Only 14% of multinational companies have local market expertise for every country they operate in. This is a shockingly low number, and it impacts businesses at every level because small and medium-sized organizations today have better access to the global talent market than ever before.
This knowledge scarcity leaves the door wide open for new companies to enter and perform well in international markets. But knowledge is only the first necessary component. Success depends on how you use that knowledge to develop strategy and make decisions that impact the company’s bottom line. This is the crux of Global Fluency—a framework that supports companies’ use of workforce data to drive successful international growth.
We teamed up with HR Leaders for a series of panel discussions about Global Fluency. The first discussion was all about effective strategies for attracting and acquiring top international talent. We invited a few of the top experts and leaders in the field to share their thoughts on how Global Fluency informs their own work and gives businesses the framework to expand quickly into global markets.
The recording of “How to build a talent acquisition strategy that accelerates expansion into new markets” is a great resource for dialog about diving into the international talent market. If you’re short on time, check out a few highlights below and bookmark the panel discussion to watch later.
Pete Tiliakos Principal Analyst at NelsonHall
I like to think of [Global] Fluency as a skillset that multinationals need to develop in order to be more competitive and thrive as globally focused firms. Fluency provides a tremendous framework for the kind of attributes that modern, growth-oriented firms [must] attain. There’s a ton of emphasis on re-skilling workers for the future, but multinational firms can really benefit from re-skilling organizations around agile capabilities.
James Baker Global Head of Talent Acquisition at Jaguar Land Rover
Because of the big shift to digital, everyone is going after the same talent. The critical skills list is very, very common across a number of organizations. When you’ve got the kind of big tech company saying everyone can work from home, then that kind of flexible working policy becomes required. You’re just not competitive unless you’re offering that.
James Cheng Global Head of Diversity, Equity, and Inclusion & Talent Acquisition at Zimmer Biomet
We are now in an environment where [organizations] must meet commitments to our patients, clients, and shareholders through innovation. This includes diversity of experiences, perceptions, thoughts, and ideas driven by people.
Elke Manjet Global Head of Talent Acquisition at SAP
I don’t think we will see something like [office-only work environments after Covid]. I can’t believe that is happening [because] that talent has choices, and the pool will not increase short term. So, there is no reason for that to happen. [The question] that poses is, “How are you building a culture and how are you leading people in such an environment that might be totally remote or mixed remote/present to give people choices?
Brian Dames Chief Strategy and Marketing Officer at Safeguard Global
Knowledge is constantly changing. Data proficiency is the skill to connect data, normalize it, view it in a common way across nations, and distribute it to stakeholders across the organization. It’s the know-how for relating to the data.
Schedule a free consultation
Meet with one of our payroll experts to discuss your current business challenges and how our solutions can help.