“Right Quarterly” is published every quarter by Right Management, providing relevant perspectives on current challenges business leaders face in optimizing the performance of their workforce. We are pleased to share our latest edition of Right Quarterly on the important aspects that encompasses both talent management and career management: having a Global Mindset.
- 1. Right Quarterly THEFourth Quarter 2013Culture CollaborationAgilityVUCAGlobal Mindset
2. ManpowerGroup at a GlanceNearly 3,500 offices across 80 countries around the worldInterviewed 12 million people in 2012 and connected 4 million to meaningful workUSD 21 Billion revenue in 2012 with over 85% generated i h d outside the U.S.Over 30,000 employees l across brands Largest global vendorneutral MSP provider pOver 400,000 clients ranging from SMBs to Global F t Gl b l Fortune 100 companiesThe worlds largest IT professional resourcing f i l i firmNearly 70,000 people placed in permanent roles each yearGlobal leader in Recruitment Process OutsourcingThe worlds largest outplacement firm 3. EDITORIAL & FOREWORD02by Chaitali MukherjeeRESEARCH STUDY Leading across borders by Andy Lowe04Client Reference Story Driving cultural alignment by Priyanka Jaitly Babbar08POINT OF VIEW ARTICLE A perspective on global mindset in Japan by Hiroyuki Izutsu12 A glocal country manager: a must for a global organization by Ronnie Tan and Ric Roi16Copy Editor Tuhina PandaLayout & Design Editor Ritesh Hellan For a copy of The Right Quarterly, write to us at firstname.lastname@example.orgGLOBAL MINDSET1 4. Editorial & Foreword by Chaitali Mukherjee Country Manager - Right Management IndiaWith 2013 having come to a close, the time to reflect is upon us. We look back at the year gone by and want to know if the journey was worth it. Weve achieved success across many initiatives, learnt new things, made mistakes and helped others in their time of need. But the biggest reflection which we all hope to have is whether any of our actions helped build our own capabilities and have pushed the organizations business ahead. Did we break new boundaries? Did we challenge our fears? Did we set new benchmarks vis--vis the goals we had set at the start of the year? We also have the opportunity to define a new plan for the next year which will help us take the business to a level higher. A clear objective of many companies continues to be becoming more global in their outlook and approach, irrespective of being a player in the domestic market or one with operations in multiple countries. Even in todays flat world very few companies can say that they are truly global. In our earlier edition of the Right Quarterly, we spoke about Talent Assessment with a clear focus on exploring how this space has been redefined is the past few years. For our last edition of 2013, we wanted to talk about an important aspect that encompasses both talent management and career management: having a Global Mindset. A Global Mindset could be defined as having agility of mind to learn/adapt to diverse cultures and markets, and use that understanding to enable collaboration and bring about synergy across teams, organizations, businesses and cultures. Over the past decade or more, building a pipeline of global leaders has become a priority for most organizations. Even after expanding their operations across multiple 2THE RIGHT QUARTERLYcountries, a key issue that remains is bringing about cultural alignment. We start this edition with an article on Leading across borders, which talks about how leadership practices differ across countries and what is the typical approach to building cross-national teams. But how can one manage multicultural, multi-national, diverse teams unless you are an expert in the practices of each of those regions? Through a recent interview with David Ringwood (VP Client Development) from Management Research Group, our strategic partners, we have the opportunity to share with you key highlights from their research on leadership and management practices of 96,000 leaders in 26 countries, 8000 organizations, and 30 industries over a 10 year period. We hope this gives you some interesting insights into how to build a global organization and what to focus on when cultivating a global mindset in your employees. The second article on Driving cultural alignment is a client reference story from a recently concluded project in India on bringing about an alignment of culture and global work practices. The client is in the process of an organization transformation exercise, where the global organization has recently acquired an Indian business. The first objective in ensuring the alignment was to familiarize and align the Indian leadership team with the work practices of the larger company. The Right Management India team delivered a robust solution, starting off with a diagnostic to identify the working style gaps that existed. The engagement was designed to help bridge these gaps by providing clarity of expectation 5. for the Indian leadership team, with a detailed plan on how they can work on their individual styles as well.between the local and global work practices, and also build the teams capabilities to allow them to pursue possible global opportunities.But what does it take to build a global mindset for an entire country? How can organizations be global if the home countrys culture and policies dont support the same? A perspective on global mindset in Japan is a very insightful and thought provoking piece on how Japans increasingly ageing working population is becoming more and more misaligned with global work practices. Though the cultural alignment within Japan is very strong, to allow its people and businesses to reach higher benchmarks it will need to encourage its younger workforce to be more aware of global practices, gain experience through global opportunities and apply their learning to businesses in the home country.With boundaries based on language and culture slowly disappearing across the world, it is even more important for leaders across nations to talk with a more aligned mindset. Developing capabilities which can allow your employees to understand business, markets, products and services more universally can not only allow them to feel engaged, but also deliver more business impact. It should be the objective of every business to grow not just across different markets, but also make an impact at the regional level by contributing to the local economies. This can only be achieved by cultivating a global mindset in our future leaders, no matter which region, industry or function they are in!If you want your organization to adopt a more global approach and be aligned across different regions, it is for certain that the right leadership is needed to guide the way forward. In our final article A glocal country manager: a must for any global organization we explore the traits of a country manager, and the various aspects one must look at when hiring one. Where do you start? Should you promote someone internally? Hire an expat with global experience? Or just get a good business leader who can stabilize the business quickly once the previous leader has left? Can a leader from another region be considered? The options may be many, but the outcome has to be the same finding a leader who can grow the domestic market, ensure that the region is visible at the global level, bring alignmentStepping into 2014, we wish you a very happy and prosperous new year! It is never too late to make the whole world your stage. - Chaitali MukherjeeGLOBAL MINDSET3 6. Research StudyLeading across borders Does Leadership Differ Significantly by Country? As the global leader in talent and career management workforce solutions, we know only too well that the world of work is experiencing unprecedented levels of change. For one, technology is connecting people in a way unimagined even 10 years ago. This gives organizations the opportunity to unleash talent, innovation and team work like never before. But how does one lead across this geographically dispersed, multinational, multi-generational, multi-cultural world of ours? As part of ManpowerGroup we operate in 88 countries and we have a clear point-of-view that developing leaders to lead across borders and cultures is critical for many organizations. But what does it take to manage multicultural, multi-national, diverse teams? I put a similar question to our strategic partners at Management Research Group David Ringwood (VP Client Development) shared some fascinating research they conducted recently comparing the leadership practices of 96,000 leaders in 26 countries. David summarises their research for us. We found common leadership practices do vary substantially by country. In particular, leaders and managers differed significantly in their approach to problem solving, initiating action, managing change, and building teams. Understanding these differences is an important component in successful leadership across geographic boundariesThe Research Understanding how individuals in other cultures approach the task of leadership and management is a key first step in building mutually effective and satisfying 4THE RIGHT QUARTERLYinteractions throughout the organization. This is especially important for leaders given the task of building effective crossnational teams. Even in cases in which the team exists entirely within one country, the increase of labour migration makes it likely that there will still be individuals from more than one culture in the mix. Right Management has a strategic partnership with Management Research Group (MRG) whos mission is to provide their partners with assessment tools that can be used for leadership and organizational development across the globe. In this recent investigation of country differences in leadership, MRG studied the leadership and management practices of 96,000 leaders in 26 countries, 8000 organizations, and 30 industries over a 10 year period. The data is draw from the Leadership Effectiveness Analysis (LEA), a broadly descriptive assessment describing those fundamental management and leadership practices and behaviours most commonly found in a wide range of organsiation settings and cultures. Specifically, the LEA measures twenty-two leaders