
Generate a list of options Low High
Ability
Willingness
Frequency
+ Additional Comments
Use a range of tools & techniques to evaluate the pros and cons of Low High
available options
Ability
Willingness
Frequency
+ Additional Comments
Take account of the consequences of the decision on others Low High
Ability
Willingness
Frequency
+ Additional Comments
Save & continue later Continue>
© Transnational Management Associates Ltd. All Rights Reserved. 33

34. Capability Audit
Audits Reports
Learner & Manager REPORT Decision Making
Rate the 5 key capabilities below according to your Ability and Willingness to perform them, as well as the
frequency to which you use those skills in your job.
Gather all relevant & available facts before making a decision Low High
Ability
Willingness
Frequency
-
L: I tend to over analyze and am fearful that I will make a decision without that one crucial piece of info
M: Needs to be more systematic and organized in gathering & managing data
Low High
Consult effectively with other people as appropriate
Ability
Willingness
Frequency
+ Additional Comments
Generate a list of options Low High
Ability
Willingness
Frequency
+ Additional Comments
Use a range of tools & techniques to evaluate the pros and cons of Low High
available options
Ability
Willingness
Frequency
+ Additional Comments
Take account of the consequences of the decision on others Low High
Ability
Willingness
Frequency
+ Additional Comments
Save & continue later Continue>
© Transnational Management Associates Ltd. All Rights Reserved. 34

35. Capability Audit
Audits Reports
Learner & Manager Assessment Decision Making
.
Gather all relevant & available facts before making a decision Low High
Ability
Willingness
Frequency
-
I tend to over analyze and am fearful that I will make a decision without that one crucial piece of info
Low High
Consult effectively with other people as appropriate
Ability
Willingness
Frequency
+ Additional Comments
Generate a list of options Low High
Ability
Willingness
Frequency
+ Additional Comments
Use a range of tools & techniques to evaluate the pros and cons of Low High
available options
Ability
Willingness
Frequency
+ Additional Comments
Take account of the consequences of the decision on others Low High
Ability
Willingness
Frequency
+ Additional Comments
Save & continue later Continue>
© Transnational Management Associates Ltd. All Rights Reserved. 35

36. Scrap learning
“This concept is very troubling in learning today.
About 65 percent of training is not optimally
applied on the job”
(KnowledgeAdvisors, 2008)
© Transnational Management Associates Ltd. All Rights Reserved. 36

37. Scrap learning
“The core problem is that managers are not
properly preparing learners for training nor are
they supporting them afterward on the job”
© Transnational Management Associates Ltd. All Rights Reserved. 37

38. Scrap learning
“ The result is wasted (i.e., scrap) learning.
Scrap can be reduced through better manager
engagement”
© Transnational Management Associates Ltd. All Rights Reserved. 38

39. Scrap learning
“Managers who set expectations with employees
prior to learning and follow through afterward
with projects and measurable goals overcome the
scrap learning crisis.”
ESI International white paper 2011
© Transnational Management Associates Ltd. All Rights Reserved. 39

40. Motivation
© Transnational Management Associates Ltd. All Rights Reserved. 40

41. Key Responsibilities
Managing:
 Systems / Processes
 Resources
 Budgets
 Results
 People
© Transnational Management Associates Ltd. All Rights Reserved. 41

42. Managing people
 Managing Systems
 Managing Resources
 Managing Budgets
 Managing Processes
 Managing People
© Transnational Management Associates Ltd. All Rights Reserved. 42

43. Managing people
Guidance
Focus
LEARNER
Intention
Permission
© Transnational Management Associates Ltd. All Rights Reserved. 43

44. Managing people
Influence
Importance
MANAGER
Evidence
Effect- ROE
© Transnational Management Associates Ltd. All Rights Reserved. 44

45. Managing people
Commitment
Confidence
TRAINER
Motivation
Tuning
© Transnational Management Associates Ltd. All Rights Reserved. 45

46. The Learning Path
DISCOVER
- Learning Path
- Faculty & Learners
- Foundation self study
- Capability
© Transnational Management Associates Ltd. All Rights Reserved. 46

47. The Learning Path
Understanding DEVELOP
Skill
Confidence
Motivation
© Transnational Management Associates Ltd. All Rights Reserved. 47

48. The Learning Path
DEPLOY
- Learning
- Deployment Plan
- Post Learning Capability Audit
- Deployment Review
- Deployment Report
© Transnational Management Associates Ltd. All Rights Reserved. 48

49. Deployment plan
Deployment
Target Tactics
Performance Zones When am I going to start
What am I aiming for? How do I get there?
and finish this
Global Virtual Teams Start Finish
Cooperation
We help each other
© Transnational Management Associates Ltd. All Rights Reserved. 50

50. Deployment
Target Tactics
Performance Zones When am I going to start
What am I aiming for? How do I get there?
and finish this
Global Virtual Teams
AOK= all ok FP= Future Priority Start Finish
AOK
Cooperation
We help each other
FP
Convergence
We pull in the
same direction
AOK
Coordination
We work together
Benefit from the experience of Put out a blog for help before I 10/11/11 10/12/11 +
Capability my colleagues in the XY start spending time on searching ongoing
community for my own unique solution
We share what we have
To improve my verbal Prepare more for the call, slow 4/11/11 ongoing
Communication communication with my down and ensure mutual
We pay attention to colleagues in India understanding before we finish the
call and put summary in email.
each other
Improve my understanding of Ask them. 4/11/11 Ongoing
Cultural Intelligence the cultural differences between Get on a course ASAP – Jan at
myself and my colleagues in Research the latest
We play well together India 4/11/11 11/11/11
© Transnational Management Associates Ltd. All Rights Reserved. 51

51. Deployment support
Manager
Learner
© Transnational Management Associates Ltd. All Rights Reserved. 52

52. Deployment data collection
Deployment Plans reviewed
Capability Audits – Frequency differentials
© Transnational Management Associates Ltd. All Rights Reserved. 53

53. Deployment review
MORE?
© Transnational Management Associates Ltd. All Rights Reserved. 54

54. Deployment
Target Tactics
Performance Zones When am I going to start
What am I aiming for? How do I get there?
and finish this
Global Virtual Teams
AOK= all ok FP= Future Priority Start Finish
AOK
Cooperation
We help each other
FP
Convergence
We pull in the
same direction
AOK
Coordination
We work together
Benefit from the experience of Put out a blog for help before I 10/11/11 10/12/11 +
Capability my colleagues in the XY start spending time on searching ongoing
community for my own unique solution
We share what we have
To improve my verbal Prepare more for the call, slow 4/11/11 ongoing
Communication communication with my down and ensure mutual
We pay attention to colleagues in India understanding before we finish the
call and put summary in email.
each other
Improve my understanding of Ask them. 4/11/11 Ongoing
Cultural Intelligence the cultural differences between Get on a course ASAP – Jan at
myself and my colleagues in Research the latest
We play well together India 4/11/11 11/11/11
© Transnational Management Associates Ltd. All Rights Reserved. 55

55. Deployment review
Deployment
Target
Performance Tactics When am I going to start and Deployment
What am I aiming
Zones How do I get there? finish this Progress to date ( 3/12/12)
for?
(LP Date: 3/11/11)
AOK= all ok FP= Start Finish None Some Most All
Future Priority
Cooperation AOK
We help each
other
Convergence FP
We pull in the
same direction
Coordination AOK
We work together
Benefit from the Put out a blog for help 10/11/11 10/12/11 +
Capability
We share what
experience of my
colleagues in the XY
before I start spending
time on searching for
ongoing ✓
we have community my own unique solution
To improve my Prepare more for the 4/11/11 ongoing
Communication
We pay attention
verbal
communication with
call, slow down and
ensure mutual
✓
to my colleagues in understanding before we
each other India finish the call and put
summary in email.
Improve my Ask them. 4/11/11 Ongoing
Cultural
understanding of
the cultural Get on a course ASAP – Jan at
✓ ✓
Intelligence
We play well
together
differences between
myself and my
colleagues in India Research
the latest
4/11/11 11/11/11
✓
© Transnational Management Associates Ltd. All Rights Reserved. 56

56. Capability Deployment
Never Sometimes Most Always
Before
3 6 1 0
© Transnational Management Associates Ltd. All Rights Reserved. 57

57. Capability Deployment
Never Sometimes Most Always
After
0 1 4 5
Before
3 6 1 0
© Transnational Management Associates Ltd. All Rights Reserved. 58

58. Deployment review
BETTER?
© Transnational Management Associates Ltd. All Rights Reserved. 59

59. Capability Audit
Audits Reports
Decision Making
Rate the 5 key capabilities below according to your team members Ability and Willingness to perform them,
as well as the frequency to which they use those skills in their job.
Gather all relevant & available facts before making a decision Low High
Ability
Willingness
Frequency
-
I tend to over analyze and am fearful that I will make a decision without that one crucial piece of info
Low High
Consult effectively with other people as appropriate
Ability
Willingness
Frequency
+ Additional Comments
Generate a list of options Low High
Ability
Willingness
Frequency
+ Additional Comments
Use a range of tools & techniques to evaluate the pros and cons of Low High
available options
Ability
Willingness
Frequency
+ Additional Comments
Take account of the consequences of the decision on others Low High
Ability
Willingness
Frequency
+ Additional Comments
Save & continue later Continue>
© Transnational Management Associates Ltd. All Rights Reserved. 60

60. TMA World ROI
Cubit Qubit QBIT
* ROI
Capability
* *
Deployment
© Transnational Management Associates Ltd. All Rights Reserved. 61

61. Quantifying the Business Impact of Training
ROI
*
Capability
* Deployment
*
© Transnational Management Associates Ltd. All Rights Reserved. 62

62. QBIT = 2-4
Level 5 – Return on Investment of Training
Level 4 – Business Impact
Level 3 – Behavior/ Application
Level 2 – Learning
Level 1 – Reaction
© Transnational Management Associates Ltd. All Rights Reserved. 63

63. IF capabilities deployed…
Then
Delegation
QBIT
1. Distinguish between what is urgent, what is important & what is not
2. Set measurable objectives for priorities
3. Improved delegation
 Delegate efficiently & effectively
4. Set clear outcomes and performance indicators for delegatee
 Provideefficient use ofto the delegatee appropriate to the desired
5.
More a thorough brief management resources
 outcome
Improved management capability
6. Inform all relevant others that a task has been delegated
 Management time outcomes of delegatee
7. Monitor the actions & saved
8. Evaluate & Review with the delegatee their actions and outcomes
 Reduction in errors
9. Recognise & reward success
10.Train, Coach & support the delegatee where necessary
© Transnational Management Associates Ltd. All Rights Reserved. 64

64. Survive & thrive
Profit & Reputation
* BI
Profit
* Reputation
*
© Transnational Management Associates Ltd. All Rights Reserved. 65

65. Improved delegation =
 More efficient use of management resources Profit
 Improved management capability Profit & Reputation
 Management time saved Profit
 Reduction in errors Profit & Reputation
© Transnational Management Associates Ltd. All Rights Reserved. 66

66. The greatest waste of money…
NO DEPLOYMENT
© Transnational Management Associates Ltd. All Rights Reserved. 67

67. Thank you
QBIT
* ROI
Capability
* Deployment
*
© Transnational Management Associates Ltd. All Rights Reserved. 68

68. Thank you for your participation
Please visit our website
www.tmaworld.com
Get in touch!
Contact us at enquiries@tmaworld.com
or David directly at dhall@tmaworld.com
TMA World is a leader in developing talent for the global workplace.
© Transnational Management Associates Ltd. All Rights Reserved. 69

69. TMA World is a leader in developing talent for the
global workplace. Across 50 countries we apply
a blend of experiential workshops and e-learning
methodologies to enable individuals at all levels to
lead and collaborate across distances and difference:
Develop leaders - who possess appropriate global mindsets and competencies
Engage global teams - to collaborate seamlessly and support international growth
Achieve consistency - across cultures, methodologies and management
Harmonize cross-border relationships - both internally and externally
Unify your people - to enable the free flow of ideas and skills globally
To find out more about how we can help you address your learning and development
challenges, please contact us at enquiries@tmaworld.com or visit our website
www.tmaworld.com
London New York San Francisco Hong Kong Singapore Bangalore Moscow
© Transnational Management Associates Ltd. All Rights Reserved. 70

70. TMA World Publications
Written by Terence Brake, President, TMA World-Americas http://virtualteamwork.blogspot.com
Where In The World Is My Team? Making a success of your virtual
global workplace THE FUTURE OF VIRTUAL
„Where In The World Is My Team? Making a success of your virtual global
TEAMWORK &
workplace‟ addresses the issues of „Sanity, Survival and Success in Global COLLABORATION
Teams‟. Tools, theories and concepts are introduced to help businesspeople
working internationally to understand and develop the competencies required to The work revolution is here and
manage and lead global teams. now! This blog builds on the
work of my new book -
The Global Leader: Critical Factors For Creating The World Class Where in the World is My Team?
Organization by discussing the latest thinking
Globalization may have become a cliché, but that doesn‟t make it any less real or on virtual teamwork and
any easier to achieve and sustain. Global competitiveness requires continuous collaboration. Enjoy!
attention to core capabilities. „The Global Leader‟ addresses one of the most
critical capabilities needed for winning in this new business environment: a
company‟s ability to develop global leaders throughout its organization.
Managing Globally
„Managing Globally‟ is a practical, self-help guide to help you develop key
management skills for working with other cultures. Packed with essential tips and
advice you will learn how to adapt to different working practices, from
overcoming language barriers, making presentations and carrying out
negotiations to working in global teams and managing conflict.
Manager's Handbook
A comprehensive guide to learning key management skills, understanding core
business concepts, and planning a successful career, „Manager's Handbook‟ is
both an introduction for new managers and an up-to-date reference for
experienced managers and those working in new businesses.
© Transnational Management Associates Ltd. All Rights Reserved. 71