FINDINGS FROM THE WINTER 2019 GLOBAL SURVEY: The … · FINDINGS FROM THE WINTER 2019 GLOBAL...
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FINDINGS FROM THE WINTER 2019 GLOBAL SURVEY: The Impact of Inclusion or Exclusion on Distributed Global Teams In our newly published survey of employees worldwide, Globalization Partners found that workers on global teams are both highly engaged and optimistic about the future. Our research shows mostly good news for global employers, but also reveals some of the deeper fissures and cultural challenges facing global teams. Here is a brief overview of our findings. Global employees in subsidiaries or working from home are less likely to feel connected, listened to, or engaged. We found that the further removed from headquarters an employee is, the less likely they are to feel connected to the organization. 78% feel connected working from headquarters 65% feel connected working from a subsidiary 66% feel connected working from home A company’s equitable resolution of issues will impact voluntary turnover 2.5x more than engagement. Overall, employees typically self-report high levels of engagement, but employees who feel their organizations are not equitably addressing issues are 51% more likely to have turnover intentions in 2019. 15% yes, definitely 24% no, definitely not 38% it’s unlikely 22% it’s likely 37% of global employees will be looking for a new job in 2019. People who feel disconnected from their global organization are less optimistic about the future of their companies. While overall, optimism is high for global companies, feelings of exclusion significantly erode that excitement. Companies that struggle to align with local culture are more likely to experience turnover in 2019. Employees who report their companies are not able to align with and be sensitive to local culture and regulations are more likely to have turnover intentions in 2019. 36% say their company struggles to align 33% say their company does not struggle to align 32% say their company struggles to align sometimes 87% are optimistic 13% are not optimistic People who connect daily with global team members feel more connected, engaged and involved than those who don’t. Frequency of contact with global co-workers is a critical correlative factor in a global employee’s feelings of connectedness and engagement—whether they are located in headquarters or elsewhere. 26.42% work with team members located in other countries weekly or monthly 21.51% work with team members located in other countries quarterly or annually 46.07% work with team members located in other countries every day 46% of global workers interact with team members in another country on a daily basis 72% of people like working on global teams — but they like them even more when they feel listened to and treated fairly. Overall, 96% of employees like working for a global organization at least some of the time, but they are 15% more likely to dislike working for companies they do not trust. 37% 33% 31% 24% 21% 21% 7% 4% DIFFICULTY SOURCING CANDIDATES PERSONNEL + MANAGEMENT ISSUES HIRING AND ONBOARDING PAYROLL OR WITHHOLDING DIFFICULT TERMINATIONS BENEFITS ISSUES LEGAL ACTIONS OTHER 37% of employees say their companies are having trouble finding good candidates, and 30% say their companies outsource recruiting. Payroll is the function most global employers are outsourcing, according to employees, with recruitment and HR in a close tie for second. More than a third of employees indicated they experienced difficulty on their team with finding good candidates, followed by personnel and management issues. 72% of people like working on global teams Communications logistics pose the biggest challenges for global teams. Diverse perspectives top the list of benefits. Top challenges for teams are around communications, including language and time zone issues as well as cultural translation. Global employees are enthusiastic about the benefits of global teams, with nearly 50% citing diversity as a strength. For recommendations, download your free copy of the full report.
Transcript of FINDINGS FROM THE WINTER 2019 GLOBAL SURVEY: The … · FINDINGS FROM THE WINTER 2019 GLOBAL...
FINDINGS FROM THE WINTER 2019 GLOBAL SURVEY:The Impact of Inclusion or Exclusion on Distributed Global Teams
In our newly published survey of employees worldwide, Globalization Partners found thatworkers on global teams are both highly engaged and optimistic about the future. Our researchshows mostly good news for global employers, but also reveals some of the deeper fissuresand cultural challenges facing global teams. Here is a brief overview of our findings.
Global employees in subsidiaries or working fromhome are less likely to feel connected, listened to,or engaged. We found that the further removed fromheadquarters an employee is, the less likely they are to feel connected to the organization.
78%feel connectedworking fromheadquarters
65%feel connectedworking froma subsidiary
66%feel connectedworking from
home
A company’s equitable resolution of issues will impact voluntary turnover 2.5x more than engagement. Overall, employees typically self-report high levels of engagement, but employees who feel their organizations are not equitably addressing issues are 51% more likely to have turnover intentions in 2019.
15%yes, definitely
24%no, definitely not
38%it’s unlikely
22%it’s likely
37% of global employees will be looking for a new job in 2019.
People who feel disconnected from theirglobal organization are less optimistic aboutthe future of their companies. While overall,optimism is high for global companies, feelingsof exclusion significantly erode that excitement.
Companies that struggle to align with localculture are more likely to experience turnoverin 2019. Employees who report their companiesare not able to align with and be sensitive tolocal culture and regulations are more likely tohave turnover intentions in 2019.
36%say their companystruggles to align
33%say their companydoes not struggle
to align
32%say their companystruggles to align
sometimes
87%are optimistic
13%are not optimistic
People who connect daily with global team members feel more connected, engagedand involved than those who don’t. Frequencyof contact with global co-workers is a criticalcorrelative factor in a global employee’s feelingsof connectedness and engagement—whetherthey are located in headquarters or elsewhere.
26.42%work with team memberslocated in other countries
weekly or monthly
21.51%work with team memberslocated in other countries
quarterly or annually
46.07%work with team memberslocated in other countries
every day46% of global workers interact with team members in another country on a daily basis
72% of people like working on global teams — but they like them even more when they feel listened to and treated fairly. Overall, 96% of employees like working for a global organization at least some of the time, but they are 15% more likely to dislike working for companies they do not trust.
37%
33%
31%
24%
21%
21%
7%
4%
DIFFICULTY SOURCING CANDIDATES
PERSONNEL + MANAGEMENT ISSUES
HIRING AND ONBOARDING
PAYROLL OR WITHHOLDING
DIFFICULT TERMINATIONS
BENEFITS ISSUES
LEGAL ACTIONS
OTHER
37% of employees say their companies are having trouble finding good candidates, and 30% say their companies outsource recruiting. Payroll is the function most global employers are outsourcing, according toemployees, with recruitment and HR in a close tie for second. More than a third of employees indicated they experienced difficulty on their team with finding good candidates, followed by personnel and management issues.
72% of people like working on global teams
Communications logistics pose the biggest challenges for global teams. Diverse perspectives top the list of benefits. Top challenges for teams are around communications, including language and time zone issues as well as cultural translation.Global employees are enthusiastic about the benefits of global teams, with nearly 50% citing diversity as a strength.
For recommendations, download your free copy of the full report.
