Global HRD Blog

Think Organization When Developing Leadership

As we apply traditional mindsets and models of leadership, it becomes clear pretty quickly that we would need the ‘bionic man’ leading our organizations – someone with extraordinary capabilities to out run, out jump and out maneuver the opponent. Honestly, few have these skills, capabilities and experience. And fewer can develop them in the timeframe that most of our businesses need them.

Global Study Examines Millennial Workers

PwC’s NextGen: A Global Generational Study, reveals that enhancing workplace flexibility and equity between work and home is one of the keys to improving job satisfaction among Millennials. According to the report, while younger workers are more tech-savvy, globally focused, informal, and willing to share information, they do not feel more entitled or less committed than their non-Millennial counterparts, and are willing to work just as hard.

SHL's Global Assessment Trends Report 2013 Finds that Deluge of Big Data Muddies HRD Insight

SHL, a global leader in talent measurement, has found that 77 percent of HRD professionals worldwide do not know how its workforce potential is affecting the company’s bottom line, and less than half of organizations surveyed use objective talent data to drive business decisions. These findings are revealed in SHL’s annual Global Assessment Trends Report 2013.

New KPMG Report Examines HRD's Role in the Global War for Talent

In 2012, KPMG International commissioned the Economist Intelligence Unit to conduct a global study of 418 executives to investigate the global forces influencing the HRD function.

Interns Fill Labor Gaps in China

In a report by Reuters, China is facing a labor shortage in many of its factories and assembly lines that require large numbers of workers to operate. Local governments eager to please new investors lean on schools to meet any worker shortfall.

Future of Global Manufacturing Demands Better Education and Skill Development by Governments

“Manufacturing the Future: The Next Era of Global Growth and Innovation,” a recent report from the McKinsey Global Institute, presents a clear view of how manufacturing contributes to the global economy today, and how its evolution is resulting in a growing demand for highly-skilled labor across nations.

Skillsoft Study Reveals CEOs in the UK Are Willing to Pay Extra for More Training in Less Time

Skillsoft recently announced the results of a study which reveals that in the current global economic climate, CEOs increasingly believe in the value of learning, with 93 percent of business leaders in the United Kingdom stating that they will either maintain or increase their training budget over the next 12 months. Only 13 percent listed cost as their most important consideration.

Accenture Study Details Digital's Disruptive Impact on Workforce in Southeast Asia

Growing use of digital technology—and its disrupting impact on established work patterns—is finding strong footing in the economic powerhouse that is Southeast Asia. Recent research by Accenture outlines the changes sweeping this region, and how companies must move beyond myopic perception of digital to consider employee engagement and innovation.

ASTD International at the HRD Conference 2012 in Seoul, Korea

Global Organizations Closing Executive-Level Gender Gap

Women continue to be underrepresented at senior-management levels in Asia, Europe, and North America. McKinsey research suggests some answers.

Are We Ready to Develop Global Leadership Programs?

International ASTD member, Alfredo Castro (MOT T&D president), discusses the future workplace at ASTD Stada Singapore and highlights practical actions that must be considered consideration when designing a global leadership program.

Training Key Factor to China’s Future Success

“China: The Last 10 Miles,” an article in the October issue of Accenture’s webzine Outlook, asserts that as Chinese companies will have to recognize the importance of talent as key differentiator to fully succeed as a long-term global competitor. In fact, the authors (Gong Li, Bo Wang, Kathy Yi Liu, and David Light) contend that “lack of key talent and high employee turnover are major problems for Chinese enterprises.”

Managing Talent in India When Company Expands Overseas

The role of the corporate center in terms of location and talent management has assumed importance for Indian companies expanding overseas. Navneet Vasishth, partner and director of Boston Consulting Group, dwells on the issue in the October article “Managing HQ & Local Relationships” in the Business Standard.

Making Innovation Structures Work: Mckinsey Global Survey Results

A McKinsey Global Survey on finds that companies rely on multiple organizational models to drive innovation—and that these functions struggle to integrate fully with the business as a whole. The online survey on innovation asked executives about the organizational innovation structures in place at their companies, the strategic and financial objectives these structures have set, and the people and processes involved in achieving innovation outcomes.

Using Rooted Maps in Global Business

The recent McKinsey Quarterly article, “Remapping Your Strategic Mind-Set,” contends that changing your thinking by looking at the world from the perspective of a particular country, industry, or company. “Rooted” maps can help you unearth hidden opportunities and threats.

Ranking of China's Business Leaders Exposes Common Myths

Harvard Business Review China has released a new ranking of Chinese business leaders, which it claims is the first ever such ranking to rely on objective long-term stock market performance. Measured this way, the ranking uncovered several patterns that run counter to popular myths about Chinese companies and the leaders who run them.

Global Relocation Trends for 2012

In the 2012 Global Relocation Trends Survey report, companies reporting growth in international assignee populations jumped nearly 50 percent from 2011 and well beyond what has been reported in Brookfield Global Relocation Services’ last three annual trends reports. This year’s results indicate a return to activity levels not seen since 2007 suggesting that, regardless of regional economic woes, multinational corporations are mobilizing workers to fill skills gaps and develop talent, especially in emerging and developing markets.

3 Emerging Competencies Recruiters in Asian Markets Cannot Afford to Ignore

Today, we are living in an age of convergence: convergence of content, convergence of offerings or products, and convergence of technology. Indeed, convergence is one of the strongest emerging byproducts of globalization. While most organizations are still grappling with convergence, innovators are thriving in it and consumers are devouring it!

ASTD 2013 International Conference and Expo Call for Proposals - Global HRD

ASTD is accepting speaking proposal submissions for next year’s conference in Dallas, Texas. An entire track will be dedicated to global human resource development. Here is a list of topics in search of speakers.

Summary:The Global Company's Challenge

In the June issue of McKinsey Quarterly , Martin Dewhurst, Jonathan Harris, and Suzanne Heywood discuss the shift in economic focus to new developing markets and how global companies must adjust to the challenge. Martin Dewhurst, Jonathan Harris, and Suzanne Heywood, In the article The Global Company’s Challenge analyze data collected from 300 executives at 17 of the world’s leading global organizations, with the challenge in mind to understand, “more clearly the challenges facing global organizations.”

2012 Canadian HR Study Showcases Employee Needs in Engagement Retention

Summary: The United States and China: Western Power and Eastern Ascendancy

ASTD staff analyze the shift in economic “super power” status from the United States to China. Since the recession of 2008, the United States has seen steady economic decline, while China has experienced a steady increase over the same period of time, despite eerily similar workforce and labor laws.

Finding International Training and Consulting Business

In January 2009, at the peak of the financial crisis, I was doing a talk in the Midwestern U.S. and had occasion to have lunch with an old friend of mine, a consultant. He told me that his business was terrible, and due to the financial crisis it had completely dried up on him. I asked him “where do you do business?” He said “domestically within the U.S.A.” And I said “that’s your problem. You need to go global.” He said “how do I do that?”

Does Your Global Leadership Team Have What It Takes?

As business becomes more global and uncertainty continues to roil markets, the tensions inherent in managing a multinational are unlikely to diminish. Having a clear sense of purpose, the right people, and the ability to change will be the hallmarks of a successful global team. This scorecard from Accenture will help you assess whether your top leadership team has the three attributes essential to its effectiveness.

New Report: Expanding Work-Life Perspectives in Asia

A new report form non-profit firm Catalyst Expanding Work-Life Perspectives: Talent Management in Asia examines how organizations in Asia can best implement work-life programs in the region by focusing on the experiences of 1,834 high-potential employees working in Asia for U.S.- or European-based multinational organizations. Represented countries include China, Hong Kong, India, Korea, Malaysia, Singapore, Taiwan, Philippines, and Thailand.

Expanding Work-Life Perspectives: Talent Management in India

A new report from non-profit firm Catalyst, Expanding Work-Life Perspectives: Talent Management in India, contributes to our knowledge of how organizations can best implement work-life programs within different cultural contexts. This India-specific profile draws from the larger sample to spotlight the experiences of 226 high-potential employees (27 percent women and 73 percent men) working in India for U.S.- or European-based multinational organizations.

Survey Finds that Majority of European Employers Cut Skills and Training Investment

Eighty-six (86) percent of European employers have cut or frozen spending on skills and training in the last 12 months despite a continued concern over skills shortages, according to new research by Accenture commissioned by the Federation of Enterprises in Belgium (FEB) for the European Business Summit 2012.

Tips in Facilitating Small Groups in Other Cultures

Trainers who work internationally must often facilitate small groups. While that can pose language difficulties, there can also be real cultural issues when it comes to facilitation itself. What are some tips in facilitating small groups cross-culturally?

Being Global

Being global is more than how (or where) you are showing up in the world - it’s a state of mind as well as the energetic presence conveyed by your body. It’s how you convey genuine openness and curiosity in intercultural interactions. It’s the interest in collaborating that you express with your eyes and gestures which creates a far greater impact than any words you could use. It’s also how you demonstrate respect and appreciation for differences with your tone of voice and minute facial expressions.

The Power of Collaboration Transform your Organization with Social Media

The Power of Collaboration: Transform your Organization with Social Media

Tips in Working with Translators

As cross-cultural training becomes more common, many trainers will face the need to work with translators. But not all translation is the same. What are some tips in working with translators?

What's new at ASTD 2012

There are a number of new additions at this year's conference and I've highlighted a few of my favorites below. I look forward to connecting with past attendees and meeting new contacts to expand my network and learn best practices from around the world.

Global Fresh

Global Fresh by Katherine Holt

Interview with Saudi Aramco

Interview with Huda Al-Ghoson, General Manager of Training & Development, Saudi Aramco

Welcome to Global HRD Community of Practice

Welcome message from Global HRD Community of Practice manager

Training for Multiple Cultures

In this Infoline, you will learn to use the Cultural Adaptation Process (CAP) model to adapt learning for other cultures.