Aims

This summary:

• Seeks to assist those contemplating an international role.
• Suggests steps which can be taken to develop an international career.
• Describes personal qualities and competencies required of international managers.
• Outlines broader international issues relevant to professionals.

Background

This summary is based on IPD (www.ipd.co.uk) research findings into international management and is set in a broader context:

• The UK and Ireland are already part of a global economy but this globalisation will become increasingly important in the future.
• Globalisation is causing an increase in the number of international professionals.
• Globalisation has relevance for all professionals because:
• many UK based organisations are managing an international workforce
• many employees are employed by firms with headquarters overseas
• increasing numbers of companies employ a workforce based overseas
• fast-growing international economies are proving to be attractive business markets
• there is a trend towards interdependent and multinational business organisations

Viewpoint

All professional managers need to consider the international perspective as an essential part of personal development.

Given international market opportunities, there is a need to:-

• Raise awareness that global responsibilities are widespread.
• Design training which recognises that the distinction between domestic and international human resources is more one of depth than difference.
• Share and improve international career development best practice.
• Provide opportunities for professionals to assess their needs and develop international competence.

IPD research shows that, given the complexity of working across borders, people need strong intercultural and communications skills, resilience, flexibility, ability to handle diversity, knowledge of local conditions, an awareness of strategic business aims and understanding of international business environments.

An action plan

If you work for an international company:

• Join internal international networks.
• Nominate yourself for international training, secondments to community projects or to the organisation’s professional advisers on international practices.
• Offer to set up an international development/research exercise.

If you work for a company which does not operate internationally:

• Develop your business management understanding by working as a line manager and/or taking part in business management training.
• Gain access to the international work of your organisation’s industry/trade association.
• Take advantage of self-development policies.
• Explore the possibility of joining an international development programme of an overseas company.

In your own time:

• Apply for international jobs for feedback on personal strengths and development needs.
• Explore courses with an international dimension provided by universities, business schools and international management centres.
• Learn additional languages through a local college of further education.
• Make use of the many international contacts and activities within associations including conferences, workshops, exchanges and the publication of European journals.
• Keep up to date by reading the abundance of international business literature available.

I Intercultural effectiveness

One of the main issues in international work is intercultural effectiveness.

It is crucial to understand and adapt to cultural differences.

It is essential to recognise, respect and value differences and ensure people work together effectively, whilst balancing differing individual needs.

II Interpersonal and communication ability

Managing other people’s first impressions of you is at least as important in international roles as in domestic ones.

Conveying effective international messages over the telephone, via e-mail and video conferencing, must be taken seriously and can be developed with experience.

Show you are actively listening to people and build trust by giving and receiving feedback from those who do not come from the same culture as yourself.

When visiting or communicating with a distant site you will be viewed as the headquarter’s representative and because of this it is essential to communicate corporate values through your own actions and behaviour.

III Languages

Speaking another language is not essential as English is the international language of business. However, if you work for a French, German or Italian company you may be expected to learn the "mother tongue" of the organisation.

Courtesy is an important aspect of international business and the ability to speak the local language will earn you considerable respect. Speaking another language can help with sensitivity to difficulties in understanding.

Two key skills are required in addition to language skills:

• the ability to look beyond the actual words and understand what the person is really trying to say
• the ability to communicate clearly and simply, and without jargon or metaphors.

IV Managing complexity and diversity

A number of personal skills can help in managing complexity and diversity:-

• seeing the essentials in a mass of information
• keeping goals in mind but responding to multiple interests in pursuing them
• deciding priorities
• making decisions on your own initiative, without having all the necessary information
• Staying well-organised
• Managing time effectively

An ability to use consultants effectively for work with which you are not familiar is also a useful skill.

V Flexibility

Handling complex and unfamiliar situations requires flexibility, and this may mean:

• adapting quickly to new situations
• changing the way a situation is approached
• learning from others and from personal mistakes
• working in ambiguous contexts
• working out how to get things done when the usual help or backup is not available

The flexibility of a partner should be carefully considered when making international career decisions.

Resilience

Working internationally requires resilience and the ability to bounce back. It should be recognised that:

• travel and working long hours in strange situations can be draining
• managing stress is an asset
• a sense of humour and an ability to laugh at yourself are important
• good physical and mental health, physical resilience, mental stamina and agility are prerequisites

As before, the partner needs resilience too.

VI Local country’s application of your specialisation

The level of local understanding will vary according to personal responsibility and circumstance, but knowledge about differences, and questions to ask, will be needed in the following:-

• individuals rights
• industrial relations
• legislative apparatus (e.g current regulations and customs)
• social issues

To know where differences lie and what questions to ask may be skills already present in an organisation but there are also consultancies which have this specialism.

VII Business understanding

There are many advantages in being able to represent the organisation as a whole – not just the function. To do this one needs to have a grasp of the business including:

• key challenges
• critical success factors
• cost and profit drivers
• processes involved in making a product and serving customers
• contributions made to performance by various functions
• policies, strategies and plans
• how to lead and manage change successfully
• how to develop a specialist plan to support business objectives

VIII Understanding the international business environment

There are numerous pitfalls in operating internationally including:-

• expecting to be able to export British ways of doing business without adapting to local circumstances
• de-motivating local staff by imposing Western style management where it is not the practice
• losing out to competitors because of a lack of awareness of the potential opportunities in a country
• incurring wrath by ignoring local interests when closing down a production facility

A breadth and depth of understanding of the international context in which others operate is required, including the:

• pressures and opportunities
• issues and practices in managing staff relocation
• issues and challenges faced by management
• ways in which countries respond to internationalisation
• ways in which economic, social and political factors influence the actions of people

Further information is available from Members of the Institute of Personnel and Development or seek advise from your HR Manager.