CALIFORNIA GLOBAL READY ... $123/seat SF May 10 LA May 31 Silicon Valley Irvine SD Aug 10 welcomes GBTA interactive roundtables bring practitioners +subject experts.. meet.. learn..exchange ideas

AmericanTower HRVP LatAm proves ROI MobileTalent DC Mar29+Atlanta Apr11 Register $123; $99/seat 2+ success at Schlumberger Excellent training

MEMO from the Publisher of GBN Media (Global Business News)

 It’s in our DNA

To bring together business people from across silos, from across borders, cultures, time-zones to meet, greet, exchange ideas, learn together,  collaborate going forward.

What a wonderful opportunity!

Bright idea!

Show the world your logo-linked message

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ANOTHER  MEMO   

SO, WHAT ROLE DO WE REALLY PLAY? 

We are in the business of Public Relations for over 40 years; practicing journalists and commercial publishers; and it’s very important to us to say clearly we have not and we do not compete with the industry association, WorldwideERC, in fact we have been supportive since 1979 and we seek further coordination and to be an  “educational additive and wonderful relationship-builder”. We will continue to support the association 100%. 

Global Business News  (GBN) is an independent media company involved with industry corporate relations and continuing professional education, and augmenting people connections. 

EDITORIAL NARRATIVE

Business geostrategy accelerating new workforce development via Global HR BUSINESS PARTNERING  and GLOBALLY MOBILE TALENT FROM AROUND THE WORLD; augmenting ‘global mindset’ and communications across functions and silos; aligning with the business to achieve R-O-I.

VALUES

It’s in our DNA to bring together business people from across borders, time-zones, and cultures to meetup and  exchange ideas while learning new ways to re-skill & up-skill their personal and professional global business IQ.

NEWS & INFO

As journalists and publishers, we source and aggregate industry-related news & info for corporate leadership and practitioners of people/workforce strategy, global talent acquisition, development via cross-border assignments projects; and equally, for the global spectrum of professional service/product providers.

AUDIENCE READERSHIP?  Global Audience, Readership Network Connections: 109,000 ACROSS 2017… 100+ countries and growing. GOOGLE Analytics has independently measured 1.2 million since January 2007

According to GOOGLE Analytics:   95% “corporate  business readership” … functional heads and key managers… workforce strategy, Talent-cycle management (acquisition, development, planning), HR, Benefits, Business Travel, Mobility, Procurement, Learning/OrgDev, and Risk/Security.

READER DISTRIBUTION

According to GOOGLE Analytics:

60% US & Canada;

20% Europe

15% Asia-Pacific

4% LatAm

1% MENA

EUROPE:    April 25-27 Dubrovnik EuRA; May 6 Venice lunch + roundtable + reception; June 11 Stuttgart conference Mercedes-Daimler; June 14 Paris lunch + roundtable + reception; November 27-30 Brussels + 1 other location lunch + roundtable + reception. Get info Publisher@GlobalBusiness.media

We have been asked:
SO MANY MEETINGS…
 Why should we come to ROUNDTABLE?
GOOD QUESTION. 
Here’s good reasons:
Events are authentic training; are different.
Senior-level corporate participants talk about driving engagement, achieving a measurable ROI on talent strategies and people resources, and talk about multiple ways to accelerate development of the new workforce via project assignments that are coached / monitored for performance …so they add value to the business.
Getting to a measurable ROI is key.
This was a hot topic for audience-interaction.
What’s your opinion?

“Great conference in Scottsdale. Thank you! I loved the interaction from the group, and the topics were interesting…” Eric Reed, Aires

“Great event and great group today. Thanks for having me.” 

Allison Gillbreath,

Greater Phoenix Economic Development


“…fabulous job with location, content, speakers, engagement, and hospitality”… Laura Fox
Fox Relocation Services LLC, Scottsdale

It’s all about developing global mindset and nurturing and growing global business relationships


hmmmmm


Media Training by Global Business News…  sound interesting to you?

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DRIVING  ECONOMIC GROWTH with the  NEW  WORKFORCE who strive for  GLOBAL  CAREERS

  to better support longer-term talent strategy

…  skills gaps, info gaps, and talent shortages …

to achieve business ROI

TALENT  LIFE-CYCLE 

converging with 

MOBILITY  LIFE-CYCLE

collaborative team-building across multiple stakeholders
talent, learning, performance, applications

assignee selection, coaching/performance acceleration

prep for next assignment

coach/mentoring the subsequent assignee

team approach rather than a 1-off style

DIGITAL  MOBILITY

Grow your business global

to thrive in the world we will be living in

 

LIVE TRAINING

 INTER-ACTIVE COMMUNITY ENGAGEMENT

Washington March 29  Atlanta April 11  San Francisco May 10  L A May 31 Stuttgart June 11 Paris June 14  Irvine July  Boston July New York & Phil tba   SiliconValley tba San Diego Friday morning August 10  Chicago September   Texas October   Brussels+1 Nov 27-30

Roundtable Paris June 14

Global Business IQ

 luncheon + roundtable + reception

BOOK IT €149 …if 2 €123/seat…if 3+ €99/seat

PAST… HR and Mobility support the business objectives.

FUTURE… People and ‘globally mobile talent’ are the business

REGISTER or review agenda outline, click http://bit.ly/2DwLQPq

Click here to register for CRISIS SOLUTIONS

………………….

TALENT MANAGEMENT and mobility

………………….

COMPANIES and NGOS and FEDERAL

Guest Editorial: European perspective

Is mobility really an opportunity for employees?  

By Olivier Meier, Mercer- Munich

Principal – Helping Companies Go Global; Consulting, Data/Technology to Support Talent Mobility.

Editor’s Memo: Mr Olivier Meier will be a faculty-member on June 11 at the Global Business IQ™  in Stuttgart inside the Museum at Mercedes-Daimler

A better alignment between global mobility and companies’ global talent agenda is a precondition for making mobility truly strategic and help companies achieve a significant return on investment with their international assignments.

Looking at the top talent trends and HR priorities, it is interesting to see the potential synergies and mismatches between the talent agenda and the realities of global mobility.

FIGURE 1 Source: Mercer’s 2017 Global Talent Trends Study

IS MOBILITY REALLY AN OPPORTUNITY FOR EMPLOYEES?

In the 2017 talent survey, opportunity to work abroad is at the bottom of the list of employment aspects that employees perceive as ways to improve their work situation.

This is partly explained by the fact that mobility for less qualified workers is viewed as constrained mobility – i.e. the risk of being the victim of job delocalization as opposed to being offered new opportunities abroad.

The mobility gap between international high flyers and the rest of employees who can be victims of job mobility or are not been considered for international assignments is widening.

This gap has an impact on career progression and might slow down workforce diversity progress (that’s the case with gender parity as discussed in the article about women on assignment.)

The second explanation is that mobility is not always leading to faster promotion in companies despite the hype and declarations of intention (developing leadership is one of HR’s priority and should in theory be supported by global mobility.)

On the contrary, mobility can impact negatively career perspectives by cutting high performers from their peers at the company’s HQ and from their business network or by creating a skill mismatch (skills developed during the assignment might no longer be relevant when back in the home country.)

Furthermore, the absence of global career management coordination could mean that managers might not be even aware of the past achievements of their employees abroad.

Tracking the career evolution of international mobile employees provide useful insights on the real value of international mobility to boost an employee’s career.

Are former expatriates promoted faster (mobility is clearly an accelerator)?

Are they promoted at the same pace as their local peers?

Or slower (mobility is a danger for the employee’s career)?

A disconnection between the official company message about expatriation (expatriation is good for you) and the realities of mobility (I am being passed over for promotion) could lead to attraction and retention issues.

RECOGNIZING THE VALUE OF LATERAL MOVES

Lateral moves (moving between job types as opposed to being promoted in the same type of job) are not viewed positively: only 14% of employees respond that it could improve their work situation.

Yet, the development of lateral moves – and their acceptation by employees – is critical for retention purposes and to improve skills in fast changing environment. The number of jobs at managerial level is limited and not all highly skilled and talented employees can make it to the top.

For a mobility perspective, the impact of this limit is even greater and partly explains repatriation problems. Companies cannot offer a guarantee to expatriates after their repatriation.

There are objectively not enough jobs of a certain level available in every single country. International assignments tend to increase the skillset of international employees and in some case accelerate promotion – but that leads to increased expectations and ultimately to a retention crisis when employees reach the bottle neck in the managerial path.

Lateral moves are important because they can ease the pressure by increasing the number of possible job options for employees.

In a context of fast workplace changes and digitalization, they are a way to develop new skills and maintain employability.

The future of work is about changing jobs and even career paths frequently as opposed to having a linear career progression.

But this kind of flexible career path can only work if there is a greater degree of recognition and acceptance of lateral moves by both employees and management.

From that perspective, finding ways to strategically moving talent within the company is rightly listed as a top HR priority.

…………………………………

YES or NO…

ASPECTS EMPLOYEES BELIEVE WILL IMPROVE THEIR WORK SITUATION

FIGURE 2: Source: Mercer’s 2017 Global Talent Trends Study



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