In the 21st Century, the evolving globalization has been constantly become an interest of many particularly those with an international mindset regardless of industry and business focus.
Professionals across the globe are competing in expanding their knowledge, skills and competencies. Organizations for learning are scrambling in developing curricula that are focused in global skills. This is because it was viewed as phenomenal opportunities to make money and at the same time there is an assumption of limited individuals who can demonstrate relevant global competencies. Businesses with operations between two countries or more are struggling in coping up with the expectations of local hosts and increasing their capabilities to adapt into the global world. Many are short of competencies to be adequately comfortable of operating within the auspices of another culture.
What exactly are the so called Global Competencies?
These are the required demonstrable "puzzle of capabilities" of professionals in order for them to work effectively in an environment that constitute strategic actions, knowledge, and experiences within cross-culturally-based, multi-country-operations, multi-strategic mindset, multi-discipline experiences, multilingualism and multi-environment hands-on exposures . One must demonstrate Psycho-eco-socio-linguistic experiences.
(c)2011 JNT Consulting
Global Competitiveness:
In another article, JNTC Articles illustrated many of the missing competencies of professionals in order to be readily employable in a global environment. Being analytical, demonstrable critical thinking, communicating through feedback, active listening, facilitating and problem solving are essential behavioral attributes. It is the hands-on experiences that will make an individual become effective. Experiential Learning, Relational Partnerships and Collaboration and Evidence-based are great strategic philosophical approaches.
Discussions about Global Skills and Competencies:
Juntee Terrenal, MA, GMS shared his perspectives at a LinkedIn discussion board regarding this topic.
"The most important competency that one must have in order to be successful in the global market is the demonstration of integrated philosophical approach in business acumen, global cultural depth, human capital and resources management. When one understands and able to illustrate the strategic results of them all, then one has become a Global Leader. It is not only a demonstration of a theoretical knowledge but results and experiences, ROIs and pragmatism are not to be missed." (TerrenalJ, 2011)
Perspectives:
Professionals who possess adequate knowledge, experiences and acumen that are relevant in the global world are doing great across continents. Organizations that need their competencies are queuing to offer them the opportunities. Experienced professionals with Global Competencies identified above will screen every employer that will call them for a job. Recruiters who will be calling these professionals will be scrutinized with questions. Professionals will make their research about the backgrounds of the corporations and organizations, their business practices and cultural sensitivities. Experienced individuals prefer to engage with organizations that can demonstrate to them the latter trait. Because of their experiences they will not settle to those businesses that will exploit their competencies just for the sake of ‘revenue greed' instead they prefer to work for those that know how to treat people as human beings, pursue and value their creative intellect and interactive professionals who will think of appropriate actions that will propel better opportunities of growth.
Current Business Realities in Human Capital & Resources Management:
There are many organizations that are operating internationally across two or more countries. Each one touts that they are global and that their operational scope is global. This is characterized by the international locations of their operational functions or subsidiary. When you look at their global competencies as an organization, they end up within a narrow description that "their various specific operations or subsidiary are located in different countries".
Their Human Capital and Resources Management Model is not globally oriented, instead they are still focused on the Traditional Internal Tactical Staffing Model within the country. Unfortunately, majority of organizations today practice this. There are very few 'real global organizations' that are truly globally oriented in regards to their Human Capital and Resources Management Model.
In order to become current to the globalized world, embrace the Strategic and Collaborative Human Capital and Resources Management Model. This will provide a global movement and influx of employees located across international locations to be freely working or doing business in any locations regardless of borders. What that means is the ability to employ or hire anyone from different countries who may qualify to do the function that you will need for your business. Your focus in this model is the quality of people who will do the job regardless of location. See the description above about Global Competencies and Competitiveness.
Challenges and Risks:
Yes, there are many challenges in regards to managing these people and resources. There are risks associated in each operational location. However, being strategically knowledgeable and experienced is the answer to those challenges and risks. That means you need to employ people who has the experiences and competencies. One has to adapt to the many and complex staffing and human capital nuances that exist in many international countries. In order to execute the responsibilities with success, please revisit above information on Global Competencies and Competitiveness.
There are more risks when hiring individuals whose mindset was trained in an 'assembly line mentality and technique'. These types of people are mono-directional and will constantly struggle to execute strategic methodologies within multi-complex-based environments. They will hinder progress and advancement.
Lacks of resources are concerns that cause inability to achieve global competencies in schools and communities. (Source: Educational Leadership, ascd.org)
Shortage of Competencies:
While globalization was seen as an opportunity. It is a fact that there is a shortage of professionals with adequate knowledge and experiences who can maneuver strategic actions in globally oriented environments. There is a growing awareness and urgent development of competencies of professionals internationally. Many organizations are holding webinars; provide intensive courses, certifications, assessment inventories, and many other tools believed to be useful in circumventing the current shortage as well as misconceptions phenomena on globalization and leadership competencies.
Mr. Juntee Terrenal, participates in the development of globally interested professionals whose intent will be a part of the globalized world. He provides mentoring and coaching development to members of the Society of Human Resources Management, who are looking to increase their competencies in Global Strategic Management of People, Resources and Organization.
An example of a specialized industry leader like the Worldwide ERC, has been preparing its members with Global Competencies since 2004. Professionals with Global Mobility Specialist Designation (GMS) are adequately ready to perform jobs across the globe. Their experiences with internationally operating organizations and people from across the globe were beyond the abilities of an individual who does not relate to an internationally operating function. Besides the mentioned organizations, there are others who are advocating development and training for those who has the needs.
Important facets that are attributable to success are; relational understanding of cultures which play an essential role when operating across borders. Global Leadership is an art of strategically leading people and utilizes their individual competencies to the fullest interdependently in order to support and achieve the organizational business goals.
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