Being nonprofit is a tax status, not a business model. Mission-driven international nonprofit organizations working globally face a wide variety of intense HR and business challenges, including those listed below. Hear how a matrixed global nonprofit manages its operations with 3,900 employees working in 40 countries.
- Growth and contraction.
- Multiple levels of compliance.
- Stakeholder and funder relationships.
- Worldwide security and duty of care.
- Organizational culture.
- Recruitment and talent management.
- Learning and staff development.
Employing managers from different countries of origin in global organizations does not usually create problems, since most are used to functioning within similar management processes. In times of significant business pressure, however, managers feel elevated levels of stress, and their country of origin suddenly becomes a significant factor. Find out how to address the impact of business pressure on interpersonal dynamics within multicultural management teams, including suggestions for organizational development approaches to handle them effectively.
- Understand the complexity of cross-cultural management teams in global organizations.
- Assess the level of personal stress that is associated with significant business challenges in global organizations, and its impact on the behavior of managers from different countries of origin.
- Examine an organizational development approach for effectively handling cross-cultural dynamics in international management teams.
An employer's duty of care to its employees in the U.S. and overseas goes beyond the usual health benefits and 401(k) plan. Even when U.S.-based employees travel overseas, the company has a heightened duty of care to ensure their safety, especially if they are being sent to areas of the world currently experiencing political unrest or instability. Identify and understand the basic obligations of the company and best practices for ensuring employee comfort and safety.
- The most common risks to U.S. employees living or traveling overseas.
- How HR can minimize those risks.
- How to respond in the event of a crisis.
Companies often use such criteria as job knowledge, quality of output, and ability to meet deadlines in performance appraisals, but these subjective criteria cannot be measured. Worse, employees cannot see the connection of these criteria to organizational objectives. The experiences of companies in Singapore, however, demonstrate how KPIs can be connected to business goals. Further, KPIs can be developed using the S.M.A.R.T. (Specific, Measurable, Achievable, Relevant, Time-Oriented) principle, and employees' KPIs can be evaluated objectively during performance management.
- Connect KPIs business goals and organizational needs.
- Develop KPIs using the S.M.A.R.T. principle.
- Evaluate outcome-based KPIs in performance management.
It is easy to presume that when we are all speaking the same language, communication happens naturally. Yet in today's multicultural workplace, many factors (such as cultural presumptions, accents, unconscious bias, perceived tone and speech delivery) can prevent messages from being received as intended when native and non-native English speakers interact. Both groups use English differently without realizing it; this leads to their sense that communication has occurred, but as George Bernard Shaw said, “The greatest problem in communication is the illusion that it has been accomplished.” This session is designed to raise awareness of these communication challenges and provide strategies to HR professionals so they may act as facilitators and change agents, ensuring effective, inclusive communication at all levels of the organization and across multiple cultures simultaneously.
- Understand how the use of English in the workplace can lead to misuse, misinterpretation and presumption of intended meanings.
- Apply a model to strengthen and improve communication effectiveness and ameliorate communication gaps—internally/externally, at individual/team/organizational levels, and across multiple cultures.
- Learn pragmatic ways to leverage workforce diversity through improved relationships and inclusiveness.
- Accelerate team creativity by using a culturally-neutral facilitating approach to enable change and lead to improved results.
Sixty different types of employee recognition programs were in play across General Motors’ workforce of 176,000 employees on six continents; new programs were being developed haphazardly, rendering them ineffective. Learn how the company partnered with Achievers to design and deliver a comprehensive, consolidated recognition program. The outcome was a consistent global experience that improved employee engagement and retention, positively influenced the work environment, and accelerated cultural change across regional offices.
- Create and manage a single, cohesive employee recognition program, localized for a global organization.
- Integrate employee recognition programs into a culture driven by company values and strategy.
- Gain insight into how technology adoption, combined with monetary and non-monetary elements, improves employee engagement and drives results.
- Develop strategies, best practices and tips for empowering recognition across an organization, aligning company with employee values to drive desired behaviors and business outcomes.
- Before implementing your recognition program, learn the three crucial required elements: creating a compelling business case, securing executive buy-in, and setting clear and measurable objectives.
HR has already become global. To make real connections with people within your own state or country and across international borders, gain a deeper understanding of social media. Connecting and learning from others will activate your professional development, help you design the career you want, and become a more effective business partner.
- Understand how to use social media to activate your own career path.
- Evaluate the effectiveness of social media for navigating HR operations across different countries.
- Which advice to take and which to ignore when you’re considering the use of social media in a global HR context.
New demands are driving the need to "rewrite the rules" in the workplace. The rise of technology breakthroughs has only accelerated the progression. Using a unique word café approach, you are invited to explore the latest thinking and global HR trends that are driving innovation, disrupting current practices and improving organizational success. Artificial intelligence and augmented reality are just examples of innovations that will significantly disrupt our way of life both at work and at home. What is the role of HR professionals facing these trends? As the stewards of culture, HR can play an active role in shaping the organizations of the future and embrace the workplace impacts of technology. Now is the time to help shape the future and play a significant role for next 10 years.
- Join a unique “world café” session, learning, identifying, sharing and listening how HR should position themselves to address the global trends.
- How you can build bridges between knowledge gaps and the new technological workplace.
- How you can speed up organizational transformation, while stimulating disruptive actions.
- How you can help your leaders and organization adapt to technology and help your employees adapt to new models of work and careers.
- Actively participate by sharing stories, patterns, themes on global HR trends.
TELUS International is a global company based in Canada with over 32,000 employees and 11 locations in delivery centers across North and Central America, Europe and Asia, serving clients in over 40 languages. The El Salvador location has 3000+ team members with one of the highest employee engagement scores and lowest turnover rates, globally. During this session we will share best practices that have allowed TELUS to be successful in creating a “different” type of company, which focuses on team members and in return obtains great results in productivity. Tools that you can use to develop your organizational culture, improve your team member engagement results, and retain your top talent will be shared.
- Caring culture: Explain how our caring culture actively influences the fulfillment of efficient results through a robust fair process, in which meeting the needs and opinions of our employees is our priority that has made us the best option as employer in the market.
- Communication channels: Demonstrate how we transmit our values and philosophy through the new technologies and most used communication channels sending a customized message to cover all generation gaps.
- Retention strategies: Share best practices on how we use critical thinking and innovative strategies to retain our talent in a constantly changing Industry.
- Engagement strategies: Share our strategy to generate engagement in our team members through different activities that allow them to feel they are the most important and essential part of our family.
With globalization, corporations are expanding to tap into new markets, profiting from higher efficiencies due to lower production costs, and diversifying their activities. As a result, they require new workforces in different countries. The richness of diversity in multicultural teams comes with the challenges of managing them. For these teams to succeed, it is important to understand the underlying cultural causes of possible conflict (which can include language barriers, cultural communication gaps, power relationships, decision-making styles and more). The presenter analyzes two business cases featuring companies that have successfully buildt effective, highly integrated multicultural workforces. Global organizations that create mutually supportive groups with a diversity of perspectives and backgrounds gain a perpetually self-renovating resource: human potential at its best.
- Develop your cultural awareness and acquire specific tools to measure and develop your teams’ cultural competencies.
- Design effective multicultural teams and know how to assess their performance.
- Understand and apply cultural intelligence methods to increase your organization's capabilities for attaining global business goals.
Design and implement a global strategy to address trade secret issues and understand the compelling need to protect key company information globally. Review and discuss such topics as the viability of “global” noncompete restrictions; nonsolicit requirements; alternatives to traditional employment-related agreements for protecting business interests (including “claw back” provisions, bonus restrictions, restricted equity and phantom equity); and related trends concerning a global workforce (including employment process, benefits, compensation, taxation, data privacy, severance and more). Specific examples from China, India, Brazil, the United Kingdom, Germany, Australia, Mexico and other jurisdictions are highlighted throughout the program.
- Recognize new alternatives for protecting business information and trade secrets.
- Develop new strategies for enhancing the scope and ability to implement and manage an effective trade secrets protection program on a worldwide basis.
- Recognize the legal, cultural and relationship challenges to the enforcement of agreements related to trade secrets.
- Understand how the various and very different rules among jurisdictions can be managed with respect to business decisions.
- Appreciate the legal and cultural limitations to restrictions on employment.
- Hone the skills to inform and advise fellow senior leadership, and to influence the management of new hires and departures at the senior level to ensure the retention of critical business information.
The Jhpiego Leadership Development Program focuses on 13 managerial and interpersonal competencies that effective global leaders need. Elements of the global cohort-based program include pairing mentors in a mix of supply-side assessments and training with demand-side learner self-directed activities. The initiative was launched to develop future leaders and enhance our worldwide talent management strategy in an organization with 3,900 employees in 40 countries, and it is based on a “low-dose/high-frequency” philosophy adapted from clinical training and capacity efforts, as well as a content curation model.
- The key elements of a content curation model for learning.
- The do's and don'ts of launching a new global leadership development effort, and then maintaining an existing program.
- Tips for keeping a program fresh for learners, mentors and program administrators.
Our economy is global, which means growing companies are pushing to expand into new markets. Your sales, marketing and operations departments are ready, but is your HR team prepared to support new global growth? That includes navigating the legal and financial challenges that come with hiring and managing international employees. Do you know where the worst dangers and best opportunities lie? This session will walk you through ten of the biggest mistakes HR teams make when they go global, along with best practices and common obstacles to consider.
- How—or whether—to establish an international subsidiary.
- The challenges of creating equitable cross-border benefits.
- Avoiding the trap of hiring independent contractors overseas.
- Managing and exiting employees without breaking the law.
- Factors to consider when deciding your global expansion plans.
- The steps for creating your workforce management plan.
- Considerations in hiring your global team, including local labor laws, payroll and benefits.
There are numerous justifications for the worldwide shift, since the late 20th century, toward professional qualifications (PQs): the practical knowledge offered by these programs, their global character, the fact that they certify one’s competency and employability through continuing professional development, and the continuous renewal of their syllabi in response to the needs of organizations and professions, which must be practical, adapt quickly to change, and update constantly. In an era of academic inflation, the university degree does not necessarily provide differentiation. Do PQs differentiate professionals and provide a competitive advantage to the organizations that embrace them? It is important to have a way to guarantee competence, professionalism and employability. Associations seem to be taking the lead when it comes to employee requirements, advancement and mobility. This session looks at cases and examples from the U.S., Europe, the Middle East and Asia to evaluate the trend within the context of change, talent development and management.
- Discover the value of professional designations and how to best assess them for different career paths.
- Apply policies within your organization to embed international designations as options for development and for raising employability levels.
- Evaluate and discover trends and practices outside the U.S., useful for multinational firms operating abroad that seek a standardized approach to career management and development.
- Examine such issues as hyper-specialization, continuing professional development, the corporate academy, employability and motivation.
- Are you certified and up to date in your area of expertise? Does your organization have a policy in support of certification training?
HR practitioners from multinational corporations that are currently operating in or planning to establish a presence in Southeast Asia will find this session most relevant. Gain insights into the emerging human capital trends in the region and learn why HR is so different there. The presenters will share case studies to demonstrate talent management practices that have been proven to be effective in the region, as well as practical HR tips useful for foreign companies new to Southeast Asia.
- Understand emerging HR trends in Southeast Asia.
- Appreciate the human capital challenges facing organizations in the region.
- Apply lessons learned to enhance the effectiveness of your talent management practices in this part of the world.
- How to track the changing global legal landscape as it pertains to employee data privacy.
- Understand the ramifications of noncompliance with global labor laws.
- Stay in bounds ethically, not just legally.
This is a comprehensive overview of the various components necessary to achieve a compliant and successful expatriate assignment. The session addresses special issues related to U.S.-based employers sending employees abroad ,and/or accepting inbound employees from abroad, for assignments of one year or more. Topics covered include social security and tax equalization, housing and relocation, employee benefits and compensation, contractual obligations, application of local laws, and overall best practices for handling globally mobile employees—all presented with practical examples.
- Understand the essential components for successful management of globally mobile employees.
- Have a basic foundation in best practices for managing and implementing expatriate assignment agreements.
- Understand the key issues related to tax equalization and social security agreements in connection with expatriate assignments.
- Understand employer obligations with respect to the health and safety of internationally assigned employees.