TALENT MANAGEMENT
diversity might consider setting up and supporting networking interventions that help to integrate all minorities, thereby widening the talent pool for future international mobility. Employees who previously may not have considered an international career can learn from those who have had such experiences, potentially resulting in their increased interest in working abroad. There can also be a role for networks aiming to support specific minorities. Women’s networks that offer support and advice to women entering masculine cultural environments can be extremely beneficial. Women considering undertaking an assignment in such an environment can gain first-hand information and encouragement from other female staff who have already been there. Networks for LGBTQ+ individuals are also known to be particularly helpful in assisting this minority group to learn about the potential environment of their international posting. Organisations can also draw upon employee networks as part
of training and development interventions. Current assignees hold considerable tacit knowledge about their location, cultural and work environments, and other aspects specific to living and working in a different country and organisational setting. Networking can prove particularly useful to individuals to learn more about a potential assignment, to settle in on arrival and to adjust in the first few months of their posting. Facilitating links between employees considering or about to move with current and/or returned assignees can kick-start networking opportunities that augment more formal training. Talent development and career progression can also be
enhanced via leveraging employee networks. Research has shown, for example, that female assignees are concerned about the work- life balance implications of accepting senior expatriate positions. Yet women who have achieved such roles report that these do not necessarily lead to excessive workloads. To encourage individuals to accept senior international positions and potentially improve diversity outcomes across the spectrum of grades available, supporting network links across the grading structure could prove beneficial.
Expatriation in itself is developmental and a series of
assignments provide a greater knowledge and experience base, widening organisations’ talent pools. Networking to learn of project opportunities can help individuals to find out about positions where they can enhance their skills and then use these as the basis for future assignment applications. By supporting such networking opportunities, employers can leverage talent development. Repatriates often suffer from reintegration problems.
Networking with colleagues at home while abroad can help to maintain ties and keep up-to-date with organisational cultural changes taking place. Network contacts can also help the assignee to keep abreast of job and development opportunities. By leveraging this source of repatriate support, organisations can potentially reduce their repatriate turnover and increase repatriate productivity.
MATERIALS AND METHODS Networking is usually considered as a spontaneous activity and so the use of specific materials and methods to drive such an intervention forward sounds strange. But if networks are to run as formal talent management interventions, then the time, costs and media needed must be given consideration. Facilitation might require, for example, office space for face-to-face meetings and access to technology such as teleconferencing facilities, webcams and Internet access, especially for geographically spread networking groups. There are financial ramifications, including the cost of
premises, necessary equipment and specialist IT staff. If formal networks are to operate, these will require management time, with forethought being given to agendas to be discussed. Consideration of any implications of knowledge disclosure and privacy issues is also necessary. The participants involved in formally organised networking groups will also need to take time out from their schedules to attend and there may also be a need for time spent on preparation and feedback. The pros and cons of the coverage of the formal network also
need to be given forethought. The intervention could be operated on a wide, open basis to which all are invited. Alternatively, networks might be aimed at sub-groups. It is important to determine the objectives of the networking intervention and the benefits to be leveraged from it in considering its design and operation. Not all may wish to be involved and thought needs to be given to supporting people’s sense of safety and security in joining a network. Another important aspect is the implications of knowledge
sharing as part of talent management if this is to extend beyond the firm’s boundary. Management accountability will need to be considered both for internal and external networking interventions. While there are a lot of issues to contend with, the benefits of leveraging employee networks can prove considerable.
For tips on talent management, download FREE Talent & Career Management factsheets at
bit.ly/ GMToolkit & Managing Across Cultures factsheets or visit
relocateglobal.com/talent-management
26 | RELOCATE | AUTUMN 2019
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