Speaker Presentation at 12th Annual NJ Organization Development Annual Sharing Day Conference. Contact Information: Karen Toole, Ed.D., Principal WH Professional Services, LLC ktoole@whprofessional.com or 682.502.4906

1. GOING GLOBAL
PRESENTATION TO NJ ODN
12TH ANNUAL SHARING DAY, MAY 7, 2010
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PRESENTERS: Tom Glasscock, Iona Harding, Laura Kasser, Karen Toole

2. OVERVIEW
• Framework for global people practices
• Global competencies
– Current trends for global leadership success
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– Global talent management strategy
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Avoiding cultural missteps.com ig
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• 20 line – real
Live from the front fess life stories
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• Questionspand whtar discussion
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3. ORGANIZATION STRATEGY DRIVES GLOBAL PEOPLE STRATEGY
Global Organization Strategy
Financial, Operational, Sales
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Global People lStrategy hts
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Talent, Development, 010 iona Org Effectiveness
Rewards,
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Global
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Right
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4. DRIVERS OF GLOBAL PEOPLE STRATEGY
Organization Maturity Levels
Initial Developed Mature
Financial Focus Revenue generation Profitability Margins
Survival
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Systems/ Ad hoc r ve
Centralized by country, division Global, enterprise
Technology Decentralized re se wide or integrated
h ts
Policies/ Minimal or ad hoc
rig cdivision
Exist for most functions
country, o
Apply to ll
m Global, enterprise
Processes
a .
0 A right lpeople when &
wide or integrated
People Focus Get people in the Get the ion
01 s Talent
2
door when & (c) where you need them,
o fes management
e ary
where youtneed hpr develop & retain them Succession
them pri w planning
Global
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Individual deals Regional/country or division Global, enterprise
Management & Kt
Lots ofosurprises policy/practice wide or integrated
Mobility Unclear costs Costs are known & tracked policy
Compliance issues Metrics exist Full visibility & use
Reactive Fewer compliance issues of costs & metrics
Integrated into HR Proactive planning
processes
4

5. TYPES OF GLOBAL ROLES
Type Comp/Benefits Typical Family
Tied to: Timeframe Accompanies?
Long-term IA Home 1-3 years Yes
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Short-term IA Home Up to 1 year er ve No
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Globalist – A country Career Maybe
Global Nomad
Global Leaders Home As long as in role NA
& Managers
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6. EMERGING GLOBAL ROLE
Global Nomad
• Comfortable traveling without an anchor
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• Functions well in ambiguity r ve
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• Adjusts to different situations quickly
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• Good at problemysolving, negotiating and
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• Up-to-date twith geo-political events

7. CURRENT GLOBAL ROLE TRENDS
• Fewer long term international assignments
• More localizations (local plus) erved
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• Fewer families accompanying IA’s ig hts
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• Reduced costs, e.g. 0housing, COLA, relo,
01 sion
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• More ando less
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• More remote
• More leaders with global responsibility
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8. WHAT ARE THE IMPLICATIONS FOR US?
The challenge:
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•Starts with global process for selection and
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•Reinforce with appropriate rewards
and OE strategy
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9. WHAT ARE THE IMPLICATIONS FOR US?
Tools To Ensure Success:
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• Programs for cultural awareness, r ve
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stress management h ts
• Training on remote/virtual omrig cmanagement
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skills 01 sion
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(of technology (Skype, chat
• Take advantage pro
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• Framework le
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global roles
• Global competencies
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GLOBAL COMPETENCIES

11. OVERVIEW
High Performing
Individual
Leadership
KSA’s
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Content er ve Behaviors
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BEHAVIORAL
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COMPETENCIES
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“How” l.c
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2 01 sio
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WHEN & HOW THE
CUMULATIVE FACTORS op
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SUPERCEDE COUNTRY VALUES ole
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TECHNICAL
Corporate
COMPETENCIES
Values
Context
7

12. CULTURAL COMPETENCE
• Cultural Intelligence: •Cultural Diversity:
A person’s ability to adapt A person’s ability to adapt
appropriately & effectively to new appropriately to different cultures
contexts characterized by diversity and have thevedr capacity to change
e
or expandsone’s habits in
r e
ts
response to contextually diverse
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Behavioral Level
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Cognitive
beyond Kto Level
awareness Emotional
Level
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13. GLOBAL COMPETENCIES*
Global Business Knowledge Assignment Hardiness
Cross-Cultural Cross-Cultural Sensitivity
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Resourcefulness
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Hum ility
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Cross-Cultural Agility 201 si 0 A ona
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Organizational Positioning
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Skills (from Remote Location)
…baseline to get started…
*Lombardo, Michael M.; Eichinger, Robert W. (1996-2004) FYI
For Your Improvement: A guide for development and coaching.
9
Minneapolis: Lominger Limited, Inc.

14. CAREER PATHING GLOBAL LEADERS
CAREER PATH EXAMPLE
Global Leader
Position
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Individual
er
Mastery Global Mastery
Development
res
Behavioral Functional/Technical
Planning
s
Competencies Global Competencies
Global Progressive Global 2-3ght
i year
Assignmentsl r .co
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Competence
1 i Mastery
Behavioral(c)
Mastery Global
20 ssFunctional/Technical
e
ry prof Global Competencies
At what point can
What is your
ta wh
someone transfer in Competencies
career goal?
rie
from another Rotation Assignment Project Assignment
rop Behavioral
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function/business?
o le
P Competencies Functional/Technical
K to Competencies When is the
stage/level to pick
up additional
Hi Potential capabilities?
What’s foot in the door
position –internally? Behavioral Functional/Technical
Competencies Competencies
Transfer in Hi Performer Outside Hire

15. OD DEVELOPING GLOBAL LEADERS
P&L Leader
Organizational
Large Region Positioning
Skills
Transition to In-
Cross-Cultural
Country Associate Longer Global
d
ve
Resourcefulness Assignment /Lead
er
res
Small Location
hts
P&L Leader
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Small/Medium
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Global Short-term Assignment
lAssignment/Lead Hardiness
Region
0 A onFunction
a
2 01 si
(c) ofes
ry pr
ta wh
Humility
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WHAT IS OUR
ROLE TO ENSURE
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SUCCESS?
K to Team assignments
to become exposed
Sensitivity
to global activities
Global Business
Knowledge
Development Plan to build
Cultural Competence
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16. GLOBAL COMPETENCIES BY ROLE
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Strategic/Executive
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Operationalom
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Manager ofy (c ofe
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Process/Projects
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Individual
Contributor
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CULTUREKto

18. CULTURE: WHAT DIFFERENCE DOES IT MAKE?
THERE ARE MANY MODELS FOR LOOKING AT
GLOBAL CULTURES:
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ve
TROMPENAAR
er
res
Universalism vs. Particularism
LEWIS
hts
Individualism vs. Communitarianism
Specific vs. Diffuse Cultures
rig com High-Context Cultures
HALL
All al.
Linear Active Affective vs. Neutral Cultures
Achievement vs. Ascription
Multi-Active
0
01 sion
Low-Context Cultures
Sequential vs. Synchronic Cultures
Reactive
2
(c) ofes
Internal vs. Eternal Control
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TMA Kt
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Navigator
HOFSTEDE
Power-Distance
Relating Individualism vs. Collectivism
Regulating Uncertainty Avoidance
Reasoning Masculine vs. Feminine
Long-term vs. Short-Term Orientation
TO NAME A FEW . . .

19. WHAT CAN WE DO?
1. Develop our OWN cross-cultural
competence, our own CI
2. Help minimize the disruptive features of d
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conflicting organization and re scountry sub
h ts
cultures through better .rig com
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Training rand development
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• Coaching

20. TEST YOUR CULTURAL INTELLIGENCE
Which country does each statement most apply to: Brazil, China,
India, UAE, USA?
1. ____ Never start 2. _____ The most
business discussions important d member of
rve
before your host; se
youreorganization should
r
h ts
business meetings lead important meetings,
rig com
normally begin with All status is valued.
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1
20 ssi
casual conversation.(c) ofe
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3. _____ “Yes”romight important; always use
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mean maybe.oKt professional titles.
5. ___ Wants to get down to business
and keep to the agenda and timeline.
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21. HOFSTEDE’S CULTURAL DIMENSIONS
Index High Low
Power-Distance (PDI) Accept, expect power to be Expect greater equality
distributed unequally between social levels
d
Individualism vs. r ve
Everyone is expected to look People integrated into
Collectivism (IDV) after him/herself se strong, cohesive groups
re which protect them in
h ts
l rig om exchange for loyalty
Al dominant,
0 o l.
Male values more na
c
Masculinity vs. 1 Female values more
though )20 sossi women –
(c ofe competitive
Femininity (MAS) less for dominant – similar values for
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e.g. assertive, both men and women – e.g.
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modest, caring
Pro Risk adverse; uncomfortable
Uncertainty Avoidance ole More tolerant of different
(UAI) Kto in unstructured situations; opinions; fewer rules;
risk adverse; emotional; rules phlegmatic; less emotional
Long-Term vs. Short- Thrift and perseverance; Respect for tradition, fulfilling
Term Orientation (LTO) overcome obstacles with social obligations, protecting
time one’s “face”

22. HOFSTEDE’S CULTURAL DIMENSIONS
Country PDI IDV MAS UAI LTO
Brazil 69 38 49 76 65
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China 80 20 ig ht66 30 118
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UAE
K to 38 52 68
USA 40 91 62 46 29
..the Delta between the countries…

23. RICHARD LEWIS’ PERSONAL CULTURAL PROFILES
Linear-Active Multi-Active Reactive
Talks about half the time Talks most of the time Listens most of the time
Does one thing at a time Does several things at once Reacts to partner’s action
Plans ahead step by step Plans grand outline only Looks at general principles
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Polite but direct Emotional
e ve
rPolite, indirect
res
hts
Partly conceals feelings Displays Feelings Conceals feelings
Confronts emotionally rig
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Confronts with logic Never confronts
Dislikes losing face
1
Has good excuses0 A ona Must not lose face
20 ssi
Rarely interrupts
y (c) of
Often interrupts e Doesn’t interrupt
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pri Feelings before facts
Job-oriented People-oriented Very people-oriented
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Sticks to facts Statements are promises
Truth before diplomacy
Kto Flexible truth Diplomacy over truth
Sometimes impatient Impatient Patient
Limited body language Unlimited body language Subtle body language
Uses mainly facts Puts feelings before facts Statements are promises
Separates social, professional Mixes social & professional Connects social & professional

24. WHAT CAN WE DO TO DEVELOP THIS BUSINESS?
Multi-
Active
Brazil
d
What can WE do to r ve
re se
help develop
ts UAE
organizational h
rig com
All al.
Cultural
0
01 sion
Competence
2 I ndia
(c) ofes
to ensure success
y
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if we are growing
our business in ie
r
op e
this environment? @
Pr ol
Kto China
Linear- Reactive
Active
16

25. WHAT IS IT LIKE FOR A U.S. LEADER IN INDIA?
Multi USA
Active
d
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Linear-
res
hts
Active Reactive
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INDIA ie tar whpr
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Linear-
Active Reactive
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26. d
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LIVING ABROAD
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27. GOING ON ASSIGNMENT
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28. LITTLE THINGS CAN MAKE A DIFFERENCE
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29. COMING BACK
What could possibly go wrong?
d
‼ 9 out of 10 repatriations experience
r ve difficulty
se
some kind of
re
ts
‼ A majority of repatriates leave their
h
rig com within one year of
All returning to their home country.
company
1 0 onal.
20 ssi‼ Repatriates generally feel:
(c) e
tar
y p rof
wh
• A loss of autonomy
rie
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• That their organization fails to
P o capitalize on the experience they’ve
Kto gained
• Loss of social affinity
• Big fish/little fish syndrome
• A lack of suitable opportunities
21

30. KEYS TO SUCCESSFUL REPATRIATION
• Ensure your expat keep his/her
networks fresh; make the most out of
home visits
d
• Appoint an executive level sponsor
r ve
with accountability for a suitable, re se
successful post-assignment position h ts
ig
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0 A on
• Set clear expectations about post a
1
20 s
assignment career opportunitiessi
y (c) ofe prior to
tar whpr
• Establish a plan for repatriation
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going on assignment; revisit and adjust
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regularly or as required by emerging
Kto
business conditions

31. NUMBER OF US PASSPORTS ISSUED 1974 - 2009
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Source: http://travel.state.gov/passport/services/stats/stats_890.html

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QUESTIONS AND DISCUSSION

33. ADDITIONAL RESOURCES
INTERNATIONAL ASSIGNMENTS: GLOBAL HUMAN RESOURCES
• Additional Reading
• www.shrm.org (Select HR Disciplines – Global)
• “Repatriation Considerations in a Cost Aware Economy,” Vadim
Kostovski, ORC Worldwide, Workspan, August 2009
• “Companies Consider Cutting International Assignment Budgets,” COMPETENCIES
World at Work, March 2009 • Additional Readings
• “International Assignments Down; More Experienced Employees Go • Lombardo, Michael M., Eichner, Robert W. (2007 4th ed.)
d
Overseas,” World at Work, June 2009
ve
Career Architect Development Planner: An Expert System
• “Luanda Tops AIRINC’s List of the World Most Expensive Cities,” Air-
er
Offering 103 Research-Based and Experience-Tested
Inc.com, Sept. 2009 Development Plans and Coaching Tips, Minneapolis: Lominger
res
• “Eight Action Items for Expatriate Planning in an Economic International: A Korn/Ferry Company.
hts
Downturn,” Cheryl Spielman and Gerald Tammaro, Ernst & Young • Lombardo, Michael M., Eichner, Robert W. (2004 4th ed.) FYI
LLP, Workspan, October 2009 For Your Improvement: A Guide For development and
• ig
ll r l.com
• “Salary Budget Trends in Selected Countries,” 2009/10 Global Coaching, Minneapolis: Lominger Limited International
Compensation Planning Report, Towersperrin.com Bucher, Richard D. (2008) Building Cultural Intelligence (CQ):
0 A GLOBAL CULTURE
Nine Megaskills, Upper saddle River: Pearson
a
• “Reducing Expatriate Program Costs under the Balance Sheet
01 si•on Hofstede’s Cultural Dimensions www.geert-
Approach,” Vince Cordova, International HR Journal, Summer 2009
2
• Websites for additional information:
(c) ofes • hofstede.com Personal Cultural Profile
• Worldatwork.org Geert
y
tar whpr
• Air-inc.com
• Internationalhr.wordpress.com Richard Lewis’
rie
• Deloitte.com www.crossculture.com/services/cross-culture/
rop le @
• Towersperrin.com • Fons Trompenaars’ Dimensions of Culture www.7d-
P o
• Sites catering to the expat community and individual culture.nl/content/cont042.htm
• Edward T. Hall’s Dimensions of Culture
to
"Globalists"
http//changingminds.org/explanations/culture/hall-culture.htm
K
• http://www.escapeartist.com/
• http://www.expatexchange.com/
• http://www.transitionsabroad.com/listings/living/index.shtml
• http://www.overseasdigest.com/
• The US Department of State's section on Americans living abroad
http://travel.state.gov/travel/living/living_1243.html
• A similar resource hosted by USA government
http://www.usa.gov/Topics/Americans_Abroad.shtml

34. CONTACT INFORMATION:
• Tom Glasscock, SPHR, GPHR, Principal
Glasscock & Associates LLC
www.glasscockandassociates.com
tom.glasscock@glasscockandassociates.com
Phone: 973-580-9927
d
• Iona Harding, SPHR, GPHR, Consulting Principal
er ve
res
RES-Partners LLC
hts
www.res-partners.com
ig
ll r l.com
iharding@res-partners.com
0 A ona
Phone: 609-921-0823
1
20 ssi
(c) ofe
• Laura Kasser, CCP, Principal
360 Global HR Solutions LLC
y
www.360GlobalHR.com
e tar whpr
lkasser@360globalhr.com i
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Pro ole
Phone: 908-246-9975
•
Kto Principal
Karen Toole, Ed. D., EMBA,
WH Professional Services LLC
www.whprofessional.com
ktoole@whprofessional.com
Phone: 682.502.4906