Social Capital in Global Citizenship

Content: Matching national and organizational cultures Prizing of social capital on individual, institutional, and societal levels The ‘paradox of unsocial sociabilities’ Global citizenship, international careers, and the culture of global nomadism Matching national and organizational culture According to Nahapiet & Ghoshal (1998), social capital is “the sum of the actual and potential resources embedded within, available through, and derived from relationships” (as cited in [1]). However, it is not enough … Continue reading

Mobility and Global Talent Management (GTM) Strategies

Summary. The increasing number of expatriates reflects the need for multinational enterprises (MNEs) to compete in a global knowledge economy. Despite high pressure, mobility program cost management practices are often weakly formalized. To take full advantage of international assignments, the assignees’ gained knowledge should be matched with required job competencies. The ratio of parent-country nationals (PCNs) at subsidiaries is influencing business performance. Also, besides defensive and retaliatory actions, relational measures … Continue reading

Job analysis and its role in global talent management (Incl. insights from Japan)

1. The role of job analysis in Global Talent Management 2. Japanese tendencies and the focus on people vs. positions 3. Towards systematic talent identification 1. The role of job analysis in Global Talent Management The identification of talent is a central aspect of Global Talent Management (GTM) practices in multinational enterprises (MNE’s) [1]. Job analysis respectively competency analysis constitutes a required input for talent identification [2]. However, traditional job … Continue reading

People (and auditors) generally see what they are looking for

“People generally see what they are looking for and hear what they listen for.” – Harper Lee (To Kill a Mockingbird). This is also (or especially) true for the marketplace of audit reports.

Leaders are Learners

Topic presented and discussed at the J-Global HR Forum (Tue. 12/20): Leadership and Learning are indispensable to each other. CEO’s rate learning as a top priority in their companies. However, the same executives are worried and have doubts about whether their learning leaders can help them close existing skill gaps for the future. What’s wrong then? More than ever, today’s leaders need to approach learning & development (L&D) in order to … Continue reading

11 Ways to Happy Learning and Development (L&D) for Real Performance. The Chief Learning Officer (CLO)

Two decades of insights into many organizations, looking at current literature and trends, and most importantly my ‘Happy Colorful Growth’ spirit let me think beyond present common practices. For every organization (cooperatives may be already a step ahead) willing to take a quantum leap in the happier workforce revolution: These are my key objectives for a today’s transcending Chief Learning Officer role: 1 Commitment to the Unity of Leadership and Learning … Continue reading

Leadership and Learning are indispensable to each other

“Leadership and Learning are indispensable to each other.” – John F. Kennedy I believe that an organization’s ability to grow and compete is wholly dependent on the knowledge, skills, and attitudes of its people, as performance is the outcome of learning on individual, group, and organizational level. Not providing the right learning initiatives at the right time to the right group may leave the workforce unprepared for critical challenges.

Expect More. No human waste please.

Whether in a private, corporate or public context, we should always be aware of the effects of our approaches to human resource development. Are we really enabling learning experiences that promote personal growth for all? It is highly irresponsible to invest only little in holistic personnel development processes – even if this is justified with low level expectation also in terms of Return on Invest. Low investment in people cannot … Continue reading