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Tag Archives: Global Talent Management

Developing (Cultural) Empathy

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Empathic concern •Empathic concern goes beyond simply understanding others and sharing their feelings; it actually moves us to take action, to help however we can (https://www.inc.com) Positive Empathy (and the avoidance of antipathy) can be taught! •The main roadblock to be removed is the distraction from paying attention. Motivate yourself to be more empathetic by knowing how important empathy is to personal (private and career) and collective well-being! Emotional hypersensitivity •Emotional … Continue reading →

Strategic and Systems Thinking & Global Talent Management Strategies

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Strategic thinking involves SYSTEM THINKING, reframing (e.g., positive thinking), and reflection (e.g., evaluating one’s reasoning). Strategic thinking is best enabled in unforceful leadership communities and has positive effects on information seeking behavior (Pisapia, J., 2006) A system thinker (as compared to a linear thinker) is able to improve the performance of a whole by not only improving its parts but by enhancing the RELATIONSHIPS AMONG THE KEY PARTS systemwide. Often, … Continue reading →

Global Mindset, Intercultural Sensitivity, and Global Communication Competency

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Mobility, Cultural Agility, & Cultural Humility

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The Meaning of Work (and Cultural Considerations at the Example of Japan)

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  Introduction Definition of meaning Although ‘meaning’ isn’t reducible to a state-like single factor [1], the meaning of a concept (i.e., work) is related to how an individual does experience the significance of a situation that causes related inferential intentions to behave in a certain way [2]. While for many people the primary meaning of work lies in the earning of money for making a living, work provides also for … Continue reading →

80% is Psychology

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School brochure download   Courses Tailored to Your Needs All courses are based on latest research and consistently assume a cross-cultural and cooperative perspective. The courses aim to equip the participants with practical tools for personal and career success and can be tailored to your needs, on-site and through eLearning. For increased Self-Efficacy Creativity Innovation All the lessons are available as focused lectures or interactive workshop and are complemented with … Continue reading →

‘Developing Leadership Skills’ online course: Drop me a message for free access.

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Hello All, As you know from past years, I have been researching, advising, and working with many successful global leaders. I have also read several hundred research papers and books on leadership from a managerial and psychological perspective. I am very happy to announce that finally, I have converted key learnings into 1.5 hours online course on Udemy. I am glad to give this course for free for an additional … Continue reading →

My course ‘Developing Leadership Skills: Personality, Motivation, and Creativity’

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Hello Everyone! As you know from my blogging activities, I’m doing a lot of research, writing and projects related to leadership and personal development. For the last few weeks, I’ve been working on my first online course and today it’s officially live on Udemy, the platform for high-quality on-demand online courses! You can find a description of my course ‘Developing Leadership Skills: Leadership Personality, Motivation, and Creativity’ below as well … Continue reading →

Hope, Living with Uncertainties, and Tolerance for Ambiguity

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Summary. In the light of uncertain future threatening outcomes, present ambiguous information often is interpreted more negatively than it would be the case in a safe context. Black-and-white thinking is hindering positive deciphering of ambiguous information. People educated in open-mindedness and who have learned to tolerate ambiguity can better persevere in their tolerance even in situations of danger. Individuals’ dependencies on hierarchical power can cause closed mental systems that are … Continue reading →

Tolerance for Ambiguity as a Gateway to Leadership Opportunity

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The necessity for tolerance of ambiguity Today’s professionals need to succeed in technology-rich environments [1]. Information age organizations are characterized by rapid change and uncertainty [2]. Progressing globalization poses challenges through ambiguities that are caused by ever novel, complex, and changing socio-economical, environmental, technological, and workforce factors [3]. The ability to tolerate ambiguity, therefore, is increasingly vital for successful leaders and employees alike [1]. Definition “The tolerance for ambiguity (or … Continue reading →

The Benefits of an Internal Locus of Control Personality

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Summery benefits of an internal locus of control Belief in one’s control over their life Improved information acquisition Better decision-making processes Self-efficacy, job effectiveness, and higher achievement Less risk of burnout Generally increased happiness Increase leadership adaptability   Rapidly changing leadership challenges Leadership education has undergone a substantial shift. Life and working world seem to have become more complex with competing urgencies and over-dynamic developments of issues that challenge the … Continue reading →

The Development of Cultural Agility (A Literature Review)

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Introduction Advancing globalization requires new workplace competencies [1]. Among Global Talent Managers, there is the sobering realization that people working in an increasingly global environment find themselves challenged in acquiring the necessary cultural agility [2] In today’s world Global talent management, mobility, and cultural agility belong together [3]. “Bridging the global skills gap” through international assignments was rated as a priority for more than 1,200 globally surveyed CEO’s ([4]. p. … Continue reading →

Promoting Cross-Cultural Cooperativeness in Global Talent Management (GTM)

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Content Cooperative behavior arises where it is cherished Cooperative conflict management Means to promote cooperation Equitable treatment to maintain willingness to cooperate   Cooperative behavior arises where it is cherished Women are often considered to have a greater tendency to use their cooperativeness for successful international assignments, especially where indirect communication is the culturally appropriate style as is tendentially the case in high-context cultures like Asia [1]. Cooperative and communicative … Continue reading →

Overcoming Language Barriers

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Content Language barrier in health care The advantage of Content and Language Integrated Learning (CLIL) Information and Communication Technology (ICT) and the interpretation of language Overcoming barriers beyond the language barrier   Language barrier in health care A lot of literature seems to focus the challenges of language barriers in the health sector, as, for example, studies that identify language barrier as a significant threat to care quality in hospitals … Continue reading →

Social Capital in Global Citizenship

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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

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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 →

Global Talent Gender Gap

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Content The case for gender egalitarianism Prestige economies and cultural tightness Functional literacy and inclusiveness Strength-based approaches to fostering “female” leadership styles Humanitarian principles and global egalitarian mindset   The case for gender equality Although women represent half of the population in education and global workforce at career start and mid-level management, men outnumber women in all sectors’ leadership positions. The role of female talents in future leadership is a … Continue reading →

Reverse Mentoring and its Benefits

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Traditional mentoring Self-improvement can be intimidating, and personal interactions with other, like in a mentoring relationship might be extraordinarily valuable [1]. In today’s fast-changing world the potential for mentoring, especially if creatively employed, might be an increasingly useful type of relationship [2]. Yet relatively few employees got into a company mentoring program [3]. Traditional mentoring generally takes place between a senior and a junior person in a similar career field … Continue reading →

What do younger talents want?

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Summary. Younger employees around the world tend to prefer more professional freedom, meaningful work, and work-life in their work. Asking only older senior HR managers might not provide sufficient insight into the generation Y’s thinking though. Listening directly to the younger employees is vital to positively influence job satisfaction, engagement, and work performance altogether. The youth’s resourcefulness, e.g., in digital media, could be used for backward/reverse mentoring to engage senior … Continue reading →

Global Talent Management (GTM) in China: Between Globalization and Tradition

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Summary. Although multi-national enterprises (MNEs) in China are looking for talents who can balance domestic and international challenges, the evolving education and Global Talent Management (GTM) systems struggle with the timely identification, development, and retention of a workforce that is matching the required demand of new and future skills. Respect for the Chinese culture and access to so-called guanxi business networks shaped by collectivist cultural values are needed to access … Continue reading →