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1
Adopting an Asian Lens to Talent Development
2nd Annual Evolving Corporate Universities Asia Forum
5 June 2012
Winnie Ng, Community Business
Introduction
2
• A unique non-profit organisation, working with member companies in Corporate Social Responsibility (CSR)
• Key focus areas:
CSR Strategy Diversity & Inclusion
Work-Life BalanceCorporate CommunityInvestment
Introduction to Community Business
3
An Initiative of DIAN
4
Adopting an Asian Lens to Talent Development
5
Asia = Critical Growth Market
6
The War for Talent in Asia and the Leadership Gap in Asia
• Competition from local companies• ‘Right people’ with the ‘right skill sets’• Rapid rate of development
“You have different cultures, languages, the East-West dynamic – all these complications that managers have to be able to negotiate. The people who can handle all of this are few and far between.”
Professor Stephen Dekrey, Associate Dean at Hong Kong University of Science and Technology
“The high growth rates are forcing leaders into managing more people, broader spans of responsibility, sooner in their careers. That does expose some gaps as they arrive at these leadership positions earlier with fewer years of experience.”
Tom Monohan, CEO and Chairman of the Corporate Executive Board
7
Where Are the Asian Leaders?
• Import of foreign talent• Disproportionate representation at senior levels• Asian views not adequately represented at
regional and global levels
8
Where Are the Asian Leaders?
• What does it mean to be Asian?
9
Where Are the Asian Leaders?
China - Senior Management Team
Hong Kong - Senior Management Team
India - Senior Management Team
Regional - Regional Leadership Team
Global - Executive Committee
Global - Board of Directors
0% 10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
60.3%
38.8%
96.6%
28.8%
3.3%
3.2%
Representation of ‘Asian’ in Leadership Positions in DIAN Member Companies
Percentage* Number of Participating Companies: 10
10
Western Bias
• Concern• Bias towards Western
leadership models• Disadvantages local talent• Fails to appreciate strengths of
local talent
11
– Overlooking Talent in the Pipeline
12
Need to Adopt an Asian Lens
CHINA
INDIAHONG KONG
• Focus groups with local HR professionals
• Interviews with global leaders
• Insights from cultural experts
• Case studies from DIAN member companies
Methodology
13
• Key questions:
1. What are the characteristics of Asian talent? What specific strengths can they bring to organisational success?
2. How can companies more appropriately assess and develop leaders in Asia to make sure they are not overlooking key talent?
3. How can companies leverage Asian talent globally?
4. What can companies do to improve the cross-cultural competency of the whole organisation and thus increase global capabilities?
Focus of Study
14
• Part 1: Understanding Asian Talent• Part 2: Appreciating Asian Talent• Part 3: Leveraging Asian Talent• Part 4: Expanding Cross-Cultural
Competency
WN
The Report
15
16
Part 1: Understanding Asian Talent
• Hofstede ‘Cultural Dimensions Theory’• GlobeSmart – 5 Dimensions of Difference
Understanding Asian Talent
17
Understanding Asian Talent
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“Based on your experience, in what ways do you understand Chinese/Hong Kong/Indian talent to be different from Western talent (eg US or Europe)?”
“In your view, what are the top 3 strengths local talent in China, Hong Kong and India bring to organisationals
success or leadership?”
• Communication styles• Concept of ‘face’• Importance of trust and ways of building relationships• Working styles• Family is key• Motivators
Key Differences
19
• Language ability• Regional and international
exposure• Highly driven and a strong will to
succeed• Strong technical and
implementation skills• Local network and relationships• Humility, loyalty and respect
Key Strengths – Hong Kong
20
• Local knowledge• Better understanding of local
clients• Self motivated with the ambition to
succeed• Harmony• Good analytical skills
Key Strengths - China
21
• Ability to manage ambiguity and chaos
• ‘Thinking out of the box’ and entrepreneurial spirit
• Hardworking and ‘can do’ attitude• Relationships• Skilled at collaboration
Key Strengths – India
22
• Raises question:
Understanding Asian Talent
To what extent are the working styles, preferences, and strengths of local Asian talent taken into account as part of the talent assessment and development process in
large MNCs?
23
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Part 2: Appreciating Asian Talent
Appreciating Asian Talent
• Generally agreed that Asian talent is disadvantaged in assessment process• Models rely on self-promotion and strong
communication skills (in English)• Demonstration of competencies that may not
come naturally• Rating criteria do not reflect stage of
development or challenges of local market
25
In what ways, if any, do you think multinational companies need to adapt their approach to assessing Asian talent?
• Important to have a global standard• Need for competency models to better reflect local
context• Address the issue of visibility of talent• Include Asians on your assessment panels• Provide training for assessors and uncover
‘unconscious bias’• Appreciate different communication styles and
approaches – looking beyond English language• Build a solid and trusted relationship• Be sensitive to the issue of ‘face’
26
Recommendations
27
Part 3: Leveraging Asian Talent
Leveraging Asian Talent
1. Invest in Asian talent for the long-term
2. Give Asian talent greater global exposure
3. Provide targeted training and development opportunities
28
What kind of development programmes or opportunities do you think multinational companies should offer to put more Asian talent into the
pipeline for global growth?
Recommendations
1. Invest in Asian talent for the long-term• Proactively manage careers• Assign coaches, mentors and sponsors
29
2. Give Asian Talent greater global exposure• Assign local talent to lead regional or global projects• Offer global rotations or job swaps• Provide opportunities to share ideas at the global or
corporate level• Hold global meetings in Asia• Facilitate ‘face-to-face’ meetings with visiting global
executives• Profile the Asia business
Recommendations
30
3. Provide targeted training and development opportunities• Provide formal development opportunities• Customise training and development programmes• Offer shorter mobility assignments• Expand strategic capability• Focus on development of ‘soft skills’
Recommendations
31
32
Part 4: Expanding Cross Cultural Competency
33
Expanding Cross-Cultural Competency
“How can companies expand the cross-cultural competency of their global leaders – particularly with regard to operating in Asia?”
Recommendations
34
• Send global leaders to spend time in Asia• Hold global events and meetings in Asia• Offer mentoring relationships between global and local• Provide cultural awareness training• Provide practical tips to guide behaviours
35
Concluding Remarks
1. Demonstrate long-term corporate commitment to Asia
2. Recognise the need for a targeted approach to talent development for Asia
3. Examine the data
4. Take steps to understand Asian talent
5. Uncover and reduce bias in the system
6. Identify targeted development programmes
7. Increase the cross-cultural competency of the whole organisation
8. Raise awareness and facilitate discussion
Final Words of Advice
36
37
Q&A
38
Thank You
Disclaimer:All information provided in this document is intended for discussion purposes only, and is not in the nature of advice. Community Business Limited reserves the right to make alterations to any of its documents without notice. All rights reserved. Community Business Limited ©2012.