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Blog Archive » Talent Management in a Nordics: Globalization on …

Posted on November 23rd, 2011.

bc72e stockholm Blog Archive » Talent Management in the Nordics: Globalization on ...This week we had a event to pronounce about next-generation talent government during dual events in Stockholm.  In this post I’d like to prominence some of a large talent hurdles confronting tellurian businesses in a Nordic countries.

The Nordics are home to some of a world’s biggest businesses. We had Ericsson, Electrolux, Logica, A.P. Moeller Maersk, TeliaSonera, Statoil, UniCredit Group, Grundfos, IKEA, Volvo, UniCredit, as good as BT, Bertelsman, and PriceWaterhouseCoopers join us.

My display previewed a 2012 predictions (which will be expelled in a few weeks), so we lonesome a extended operation of topics from talent markets to information scholarship within HR, underneath a judgment of “Building a Borderless Workplace”. What many of these leaders wanted to plead is globalization, how they conduct leadership, and how they are traffic with younger workers and a liquid of record in their organizations.

Three large themes:

1.  Glocalization (what we call “Global Localization”).  

These businesses are operative really tough to build world-class globalization strategies.  Nordic and Scandinavian companies are tellurian by nature:  they are headquartered in a tiny nation and they build their businesses around a world.  So they have been traffic with a hurdles and intensity rival advantage of building a “globally local” talent plan around a world.  We are going to have a whole lane on Glocalization during IMPACT 2012 – though for those of we in US-based companies this is one of a many critical trends for a entrance 3-5 years.  The approach we hire, manage, lead, and keep people varies widely from nation to country, though companies need to precedence tellurian collection and best-practices.  The answer is a globally federated talent plan – where corporate practices and collection are standardized, though many decisions are substituted locally. The pivotal is defining that balance.

Note a “global business” is opposite from a “multi-national” business – a latter is simply a series of eccentric subsidiaries, any with their possess business practices;  the former is an integrated tellurian classification with a common culture though lots of internal control.

AP Moeller Maersk, that is one of a world’s largest conglomerates, 40 businesses around a world, any of that is utterly eccentric (shipping, oil, retailing, financial services).  But opposite these businesses there is a talent group that develops leaders, creates common opening government philosophies, and keeps remuneration and rewards in alignment.  This is all tied together by a tellurian culture and tellurian goal statement, and a focus of a Norwegian culture of “Jante Law.”  Jante Law states that a classification is larger than a individual, and people should act on interest of a larger good.  Excellent values in a rarely opposite tellurian organization.

2.  Building Leadership.

These companies know that care is their biggest asset.  And in formidable tellurian organizations it takes many years for leaders to develop. We had utterly a series of debates about how to build good leaders – including a subject of when and either we should pierce in new care from a outside. Ericsson, for example, is perplexing to dramatically change a culture – expostulate a many aloft turn of creation and marketplace focus into a company. So a execs we spoke with were really focused on bringing in outward leadership. But many of a other companies we met with trust that they have lots of rising leaders internally, and their focus is on building a clever common culture and set of values from that to find a high-potentials.

These organizations also know that tip leaders learn by carrying a far-reaching accumulation of developmental experiences.  Bertelsman (which is a German company) asks all a high-potential leaders to take organic care roles in vastly opposite businesses as partial of their ubiquitous government development. They have a set of common business competencies they design opposite all ubiquitous managers, and underlying this are a values of creativity, entrepreneurship, and amicable responsibility. They set really high standards for leaders, and this has helped this association renovate itself into a powerhouse in a new universe of edition and music.

3.  Informal and Continuous Learning and a Millenials.

The third thesis that we found lovely was a holistic bargain of a beliefs of spontaneous and continual learning. These companies are aged organizations and many still have their strange founders involved. In ubiquitous many of a talent leaders we spoke clearly know that “training” is usually a tiny fragment of a sum training knowledge in their company. Most were really meddlesome in a new Learning Culture collection and a new investigate on coaching as one of a many critical elements of opening management. In Europe a purpose of Chief Learning Officer is alive and well, and many of these companies have high-level executives who focus exclusively on organizational growth and capabilities – so it was lovely to be means to pierce good over a “70-20-10″ contention and speak about how these companies rise people.

As partial of that theme, we had many discussions about a rising purpose of Millenials in a workforce.  As many of we know, worldwide demographics uncover that Generation X people (in their 30s) will fast be transposed by a outrageous series of millenials in a workforce.  These younger workers are some-more self-centered, focused on their possess careers, and design their organizations to rise them, plea them, and accommodate them on their possess terms. we had a smashing review with a clever immature personality during Electrolux who reminded me how critical it is to be culturally open to a far-reaching accumulation of operative styles in a next-generation workforce around us.  We laughed about a fact that many millenial workers will use Facebook and content messaging instead of email, and that todays email culture will expected blur to be transposed by brief text-based abbreviations in a entrance years.

Some of these comparison organizations feel stymied by a values of younger people – though many determine that it is time to simply open a minds and emanate what we call a “borderless workplace” where people can work how and where they wish – with coaching and superintendence to succeed.

I left a week utterly desirous by a turn of professionalism, passion, and focus among talent and HR leaders in a companies we met with.  Europe might have mercantile and debt problems to overcome, though a focus on people and organizations is as clever as ever.

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Lorem ipsum grief lay amet, consectetuer adipiscing elit. Aenean vitae quam rhoncus ligula vehicula viverra. Nam mauris nisl, adipiscing vitae, dignissim lay amet, ultrices nec, dui. Sed ipsum. Pellentesque volutpat ante non libero aliquam lobortis. Integer congue. In non ligula. Morbi tellus orci, venenatis eleifend, iaculis vitae, mattis nec, orci.

Andrew Faulkner
31/01/06
www.website.com

Lorem ipsum grief lay amet, consectetuer adipiscing elit. Aenean vitae quam rhoncus ligula vehicula viverra. Nam mauris nisl, adipiscing vitae, dignissim lay amet, ultrices nec, dui. Sed ipsum. Pellentesque volutpat ante non libero aliquam lobortis. Integer congue. In non ligula. Morbi tellus orci, venenatis eleifend, iaculis vitae, mattis nec, orci.

Lorem ipsum grief lay amet, consectetuer adipiscing elit. Aenean vitae quam rhoncus ligula vehicula viverra. Nam mauris nisl, adipiscing vitae, dignissim lay amet, ultrices nec, dui. Sed ipsum. Pellentesque volutpat ante non libero aliquam lobortis. Integer congue. In non ligula. Morbi tellus orci, venenatis eleifend, iaculis vitae, mattis nec, orci.

Andrew Faulkner
31/01/06
www.website.com

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