Assessing Global Readiness: Is Your Organization Prepared?
Anita, a Shanghai-based hiring manager, is fixing a cup of tea as she contemplates her current request coming from company headquarters in Germany. The Shanghai plant recently developed and launched a new product to be sold globally. As Marketing needs to begin planning for an aggressive product launch, HQ is keen to ensure successful knowledge transfer from the Shanghai operations to Marketing, which is based in Germany. Therefore, HQ asked her to identify local Chinese talent to send on international assignment to Germany to support the successful knowledge transfer.
Anita connected with local senior management to identify key talent and came up with a short list of 5 individuals. After meeting with HQ, they asked for advice on how to best identify the individuals who will be most successful in the new roles in Germany, with specific emphasis on ensuring the individuals have a global mindset as they will have significant global interactions across multiple departments during the assignment. However, Anita struggles on where to even start.
The dilemma that Anita currently faces is common for global organizations today. Expatriate assignments play an increasingly critical role in the execution of international business strategies and the development of global leaders. Although it may appear that there is ripe talent to send on these international assignments, companies struggle with how to choose the right candidate to live and work in another culture. It is essential to choose the right candidates for living and working in another culture. The costs are great for failed assignments and early returns, both in terms of money and talent strategy. This requires global mobility departments to optimize their processes by using assessment processes that help determine a better fit for international assignments as well as create developmental plans that will engage and retain future global leaders.
According to Talent Mobility 2020: The next generation of international assignments, PwC, 2010, overseas assignments are likely to remain a foundation for career advancement for employees hungry for personal, skills development and advancement into top leadership roles. The future workforce is already with us and companies must decide now how they will recruit, manage, and develop these people, or face losing the war for talent and competitive edge. In order to compete, organizations must focus on how to leverage a human talent pool in a complex, dynamic global economy.
Aperian Global can support individuals like Anita through our Global Readiness Development AssessmentSM(GRDA) solution, which is a process that utilizes validated instruments and a behavioral interview to assess the readiness of an employee being considered for an international assignment. The GRDA solution will provide the client with a report which highlights strengths and areas of development for individual assignees.