Letters to the editor

first_imgRelated posts:No related photos. Letters to the editorOn 1 Feb 2001 in Personnel Today Comments are closed. Previous Article Next Article Do you have any comments or views on articles that have appeared in globalhror on the global HR profession in general? If so, write to the editor at:globalhr, 3rd Floor, RBI, Quadrant House, The Quadrant, Sutton, Surrey SM2 5AS,UK. E-mail: [email protected] dialogue I thought readers of globalhr would be interested in hearing about the SHRMGlobal Forum dialogue conference call held in December last year, which Iannounced in my leader column in the Nov/Dec issue of hrworld, now globalhr. We had over 130 people register in advance for the call, and recorded over120 dial-ins – not bad for our first one. While the registrants came mainlyfrom the US, we also had HR people from Canada, Russia, France and Brazil. Brian Glade, vice-president for international programmes at SHRM, introducedand moderated the call. We started with some introductions and, using thetechnology available through the conference call, we quickly took a survey ofthe listeners, drawing in real-time answers to whether or not a company had aglobal competency model and to what degree a company’s HR team was treated as abusiness partner. Brian then launched into a series of questions surrounding myarticle. Between Brian and the callers’ questions, we covered topics including useand deployment of global competency models, selection and assessment of localnationals and expatriates, HR’s role as a business partner and how to become abusiness partner. We also discussed learning strategies for HR professionalswith growing international HR responsibilities, as well as developmentalstrategies for line managers who need to be “globalised”. We had aterrific time going through a number of very good queries from participants; weeven got into specifics in a brief discussion on the use of global competencymodels at Apple Computers. Brian and I were particularly pleased with the feedback we received afterthe call. This indicated that 84% of raters agreed that the programme met theirexpectations and almost 85% felt the information provided was useful to them intheir job. Finally, 100% of the raters indicated they would participate inanother such call – terrific news, as this was the first time the call had beenheld. The “open-ended” feedback was similarly positive, includingcomments such as “excellent programme É am looking forward to thenext” and “I enjoyed the audience participation piece”. We didtake away some suggestions for future calls, including a suggestion that weallocate time at the end to allow callers to pose questions for other callersto answer. Another suggestion was that we publish minutes or make a RealAudioplayback available. Brian and his team are reviewing all the comments, hopingto further improve the value of the conference call series. All in all, it was, for me, an enjoyable call – and SHRM Global Forum isbusy scheduling another one, with a new topic and new presenter, for thespring. Lance Richards Director, global HR, Teleglobe Virginia, USA Global acceptance The anti-globalisation movement has really gathered momentum over the pastyear with demonstrations around the world, starting with the famous Seattleriot and followed by similar protests all over Europe, including France andItaly. Additional support for the movement came from an unlikely quarter. The newchairman and chief executive of Coca Cola, Douglas Daft, became the latestrecruit with his “think local, act local” catchphrase. The complaints focused on the fact that this global railroading takes noaccount of societal or cultural differences – an issue that Douglas Daft isattempting to address by decentralising power to country managers as well aslaunching advertising sensitive to local cultures. As Mr Daft has realised, HR can play a significant role in the successfulintegration of global companies, helping the organisation or brand to beaccepted on a local level. People can make or break a company’s reputation in any situation, so combinethis with the sensitivities of an alien culture and the results, as many globalorganisations have found to their cost, can be disastrous. The situation is paralleled in many company training and change initiatives.The mistakes made over the years by organisations forcing their head office andcountry culture and values on their global operations have only supported theanti-globalisation mindset. It is only the truly forward-thinking globalcompanies who are now realising there is a need to tailor their internationalinitiatives to meet local needs and cultures. External providers of training, consultancy and change support now have tobe selected on their ability to deliver globally co-ordinated, consistentprogrammes with the right level of local understanding and delivery capability.Richard Greaves Consultant, Impact Development Training Company Windermere, UK last_img read more