Global Leadership: Human Resources (HR) Management Across Borders

Lucie Neely

DVP Human Resources

ADP National Accounts/GlobalView

Talent Practices in Cross Border Leadership

ADP Overview

Who is ADP?

One of the world’s largest providers of business outsourcing solutions

Human Resources

Payroll Solutions

Benefits

Vehicle Dealer Services

Retirement Services

Taxes

© Copyright 2011 ADP, Inc. Proprietary and Confidential Information.3

“In the business of your success.”

Global Provider

600,000 clients

– Includes 400,000 small businesses

– Includes 25,000 auto dealerships

– Over 80 percent of Fortune® 500 companies

– Over 90 percent of Fortune® 100 companies

Operates in more than 125 countries

Associates in 40 countries

© Copyright 2011 ADP, Inc. Proprietary and Confidential Information.4

Employer ServicesHelps organizations in every facet

of the employment cycle.

Dealer ServicesProvides fully integrated

technology services & solutions

to automotive dealerships &

vehicle manufacturers.

How Are We Organized?

© Copyright 2011 ADP, Inc. Proprietary and Confidential Information.5

Employer Services $8.3 Billion in revenue

Dealer Services$1.5 Billion

Recognition

© Copyright 2012 ADP, Inc. The ADP logo and ADP are registered trademarks of ADP, Inc.  All other marks are the property of their respective owners. 

2012 - Rank #7

2012 - Rank #68

6

Cross Border Talent Practices

Few Great Global LeadersBut how to improve performance?

9% of leaders

Great Global

Leaders - 18% of leaders

33% of leaders

40% of leaders

Not meeting goals

Not meeting goals

Meeting goals

Source: CLC – “The Great Global Leader”, October 2011

Objectives for Current Performance

Meeting Goals

Ob

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ives

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Key Considerations for Global Leadership

• “Crucible” Assignments

Place leaders in challenging or

unfamiliar situations and fast moving

environments

Fundamental to developing great

global leaders

• Cultural Assimilation

80% of CEO’s and HR Professionals

rated Cultural Assimilation as the greatest

challenge facing leaders outside of their

home country

Successful International “Crucible” Assignments

Design• Change the context by

limiting the value of the past experiences

• Change the context by changing the location of a role or key stakeholders

• Change the scope by expanding the leader’s span of control

Timing• Avoid assignments when

leaders are least likely to be mobile

• Limit the number of international crucible assignments

• Design the first international crucible assignments to last between 18 and 36 months

• Design subsequent assignment to last no more than 12 months

Support• Limit derailment by

connecting the role to the leader’s past and future career choices

• Enable the global leader’s success by providing networking support in seat

Source: CLC – “International Crucible Assignment”, May 2012

Cultural Assimilation to Crucible Experiences –Six Essential Competencies

Adapting SociallyDemonstrating Creativity

Even DispositionRespecting Beliefs

Instilling TrustNavigating Ambiguity

Source: Right Management/Tucker International “Leading Across Cultures in the Human Age”

Thoughts on “Fit”

• Pre-Assignment

• Self Assessment

• Potential Ex-Pat

• Spouse/Significant Other

• Coaching Debrief for Both

Determines whether a global

assignment is right for the associate

and family

Self-selection into or out of a

candidate pool of employees

Additional Thoughts on Fit

• Prior to Move

• Intercultural Development

Inventory

• Cultural Training

• Prepare executives to work

effectively with multi-cultural

groups

• Cross-Cultural Training for

Associate and Family

Additional Thoughts on Fit

• Post Move

• Coach

• Begin early planning/one step

ahead for the return

Cultural Coach for Associate

1) Develop Strategies

2) Discuss the application of the

Strategies

Q&A