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Adopting an Asian Lens to Talent Development

2nd Annual Evolving Corporate Universities Asia Forum

5 June 2012

Winnie Ng, Community Business

Introduction

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• 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

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An Initiative of DIAN

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Adopting an Asian Lens to Talent Development

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Asia = Critical Growth Market

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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

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Where Are the Asian Leaders?

• Import of foreign talent• Disproportionate representation at senior levels• Asian views not adequately represented at

regional and global levels

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Where Are the Asian Leaders?

• What does it mean to be Asian?

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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

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Western Bias

• Concern• Bias towards Western

leadership models• Disadvantages local talent• Fails to appreciate strengths of

local talent

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– Overlooking Talent in the Pipeline

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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

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• 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

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• Part 1: Understanding Asian Talent• Part 2: Appreciating Asian Talent• Part 3: Leveraging Asian Talent• Part 4: Expanding Cross-Cultural

Competency

WN

The Report

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Part 1: Understanding Asian Talent

• Hofstede ‘Cultural Dimensions Theory’• GlobeSmart – 5 Dimensions of Difference

Understanding Asian Talent

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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

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• 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

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• Local knowledge• Better understanding of local

clients• Self motivated with the ambition to

succeed• Harmony• Good analytical skills

Key Strengths - China

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• 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

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• 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?

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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

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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’

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Recommendations

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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

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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

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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

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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

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Part 4: Expanding Cross Cultural Competency

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Expanding Cross-Cultural Competency

“How can companies expand the cross-cultural competency of their global leaders – particularly with regard to operating in Asia?”

Recommendations

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• 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

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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

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Q&A

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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.