xxx The Contributors creation of an innovative learning architecture and leader devel- opment program that was as unique as the company’s explosive growth. Additionally, he played an instrumental role in the diverse multicultural environment, with more than eighty nationalities working together in one location. Dr. Weir holds a doctorate in strategic leadership from Regent University. His writings on leadership in the fast-growth and emerging markets are featured in numerous publications. Jeffrey Saltzman, CEO OrgVitality and an Associated Fellow at the Center for Leadership Studies at Binghamton University, has been a consultant to some of the world’s largest, most suc- cessful organizations, a pioneer of new organizational concepts such as Variance Optimization and Employee Confidence. He is experienced with manufacturing, financial services, heath care, retail, media, high technology, service companies, not-for-profits, and government agencies. Based in New York, he has traveled and worked extensively in Europe, Latin America, and Asia-Pacific. He is author of several books and book chapters including, most recently, My Jeans Are Irregulars (2009), and is a frequent blogger covering organizational performance topics, management and research. Scott Brooks, PhD, is VP of Consulting Services and Partner at OrgVitality. He has nearly 20 years of external consulting experience working with organizations to help drive performance through listening and responding to the views of employees and customers. Much of his consulting and research work has focused on developing and leveraging human capital metrics to drive customer satisfaction and business results. Along with consulting assignments, Scott has led a regional office, a global consulting function, and firmwide R&D programs. He also worked internally within the organizational development for a division of Target, Inc. Scott has authored numerous presentations and publications based on strategic human resources, linkage research, surveys, and other job attitude and measurement topics. He frequently speaks at national conferences and company meetings. Scott holds a PhD in industrial and organizational psychology from The Ohio State University and a bachelor of arts from Cornell University. The Contributors xxxi Jessica L. Wildman is a doctoral student in the industrial/ organizational psychology program at the University of Central Florida, where she has been a graduate research associate at the Institute for Simulation and Training since 2007. She has been working on a variety of projects related to culture, teams, and performance. She has published four book chapters and two peer-reviewed journal articles, and has presented over 10 presenta- tions or posters at professional conferences. Her current research interests include multicultural performance, team process and performance, virtual teams, and interpersonal trust. Luiz Xavier is a doctoral student in the industrial/ organizational psychology program at the University of Central Florida. He currently works as a graduate research assistant at the Institute for Simulation and Training. Xavier received a B.S. in psychology and M.S. in industrial/organizational psychology from San Francisco State University. His research interests include teamwork, training, diversity, and conflict. Mitchell Tindall is a doctoral student in the industrial/ organizational psychology program at the University of Central Florida. He is a graduate research assistant at the Institute for Simulation and Training. There he has been involved in several research projects related to culture and teams. He received his M.S. in industrial and organizational psychology from the Univer- sity of Central Florida. During that time he worked as a contract consultant in the selection of personnel using both cognitive abil- ity and personality tests. His current research interests include the effects of culture on performance of teams, diversity, training, and motivation. Paul M. Mastrangelo, PhD, has over 15 years’ experience in organization development, HR research, and adult education. As a senior consultant and director of the Analytic Consult- ing Team for CLC-Genesee, Paul collaborates with leaders from global companies to evaluate employee perceptions and motiva- tion. His experiences include designing and analyzing employee surveys, advising senior executives, developing small and large change interventions, creating competency-based training, and building selection instruments. He coauthored the 2008 book Employee Surveys in Management and has over 25 professional xxxii The Contributors publications. Paul earned his doctorate in industrial and orga- nizational psychology from Ohio University in 1993. Paula Caligiuri is a professor in the Human Resource Man- agement Department in the School of Management and Labor Relations at Rutgers University, where she is the director of the Center for Human Resource Strategy (CHRS). Paula researches, publishes, and consults in three primary areas: strategic human resource management in multinational organizations, global lead- ership development, and international assignee management. As an academic, Paula Caligiuri has been recognized as one of the most prolific authors in the field of international business for her work in global careers and global leadership development. Her academic publications include articles in the International Jour- nal of Human Resource Management, Journal of World Business, Journal of Applied Psychology, Personnel Psychology,andInternational Journal of Intercultural Relations.Withafocusonglobalcareers,shehas coauthored a book with Steven Poelmans, entitled Harmonizing Work, Family, and Personal Life (Cambridge Press, 2008). Her book (with Dave Lepak and Jaime Bonache) Global Dimensions of HRM: Managing the Global Workforce (Wiley) is forthcoming. Paula holds a PhD from Penn State University in industrial and organizational psychology. Thomas Hippler is lecturer in Human Resource Manage- ment and International Business in the School of Business and Economics at Swansea University (UK). He holds a PhD in inter- national human resource management from the University of Limerick (Ireland). He is a member of the Academy of Man- agement, Academy of International Business and is serving as a member of the Editorial Review Board of the Journal of Managerial Psychology. His research interests are in the area of International Human Resource Management, particularly international assign- ments and expatriate management as well as adjustment to domestic and international job transfers. Dr. Hippler has pub- lished in the International Journal of Human Resource Management and has book chapters in New Directions in Expatriate Research and International Human Resource Management and Expatriate Transfers: Irish Experiences. Dr. Hippler understands global experiences first- hand; being a German citizen, he completed his PhD in Ireland The Contributors xxxiii and then moved to the United Kingdom, where he currently resides and works. Tammy D. Allen is professor of psychology at the University of South Florida. Tammy’s research centers on individual and orga- nizational factors that relate to employee career development, health, and well-being. Specific interests include mentoring rela- tionships, work-family interactions, career development, organiza- tional citizenship, and occupational health. Tammy is coauthor of Designing Workplace Mentoring Programs: An Evidence-Based Approach and coeditor of The Blackwell Handbook of Mentoring: A Multiple Per- spectives Approach. She is associate editor for the Journal of Applied Psychology and the Journal of Occupational Health Psychology. She currently serves on the executive board of the Society of Industrial and Organizational Psychology. Tammy is a Fellow of the Society for Industrial and Organizational Psychology and the American Psychological Association. Kristen M. Shockley is a doctoral candidate of indus- trial/organizational psychology at the University of South Florida. Her research interests are centered on the intersection of work and family, with a focus on organizational responses to work- family conflict, dual-earner couples’ work-family management, and the relationship of these issues to health outcomes. She has published her work in the Journal of Vocational Behavior. Andrew Biga is a manager in the Employee and Organization Research and Sensing (EORS) HR practice for the Procter & Gamble Company, headquartered in Cincinnati, Ohio. Andrew is the owner of P&G’s engagement survey program, delivered annually to more than 138,000 employees worldwide. In addition, Andrew is the global leader for P&G’s People Sensing and Analyt- ics program that delivers systemic research-based talent solutions. Responsibilities include influencing strategy and communication for senior leadership. Andrew joined P&G in 2007 and com- pleted his PhD in industrial/organizational psychology from the University of South Florida. PART 1 Practical Considerations for HR and OD Practitioners Working Across Geographic- Cultural Boundaries: The Changing Workplace CHAPTER 1 Navigating the Complexities of a Global Organization Mariangela Battista, Patricia Pedigo, and Erica Desrosiers We live and operate in a global world. A flu outbreak in Mexico has an impact on fruit pricing in Asia. A mortgage meltdown in the United States has an impact on world financial markets. Globalization brings with it a web of interconnectedness that didnotexistpreviously,oratleastnottotheextentthatit does now. Organizations today are affected by nearly everything that transpires around the world, not just the local markets or communities in which they operate. Although global supply chains have created huge market efficiencies, they have also brought vulnerabilities. Disruption to a key node in the supply chain can cause dramatic and unpredictable turbulence in the whole system. The financial and economic events of 2008 have demonstrated how tightly intertwined globalization has made the world and its systems. Globalization has also had significant implications for organi- zational processes, systems, and operations. Years ago, when most of an organization’s employees were generally in the same country and most of their business was conducted in their home country, life was simple. There was no need to worry about cultural differ- ences, language differences, time zones, or local relevance. That luxury has long since disappeared and the reality of organizations 1 2 Going Global today is that operating globally is a more complex undertaking than one might have expected. Becoming a truly global operator entails far more than simply selling the same thing in more places, hiring the same people in more locations, or just pushing out the same processes and procedures around the world. Operating in this mind-set is likely a recipe for failure. Globalization requires a business model that is adaptable and employees who openly welcome new ways of thinking. Human Resources professionals provide value to their orga- nization by successfully navigating the complexities of a global organization, and in doing so they bring the business strategy to life for their employees. They understand the human dynamics of operating in different cultures and how to facilitate the orga- nization’s success. HR professionals are tasked with the strategy and execution of all people-related processes and initiatives in the organization. In global organizations, that role takes on the additional complexity of operating across cultural and language barriers, operational differences, local relevance and appropri- ateness, time zones, and peak business and holiday schedules, just to name a few. This chapter will highlight examples of situations and contexts often encountered by HR practitioners operating within global organizations that may present chal- lenges and offers specific suggestions for how to navigate in these global waters. What Does It Mean to Be Global? Although we live in a globalized world, there are still challenges in defining a global organization. Think of global organiza- tions as snowflakes—no two look exactly alike. Organizations can operate under four distinct stages of globalization (Hewitt, 2009)—multinational, international, transitioning to global, and global. Multinational organizations have cross-border operations that are primarily decentralized and autonomous. International organizations have a headquarters that retains some decision- making control but the organization is still largely decentralized. Organizations transitioning to global are taking concrete steps to develop worldwide business strategies and policies (note that most organizations identify themselves as transitioning). Some Navigating the Complexities of a Global Organization 3 organizations are truly global in that they develop strategies and policies on a worldwide basis and share resources across borders. Even for domestically focused organizations, globalization is just as salient, given relationships with suppliers, investors, and even nonnative employees. What are the implications of those differences in global- ization? In more decentralized organizations operating in the earlier stages of globalization, systems and processes are largely independent and disconnected. There are certainly advantages of this, in that these systems and processes can be tailored to theuniqueneedsofthelocaloperationandareofteneasier to create, execute, and adapt when local conditions warrant. A local operation can often be more nimble when not restricted to the longer and more effortful design and implementation of a global process (Sirkin, Hemerling, & Bhattacharya, 2008). If everyone is working independently and autonomously, how- ever, the organization is not poised to leverage the best practices created and implemented within their very own organization. In addition, there is a significant amount of duplicated and wasted effort, as everyone works to re-create the wheel over and over again. Understanding and leveraging organizational-level insights is also difficult. For example, assessing and securing enterprise-wide talent pools becomes much more of a challenge when there is little consistency in how things are measured and what information is tracked or shared. In organizations that are further along on the ‘‘global’’ continuum, everything often takes longer because of the required alignment and integration needed to be successful, but the synergies that are created are quite beneficial to the organization in the longer term. Getting to that point, however, requires a significant amount of work. The Inherent Complexity of Globalization The people in and related to organizations—whether employees, shareholders, or customers—bring with them cultural, geograph- ical, geopolitical, and language attributes. How these different and varying attributes are managed and leveraged across con- stituent groups within the organization has an impact on how well [...]... field input and testing will likely fail in deployment The key for organizations and practitioners is to walk the fine line between designing the framework with instructions to implement and customize locally and trying to create consistent, global standards of excellence Depending on the business model 10 Going Global and sources of value to the company, organizations might be better served by erring...4 Going Global organizations are run and ultimately on the organization’s success Cultures vary, even within countries, and certainly within and across continents Understanding the complexity both within regions and on a global scale is especially important based on the significant increase in regional and global trade since 1959 (Kim & Shin, 2002) In the geographically structured... join through acquisitions or external hiring Successfully managed global organizations have a clear understanding of how they work As mentioned earlier regarding the continuum of definitions of globalization many companies understand which key business models are the sources of revenue Even within the same industry, we see different operating or business models that drive how people interact and bring... hours, for someone in Navigating the Complexities of a Global Organization • • • • • example, when the teams can meet to plan integration, works council involvement, and so on Sensitizing the integration team to company and national culture differences between the acquiring and acquired organizations Planning for the travel costs associated with securing the productive working relationships needed for. .. were slowing down The compromise was a month-long window during which each hotel determined the two-week administration 16 Going Global period that would best fit their individual occupancy and staffing cycle Many global organizations today face similar challenges with diverse business models and busy times coexisting within the same organization As always, the key is a true collaborative effort across... transmit HR data cross-borders if they implement one of the six EUapproved tools such as collecting consent from employees and the safe harbor model (Dowling, 2007) Summary The global organization presents a set of complex challenges to the HR professional in designing, implementing, and managing global programs The best practices and recommendations will be presented in subsequent chapters The global. .. becomes an extraordinarily complex issue in global organizations The organization needs to ensure that the intended meaning of the message is understood by the receiver Unfortunately, one cannot assume that translated messages actually maintain the integrity of the original message For communication to be clear and accurate, it is important that the meaning is translated—not just the words There are subtle... locally, and share globally, if they needed an additional language Some locations translated the Code of Conduct in their local language (Turkish and Hebrew are two examples) They shared the translated Code of Conduct with the ethics and compliance team and these additional translated documents were posted on the company intranet for other HR professionals to use for any Turkish- or Hebrew-speaking employees... than soliciting input from or vetting plans with the field, the best results come from true partnerships between 8 Going Global the headquarters center and business partners in the field The field partners are the ones with their ‘‘finger on the pulse’’ of the organization and can provide valuable input at all phases Not only does a partnership result in a better end product or process, but there is a sense... its advantages and disadvantages depending upon the business model and market requirements In at least one large global company we know of, and likely many more, both models are operating, centralizing some functions while decentralizing some operations HR can and should help organizations match the right design with the business model and strategy To add to the complexity, many large, global organizations . successfully navigating the complexities of a global organization, and in doing so they bring the business strategy to life for their employees. They understand the human dynamics of operating in different. designing the framework with instructions to implement and customize locally and trying to create consistent, global standards of excellence. Depending on the business model 10 Going Global and. under- stand which key business models are the sources of revenue. Even within the same industry, we see different operating or busi- ness models that drive how people interact and bring value into the