This MOOC explores different aspects of intercultural management, including teams, leadership, Human Resource Management, marketing and negotiations. When you complete this MOOC, you will have a richer understanding of the concept of culture, and how culture influences the way that individuals behave. You will also get a deeper knowledge about how culture shapes management practices in international organizations. We will introduce you to a number of experts in the field of intercultural management who will discuss the challenges and the benefits of dealing with employees on a global level. Moreover, we will share with you insights from our own research to illustrate recent developments in the field of intercultural management. During the MOOC we will provide you with a variety of concepts and tools that empower you to successfully interact with people from other cultures to achieve your desired personal and business-related goals. Please have a look at the teaser available at : https://www.youtube.com/watch?v=LVze_O6vjKI
Cultural Dimensions of Talent Management
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Del curso dictado por ESCP Europe
Intercultural Management
96 calificaciones
Conoce a los instructores
Kerstin AlfesProfessor of Organisation and Human Resource Management
Berlin Campus
Robert WilkenProfessor of International Marketing
Berlin Campus
Chiara SucciProfessor of Organizational Behavior
Turin Campus
Marion FestingProfessor of Human Resource Management and Intercultural Leadership
Berlin Campus
[MUSIC]
Hello, everybody.
It's great that you are all here again to learn more about another fascinating topic
in intercultural human resource management.
Today it's intercultural talent management.
My name is Marion Festing.
And I'm not only a professor of human resource management and
intercultural leadership at the ESCP Europe.
But I am also the Academic Director of ESCP Europe's Talent Management Institute.
The discussion about talent management began in the late 1990's
when McKinsey consultants introduced the expression war for talent.
The reason was that there was an increased demand for
talented employees caused by the change to the knowledge economy
in which human capital is the main source of competitive advantage.
To date, it is one of the most important challenges for companies worldwide and
capabilities to cope with the talent shortage seem to be in short supply.
The situation of talent scarcity can be found
in many industrialized countries such as Germany.
And it makes it difficult for organizations to attract and
retain the best employees, which is the major goal of talent management.
USCP Europe wants to contribute to the state of the art
in talent management on a global level.
And so it has created the first European talent management institute.
Within this unit you will get to know some of our work
from various regions of the world.
The learning objective here is to learn about
the intercultural dimensions of talent, of the talent definition.
And gain the latest insights into Global Talent Management.
Furthermore, we provide you with intercultural examples from our recent
research in India, in Russia, Italy, and Germany.
There is no generally accepted definition for the term talent.
Here, we have to ask many questions.
What is a talent?
Do you have a talent?
Are you a talent or will you become a talent?
What happens if someone does not have a talent?
We can describe a talent for example through knowledge, competencies,
skills, the ability to learn and to grow, and other things.
However, each firm has to define it's own understanding according to it's needs.
There is no one size fits all approach, but
two approaches to dominate the discussion.
The universalist approach suggests that talent management activities
focus on all employees.
Following the assumption that everybody has a talent.
On the contrary, the elite approach focuses on a small number of highly
skilled employees and managers.
Also refered to high performers, high potentials.
And key talents,
which are those employees in key positions who are pivotal to the organization.
In an intercultural environment in both approaches
there can be different assessments of talent based on culture.
This means that the characteristics of talent can also be culture bound.
For example in China, [FOREIGN] a person and network of relationships
can be an important feature of a talent, on the contrary,
in the US, the individual track record of the employee might be more important.
Mighty National Enterprise has to consider this when taking a global approach
to talent management.
Global talent management includes attracting, selecting, developing, and
retaining the best employees in the most strategic roles on a global scale.
So called, best practices, have been identified in all of these areas.
However, these practices need to be properly aligned
with a company's business strategy and
deeply embedded in the corporate culture in order to be successful.
Furthermore, they have to fit with the local culture environment.
Thus once again, we have to design a balance between global standardization.
And local adaptation as introduced at the beginning by my colleague, Kristen Alphus.
Although, this time the balance concerns talent management.
Now I will let my colleagues from the ESCP Talent Management Institution give
some examples of our fascinating research on intercultural talent management.
Lin Schafer the head of our talent management institute has spent some time
in order to research the Indian particularities of talent management.
[SOUND] >> During my research project on diversity
and talent management in the Indian IT sector in Bangalore.
I learned several things.
First, the female labor participation rate in India with 29% is rather low.
However in the IT industry, there are 30-40% women in the workforce.
Which demonstrates that technology plays a major role in increasing female labor
participation.
Such as working from home, telecommuting and video conferencing.
Second, I found one IT company that had won multiple awards for
its diversity and inclusion initiatives.
And the interesting thing was that in order to make sure women had
equal opportunities to compete, they stressed a culture of meritocracy.
This transparency of performance ratings was highly appreciated by all employees.
And third, after conducting exit interviews with
thousands of women employees, they combined the learnings
in the life stage approach to talent management at this company.
The first stage involved giving early career stages and
top performers exposure and visibility.
The second stage was about offering flexibility to mid-career managers
by allowing, for instance, extended maternity leaves, transfers, etc.
And a third stage then involved empowering those in advanced career
positions by encouraging entrepreneurs, offering mentoring programs and
placements such as top positions.
So to sum up, this example is clearly not representative for
talent management in India as the IT sector is very special.
It can also serve as an inspiration for western companies though.
However, health, security and
educational issues need to be equally addressed in India.
>> Now we go to another emerging country.
In this case, it's Russia.
Maral Muratbekova my colleague and
professor of Human Resource Management at the Paris campus of ESCP Europe.
We give you some insights into the management of young talents in Russia.
>> Together with Marion Festing from ESCP Europe and
Veronika from High School of Economics in Russia, we
conducted a study on the particularities of talent management in Russian companies.
One of our key findings is that young talents
are becoming an attractive target group for talent management programs in Russia.
Why?
First, young talents cost much less than the senior talents.
Training contracts with young talents are exempt from social insurance payments.
In addition, given the current economic situation it is difficult for
companies to offer sufficiently competitive compensation to attract
senior talents from external labor market.
Second, even in the best universities in Russia,
internships are considered as a formality.
Thus, young talents start their career
during their studies to gain business knowledge and Inexperience.
Their principle job values are learning and development and not high income and
job security.
Companies develop and maintain close relationships with added universities to
recruit and select the best students, and the inclusion in their town
pool is based on a assessment of future potential and adherence to company values.
The companies then provide working students with flexible schedules and
offer sophisticated training and development in order to retain them.
>> The last example is a comparative study which deals with the differences In talent
attraction in Germany and Italy, and focuses on soft skills.
Sochi, a professor of human resource management
at the Turin campus of ESCP Europe.
And Michel associate researcher of the Talent Management Institute, and
head of the Career Service of the Berlin campus Represent this part.
[SOUND] >> Hi, I am Michaela Wieandt and
working as affiliate researcher in the Talent Management Institute.
Within the framework of the Talent Management Institute,
we launch research project about the perception of soft skills,
importance and the corporate environment.
>> In fact, we observed that multinational companies are struggling to develop
leaders and employees able to operate in a fast moving, liquid, and complex scenario.
Obviously, changes in the job market require the development of new skills.
The challenge in talent attraction is to define the right criteria for
identifying the right talent.
Which talents are needed?
Which are the most important soft skills for the job market?
We decided to enroll for our Italian and German HR communities
in the discussion as well as our students at their first working experiences.
In some we involved around 1,500 people and
collected a total number of 400 responses.
Companies considered that the most important soft skills were team working
skills, being committed to work and communication skills.
For students the most important skills included communication skills and
we find commitment to work and analytical skills in the second and third positions.
Hi, I am Chiara Succi, it has been very interesting to compare answers for
Italian and German samples.
The Italians stressed the importance also being professional
etiquette in the first place.
Why the Germans focus on their adaptability to changes.
In addition students perceived that different sectors
required different skills.
In digital and telecom companies,
they found it crucial to be able to tolerate stress.
While in finance and consulting,
the ability to learn was perceived as one of the most required competencies.
There is more for you.
You will find the full report of the research project on this website
of the Talent Management Institute.
It will be published very soon.
Stay tuned.
The presentations of four researchers
from the ESCP Europe Talent Management Institute
have shown the fascinating cultural dimension of talent management.
For more insights into this topic, please see our website.
However, we are not done with intercultural human resource management.
The next part will be intercultural rewards, a very important
field which shapes the motivation and performance of international management.
I am looking forward to seeing you again for this unit.
[MUSIC]
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