Change Management Principles and the Impact on the Management of Global Human Capital

· Strong communication skills

· Technical strength

· Ability to work independently

· Team orientation

· Participative or transformational leadership style

Multiple methods are used for the recruitment of key international talent by successful multinational organizations. Internal recruitment is the most common and widely used. External recruitment may involve more complicated procedures to competitively gain talent from other organizations or suppliers. Additional strategies include the use of headhunters, Internet recruitment, and international graduate programs. (Scullion & Collings, 2006).

References

Abe, H., & Wiseman, R. L. (1983). A cross-cultural confirmation of the dimensions of intercultural effectiveness. International Journal of International Relations, 7(1), 53–67.

Scullion, H., & Collings, D. G. (2006). Global staffing. New York, NY: Routledge.

Need for Cultural Sensitivity Training

There is a particular need for expatriates to assimilate into the culture of the international community within which they will work. If they are unable to integrate into the culture successfully, research has indicated that there is a high risk of failure. (Scullion and Collings, 2006). Therefore, it is critical that cultural sensitivity training be used as an intervention early in the process or prior to the expatriate moving into the international position. Bennett, Aston, and Colquhoun (2000) highlight the importance of this strategy:

Predeparture training allows the employee and family members to enter the assignment already equipped with realistic expectations; a basic understanding of the destination, culture, country and city; practical information related to living in the area; work-related insights that can be applied on arrival; a grasp of the culture shock process and how to manage it; less anxiety about the ‘unknown’; and generally greater confidence about their being successful.

Cultural sensitivity is truly about understanding the value of diversity. It is about acknowledging your own biases and effectively dealing with them. It is also about critically evaluating your assumptions about others who may be radically different than you are.

The development of a cross-cultural team begins with training programs that establish the foundation required to ensure the success of this specific type of team. From the perspective of a multinational organization, cross-cultural teams are critical to ensure high levels of collaboration and performance. There are two approaches commonly used to develop cross-cultural teams; that is, the cognitive approach and the experiential approach. (Scullion & Collings, 2006)

The Cognitive Approach

The cognitive approach to training focuses on assessing an individual’s knowledge of the cultural backgrounds of the participants. The objective is to build a higher level of understanding and insights into various cultures. It is also a process that encourages the participants to openly discuss cultural variances and gain feedback in a safe and structured setting. The use of a mentor may also be used in this approach to ensure the accurate transfer of information about the cultural environment. Mentorship allows for a one-on-one training experience where the mentor can share the values found within a particular culture. (Scullion & Collings, 2006)

The Experiential Approach

The experiential approach to training is based upon the theory that individuals learn best by doing. This process is a behavioral one. The disadvantage of this approach is that some individuals may not find this training comfortable. Because the development of strong interpersonal skills is important for the expatriate and the position that is held, this type of training may provide an indication as to whether an individual is capable in such a role. Methods associated with the experiential approach are inclusive of techniques such as role playing and behavioral modeling. (Scullion & Collings, 2006)

The Cross-Cultural Team

Once the foundations of training are established and the criteria are successfully met, a cross-cultural team can begin to function effectively. Barriers are broken, and silos are removed. There is an atmosphere of respect based upon the knowledge gained using cognitive and experiential approaches. The cross-functional team can begin to operate in a mode that is similar to other project teams. Additionally, other intervention strategies can be used to ensure that there is not a breakdown of the team. Some of these strategies include the building of process skills such as communications training, listening skills, conflict resolution, negotiation skills, and problem solving.

Reference

Scullion, H., & Collings, D. G. (2006). Global staffing. New York, NY: Routledge.

Bennett, R., Aston, A., & Colquhoun, T. (2000). Cross-cultural training: A critical step in ensuring the success of international assignments. Human Resource Management, 39(2–3), 239–250.

Scullion, H., & Collings, D. G. (2006). Global staffing. New York, NY: Routledge.