[Global HR Forum 2014] How to Recruit and Manage Key Human Resources

© 2014 Korn Ferry. ALL RIGHTS RESERVED.

Globalisation: Today & Tomorrow

Developing Global Talent; Locally at the Source

Global HR Forum

Seoul, Korea

6 November 2014

© 2014 Korn Ferry. ALL RIGHTS RESERVED. 1

- Changing Face of Globalisation

- Challenging Talent Picture in Asia

- Building Cultural Agility Agenda


Changing Face of Globalisation


Your Global Business Strategy in Today’s VUCA World

What does it take to compete in this environment?

Growth in New

and Emerging

Markets

Innovation Mergers &

Acquisitions Customer Loyalty Restructuring

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&uact=8&docid=hMYWYoiqApQZmM&tbnid=YMKMlRCx7FMRtM:&ved=0CAUQjRw&url=http://www.supercfo.com/blog/restructuring-operations.html&ei=ttHXU82YG4qyyATGpYJI&bvm=bv.71778758,d.aWw&psig=AFQjCNFO1g6Bu6GxQSptyHqJ-de517aZ8A&ust=1406738481477881

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&uact=8&docid=8-YhY3zobYHC7M&tbnid=glELpoFCw13K6M:&ved=0CAUQjRw&url=http://www.theintegratedretailer.com/news/917/supermarkets-lead-the-way-when-it-comes-to-rewarding-customer-loyalty/&ei=uMrXU_uNFtWeyATeuIGoDA&bvm=bv.71778758,d.aWw&psig=AFQjCNHaasMWLiXFB9MkR6damd1CEoQ_Mw&ust=1406737354447195


Right Culture Right Talent

Business Strategy

Talent Strategy

Values

Norms

Vision Practices

Right Strategies

Business success depends on alignment between your strategies, culture, and talent

How will you create a culture that attracts, develops, engages, and

retains the right talent who will execute these strategies?

Talent

Alignment Drives:

Engagement – Performance – Competitiveness – Results


Case Study

Global Retailer

JVs with Indian Mobile Phone Retailer

Integrates Shared Services

Develops Plan for Stores/Formats

Establishes Retail Academy

Store Openings are Delayed

Builds “Third Culture”

Innovates a New Country Model

Leverages Talent Globally/Locally

Closes Gap in SVA for Both Co’s.

Cross-Cultural Fluency


Challenging Talent Picture in Asia

Fall 2014



get. Attract and hire top talent that

understands and can serve existing

and emerging customer markets

keep. Ensure work environment and

experiences that fully engage and retain

high value employees

leverage.

Maximize performance of all employees

and teams locally, regionally and

worldwide

THE TALENT TO DRIVE IT

Attract / acquire customers with

more solutions and products

Increase relevance and provide best in

class service to retain customers

Develop and lengthen customer

relationships with more solutions and

more innovation

YOUR MARKET GROWTH

grow.

Cultivate and utilize strong, multiple

relationships to ensure long-term

customer loyalty

Cultivate and utilize different

backgrounds, perspectives, thinking

styles, etc. to drive problem solving

and innovation



Developing Global Leaders

Education

Exposure

8

Experience



C-Suite

Current State Future-/Required State

Autocratic/Directive Top-Down Decision-Making

Revered Leader

Inspirational Leadership Provide Vision & Direction

Enable Senior Leadership Team

Senior Team Implementing the Decision

Leading Teams with Authority Earned Status

Lead by Example Operate in Collective Environment

Develop Strong Middle Management

Leadership/ Hi-Potentials

Culture of Fear; Risk-Averse Learn by Doing

Creativity/Innovation Blocked

Form Diverse Teams Create Inclusive Climate

Leverage CulturalDexterity™

Vital Many Follow Instructions Afraid to Make a Mistake

Do their Job

Take Risks/Be Creative Drive Innovation

Out-perform Competition


Global Fluency: Requires New Levels of Maturity & Agility

maturity The individual leader’s ability to operate effectively at the appropriate level of complexity, ambiguity and scale and bring order, meaning, and composure to the business

agility

The individual leader’s ability to operate effectively in a global, cross-cultural context, where speed and

volatility are the norm, and transformation is required to drive innovation, change and results for the business


What mix of agility do you need in your enterprise, given your

business strategies?


Korn Ferry Four Dimensions of

Leadership and Talent


Building Cultural Agility


Each of us is Unique within our “Culture”

Thinking Learning Interpersonal Communication

Introvert Extravert IQ EQ

Cognitive: How we think and process information

Physical: Who we are and what others think they see

Age Gender Gender Identity Race

Physical Abilities Sexual Orientation Mental Abilities Appearance

Beliefs Practices Convictions Attitudes

Personality Religion Spirituality Culture

Values: What we believe and feel

Economic Political Social Language

Origin Education Geographical Social Class

Societal: How we connect and relate to society

Occupation Work experience Department/Division Industry

Role/Function Tenure Affiliation Status/Level

Occupational: How we work and what we do

Family status Parental Marital Recreation

Personal Behavior Habits Generation Partner

Relational: How we relate and rejuvenate


Developing Cultural Agility

Cultural Agility requires the melding of three key abilities or intelligences.

CA

BIQ Business

Intelligence Quotient

EIQ Emotional Intelligence

Quotient

CIQ Cultural

Intelligence Quotient


Independent

• Take individual initiative

• Prefer quick decision-making

• Openly express opinions or disagreement

• Speak openly about personal achievements

Interdependent

• Collaborate well with others

• Prefer group decision-making processes

• Express disagreement or opinions cautiously

• Have an appreciation for protocol

Egalitarianism

• Be comportable challenging the views of superiors

• Treat everyone pretty much the same

• Be relatively flexible regarding roles

Status

• Prefer not to challenge those above them

• Have a formal interaction style with more junior staff

• Adapt their behavior depending on relative status

Risk

• Prefer rapid decision-making and quick results

• Place great importance on flexibility and initiative

• Value speed over thoroughness

Restraint

• Spend significant time on background research

• Establish proper procedures before starting a project

• Value thoroughness over speed

Understanding Cultural Dimensions


Direct

• Come to the point quickly

• Be forthright in asking questions

• Feel comfortable disagreeing with others and giving them feedback

Indirect

• Spend time explaining the context before getting to the point

• Avoid giving feedback publicly

• Express disagreement in subtle ways

Task

• Move quickly to business topics in conversations

• Value reaching goals and objectives on schedule

• Express disagreement or criticism fairly directly

Relationship

• Take the time required to build trust

• View time building relationships as key to achieving good results

• Express disagreement or criticism indirectly

Understanding Cultural Dimensions


Cultural Mapping: The Role of Country Culture


Building a PMI Culture

PC+

Culture

IBM/

Motorola Lenovo

Third Culture: Case Example


Examples of Team Systems:

Communication Styles/Systems

Decision-making Process

Meeting Management

Role Clarity/Responsibility

Mapping to Task List

Time Zone Sensitivity

Conference Call Protocol

Building Familiarity, Comfort & Trust ® (FCT)

Email Norms

Human Operating Systems


Case Study

Global Manufacturer of Glass/Ceramics (France)

Built 100,000 SqM Plant in S. France

Took 1.5 years to be fully operational

Strategic Entry into China

Expectations set at 2.5 years

Took 4 years to complete plant

Missed cycle times; large cost overruns

Same exact plant, size, materials, plans, leaders

Delays attributed to Cultural Differences

Sales and Opportunity Costs over €50m

Cultural Tension


Thank You

[Global HR Forum 2014] How to Recruit and Manage Key Human Resources

Recruiting & HR

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