Learning and Globally Dispersed Workforces
Globalization in the marketplace is occurring at an unprecedented rate. Business leaders can now envision opportunities across borders that modern technology and infrastructure have taken from impossible to almost mandatory. Although the strategic drivers for expansion into global operations are obvious, the execution definitely is not. Once new international locations are established, the learning function has to ensure that the newly integrated workforce is functioning with all the requisite intellectual capital to sustain the expansion.
The rapidly evolving set of challenges related to global operations inspired a recent collaborative study between the American Society for Training & Development (ASTD) and the Institute for Corporate Productivity (i4cp). The two teams of researchers conducted a survey on the factors influencing the role of corporate learning in globally dispersed workforces, including barriers to success, best practices, and lessons learned.
Many of the 397 respondents indicate that their organizations already have operations in North America, Latin America, Europe, the Middle East, Asia, Oceania/Australia, or Africa, or that they plan to expand to those regions within three years. In fact, nearly one-quarter of them have workforces that speak more than 10 primary languages overall.
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