Locals stymie global talent

WHILE MANY multinational organisations are rolling out global initiatives to develop and retain talent, their efforts can be stymied by local managers with local priorities, causing employers to lose high performers to competitors.

A recent UK report found that two thirds of organisations are suffering from a shortage of highly effective leaders, leaving multinationals with the major challenge of finding capable individuals to lead across a range of countries and cultures.

“It is important to develop an international corporate identity and identify brand values which have meaning internationally,” said Frances Wilson, international manager for The Chartered Institute of Personnel and Development (CIPD), which published the report.

“Employers must then encourage managers across all locations to develop an international mindset so that they understand the need to think globally and develop their staff with an international focus in mind. ”

Hilary Harris, co-author of the International Management Development report, said many local operators don’t see the benefits of engaging in corporate talent development.

“They are often small and too cost-conscious to want to spend time developing individuals who will be moved elsewhere within the organisation. Likewise, many managers in local or regional operations are reluctant to let outstanding performers move on to other roles outside their area because they cannot see the direct benefits.”

Michael Dickmann, another report co-author, said employer branding and talent management are intimately linked, while successful international talent recruitment relies on an organisation’s image and brand values.

“Multinational organisations need to create a list of international leader competencies. These will help make sure employees understand the organisation’s international objectives, enable employers to achieve an integrative mentality and nurture diverse thinking and coordination.”