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THE GROWING PAINS OF GLOBALIZING HR

It is a more common scenario than you might think. The corporate HR function of a global organization decided to implement worldwide leadership training without first understanding the needs of its 15 international operations. The company believed the training was necessary to help develop a consistent, global management style. But instead of a smooth rollout, there was intense local resistance that jeopardized not only the leadership training, but also other HR initiatives. In the end, the company had to realign its training goals with those of the local operations, losing valuable time and training dollars. Such HR growing pains are becoming more widespread as companies around the world continue the steady and rapid march toward a truly global economy. Only eight U.S. industrial businesses are likely to be among the 100 largest in the world by 2037--a significant drop from 1955, when 75 of the 100 largest worldwide industrial firms were American, and from 1996, when 24 American companies made the list (see Harvard Business Review statistics in Global Literacies: Lessons on Business Leadership and National Cultures by Robert Rosen, Patricia Digh, Marshall Singer, and Carl Phillips).

Product Code: 76000579E


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