The Rundown on Managing Global Talent

June 16, 2015 Brian Beattie

For many businesses, going global is not only an accomplishment, it’s a milestone. Conducting business on an international plane involves sourcing global talent and securing a stable pipeline. Global talent leaders typically range in professional expertise. Managing these skill sets correctly is essential to the functionality of your global engagement.

1. Choose the Right Corporate Values

When it comes securing a strong global team, promoting a corporate culture with universal values is key. As we know, every country has a unique way of conducting business. With these diversities in mind, it is crucial to foster corporate values that are relatable for everyone. This will minimize alienation and allow for a deeper sense of unity. Ultimately, this promotes international communication and synergy within your company.

2. Make First Hand Assessments

Evaluate international teams over an extended period of time. Ask yourself: are my global leaders engaged and inspired? Are they promoting and enforcing corporate values? If the answers to these questions are no, judge whether these are isolated concerns and make large scale comparisons. Remember not to let the distance come between you and change. If you notice something, call it out. This will demonstrate your attentiveness to global talent that you may not interact with as often. Paying attention to these details will help dissipate internal dilemmas and reignite innovation.    

Making first hand assessments will also help you to identify strong global leaders and jump-start succession planning. Leveraging the right people within your company will promote a stronger international team and aid future global growth. Remember to set and maintain your company’s standard. Benchmarking expectations will level the playing field and help you identify undiscovered talent.

3. Balance Global & Local Requirements

When it comes to prioritizing your company’s needs, balancing global and local requirements hails considerable importance. Don’t let yourself get caught up in the happenings of your local environment. Always think critically about the needs of your company and assign capable leaders to the right tasks. Consider utilizing abroad talent for a local projects when suitable. Be present and make judgment calls to refine project management within your organization. Actively balancing your company’s needs will empower your global talent to get things done.

Your turn

How effective is your company at managing global talent? Take a third party perspective and identify any harmful “cracks” in your global framework.

About the Author

Brian Beattie

Brian Beattie is the Chief Financial Officer at Volaris Group. Besides overseeing the financial health of the company, he works closely with Volaris’ legal and M&A team on all new acquisitions. Brian is an expert on every stage of the M&A process – from sending out the non-disclosure agreement to executing the sales purchase agreement.

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