Managing Global Workforces Panel Discussion at Organizational Development Network
by Trudy Channer
These days you cannot toss a stone without hitting a company that has multiple offices, a remote staff and/or an offshore support team. We are living and working in a time when we have to consider the global implications of decisions made about projects and resources. But perhaps most importantly, we have to consider the implications for our workforce. Now is the time to focus our attention on the implication these decisions have on people within the organizations.
How do HR, OD and leadership evolve as organizations determine their near shore/offshore and inshore strategies? This event will cover different perspectives and strategies for working in or consulting to global companies. Included are techniques to successfully work together across cultures, miles, and time zones.
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The above Organizational Development Network (ODN) session description drew 75+ participants to this week’s panel discussion with three dynamic speakers who discussed the trends, impact and cultural implications of working globally. Among the panelists (Kerri Arman-Stenmann, Rena DeLevie, and our very own Yael Zofi). These seasoned experts discussed global and virtual teams, sharing their extensive backgrounds that range from creative directorship of well known retail brands, to a human capital consulting firm with a Who’s Who client list, and global head of talent acquisition for various Fortune 500 companies. Moderator Elaine Mason (Board Member of ODNNY and also VP of Organizational Effectiveness at American Express) engaged everyone in an enlightening conversation that drew practitioners, students, consultants and new members.
To begin, the panelists discussed ways they have worked around the world, which included living in several countries. It was noted that at the core, people – no matter what cultural background, language, country they come from – are more similar than they are different. This segued into a lively discussion from the follow-up question posed: “Do you think organizations sufficiently factor in the broader personal issues that may impact international roles? What can OD/HR professionals do to address those factors?” The consistent theme across all responses was that whether virtual or not, at their core, all humans need to feel a sense of connection and engagement. OD/HR needs to go a step further and set a structure so that managers, executives (e.g., expatriate groups, clubs) and their families can make the necessary adjustments in/out of cultures.
Another striking question posed to the panelists was, “What are key organizational and leader attributes that need to exist to enable virtual teams?” This question generated several interesting answers about the need for compassion, equity and connection as the key essential leadership dimensions. To be truly successful in the virtual environment, the global leader must encompass these traits to move forward. In addition, s/he needs to properly set up virtual teams to communicate, collaborate and get results.
Overall, the Global Workforces panel was very insightful. Many participants indicated that they already work in some global or virtual team capacity. The panelists offered real examples, provided tips and answered challenging questions that raised further discussion. Throughout the night the main idea that stuck was the concept of CONNECTION. This is related to part of Yael’s definition of a virtual team: “. . .whether across the street or across the world. . .“ Whatever the work scenario may be, team members need to feel that they are not by themselves, but are connected to the bigger picture.
