There are many management-related challenges that arise during the holiday season, and multinationals need to plan for these in advance. This post explores coverage during the holiday season and how to develop related policies and procedures to lower your company's risks.
Creating a mentally healthy workplace is everyone’s responsibility, but change must start at the top. Business leaders play a critical role in driving practices that promote mental health in the workplace. Here are a few areas to concentrate on when making improvements.
Recruiting, developing and retaining talent are fundamental to the success of any business. And in today’s global economy, where businesses often find they must expand globally to compete, you may have to attract and hire talent in an unfamiliar country. As global HR veterans know, recruiting employees abroad is even more challenging than recruiting at home, largely because related laws and customs vary considerably by country. Before you recruit local nationals (i.e., citizens of the host country) you will need to devise a recruiting strategy that accounts for the laws, culture and market practices of your target countries. This post focuses on some important areas you should consider when developing such a strategy, both to stay on the right side of local laws and to attract top talent.
The UK electorate has spoken, and after a transition period Britain will leave the European Union. Politicians on both sides of the channel must now not only start to develop new policies, they must also set a reasonable tone amidst Brexit-related passions. UK and EU business leaders must similarly manage change in their respective organizations during this uncertain period.
Many global leaders inside and outside HR struggle to understand how they can boost workplace productivity, particularly when managing a global workforce where employees may have vastly different cultural expectations and will be operating under different sets of labor laws depending on their office locations. There is no magic formula for ensuring high employee productivity across borders, but there are a few key ingredients that are essential to promoting the productivity of your global workforce.
Yesterday UK voters decided to leave the European Union. The decision will have serious implications for multinationals operating in the UK. It’s important to keep in mind, however, that any changes resulting from yesterday’s referendum are months away. Now is the time to take a measured approach to how your business will likely operate in a UK that is not part of the EU, basing your strategy on the probable consequences of yesterday’s vote.
The debate on the possible effects of the UK leaving the European Union is in full flow. Those in favor of and those against a “Brexit” are posting statistics to bolster their respective arguments. In truth, leaving the European Union would be unchartered territory for this island nation, and indeed, for those countries remaining in the EU. There are regional implications beyond one country that are difficult to predict. That said, HR professionals should be considering the following areas, which could be affected by the UK’s defection from the EU: Long-Term Planning, Immigration and Employment Law.
As Radius reported last fall, certain public and private sector employees in Sweden are trialing a six-hour workday. Those innovative employers that are trialing the six-hour workday recognize the significant potential of the practice. While there are potential disadvantages to a shortened workday — such as the possibility that the employer might need to recruit additional workers to make up for lost hours — there are also many long-term employer benefits of moving to such a schedule.
This week's Global Glance looks at the trouble with Japan’s salarymen and the struggles of Japan’s working women.
Achieving a balance in the area of family leave is critical for multinationals. HR leaders should ask themselves: How can we develop family friendly leave policies that comply with local labor laws and customs, and encourage a healthy work-life balance, all while ensuring that our growing business remains financially sustainable?
Organizations must ask themselves if their workforces have the skills required for new production methods and client interactions. And industry leaders must ask themselves what new trends and developments are driving what their industries do and how they do those tasks, along with whether their industries are fading or ahead of the curve. We must all try to understand what roles and skills will continue to be relevant and what new roles and skills are likely emerge.
International expansion for young and fast-growing companies is a tricky proposition for a variety of reasons. Uncertainty surrounding revenue, profitability and market position can lead to conflicting priorities between management and board members. Furthermore, responsibility for managing rapid growth is rarely evenly distributed within an organization, and certain teams such as HR, finance and legal may be understaffed and overwhelmed by the administrative burdens associated with international expansion. Regardless of company size or profile, an organization generally decides to expand its international footprint for one or more of the four following reasons.