Silicon Valley GLOBALHR Executive Network, JAN 17, Sunnyvale


2019 business role of the global HR executive 


 to excel in digital era


to further integration with talent management


to better engage, support, and reward for productivity

Connie Wedel, Vice President of Human Resources at the Argen Corporation

Connie Wedel has over two decades of global experience in human resources working for world-leading companies across numerous industries. In addition to being a global HR executive, Connie is an extraprenuer, leadership & career coach, equal rights advocate, writer, speaker, and mom.

She currently serves as the Vice President of Human Resources at the Argen Corporation. Argen is a leading innovator and distruptor within the med device/dental industry. Her smart, business-savvy HR teams continually lead the way to attract, develop, and retain game-changing employees, leaders and teams.

Connie earned a B.S. from the University of Iowa and an Executive Masters in HRM from Cornell University. She holds professional designations of SPHR, GPHR, SHRM-SCP, CEP, and is certified in Cultural Intelligence (CQ) and Emotional Intelligence (EQ). An educator at heart, Connie enjoys teaching Organizational Behavior to business students at the University of California, San Diego. She often writes about or is invited to speak on current HR and diversity
& inclusion topics.

On a personal level, Connie attributes her viewpoints on work and life are grounded in being “born global”. Born in Japan, raised in rural Iowa, married to an immigrant, and has lived and worked all across the US. In her professional career, she has had the priviledge of working alongside amazing businesses, leaders, and employees throughout six continents.

FINLAND: Why have Finns been so successful?

Michael Gates   

A Dutch partner of ours just asked me why, if many Finns are of so few words, they are so successful. He had been posed this question by a course participant, and struggled for an answer.

I wrote a quick list and thought I’d post it here…

  1. Your client seems to equate talking a lot and answering quickly with success. I would argue that a better route to success is to listen, wait, and be economical with words. The Japanese have been successful too.
  2. Reactives tend to do very well academically. Look at academic achievements globally, and East Asians and Finns are usually at the top of the various tables.
  3. Finns achieve a lot very quickly with few words, even if meetings can seem really slow: it’s an illusion. I was 15 minutes late for a meeting recently because my taxi was late. When I got there, I said ‘did I miss anything’ and the chair replied ‘the meeting is over!’ Typical.
  4. They have enormous persistence, grit and guts – Sisu.
  5. They have little ego or narcissism. Manfred Kets de Vries, the clinical psychologist, says he admires Finnish managers more than any others in the world because of this.
  6. They are not deceived by charisma – which can be a dangerous quality for persuading people to do the wrong thing.     HelsinkiHELSINKI
  7. They are realistic and don’t get blinded by exciting (but possibly unworkable) ideas.
  8. They don’t get too carried away by winning, or despondent about losing.
  9. Difficult situations make them try harder, not give up.
  10. They are incredibly reliable, so the boss only has to say something once and people feel empowered to work on their own, with no micro-management.
  11. They are non-conformist, eccentric and inventive mavericks (Linux, Angry Birds?)
  12. They are flexible and can re-invent themselves – Nokia is doing very well these days, without making phones. Used to make toilet paper, tyres, rubber boots. Just keeps changing according to the circumstances.
  13. They are pretty adaptable internationally.
  14. They are calm, and never panic.





In an increasingly globalized world of business transactions, regardless of the current uncertainty fostered by illiberal politicians, the capacity to be effective and successful depends upon one’s cultural intelligence, which goes beyond cultural awareness and the dos and don’ts of behaviors.

It requires a capability to adjust to changing circumstances that are not part of the usual playbook of international business. One’s personal traits for dealing with ambiguity, tolerance of differences, patience, willingness to learn and judge objectively, and listening skills, both verbal and non-verbal are assets to be developed and cultivated.

The knowledge content we expect employees to master has also shifted into a higher gear. In the past, many overseas industry assignments focused on recruiting Americans with specific technical knowledge, while previous experience in the culture was a plus.  These days, US pre-eminence in most sectors is being challenged around the world, and as the increasingly strained issues of sanctions continues to muddle the commercial landscape, overseas staff must be able to reconcile business practices with local sensibilities often influenced by the general political environment. And US workers overseas are not alone; the same applies to foreign nationals in this country, whatever their visa status.

So rather than leave recruitment  to trial and error, a company’s bottom line requires greater attention to recruiting beyond language competence, travel experience, and screening algorithms used by online recruiters. For years, cross-cultural specialists have stressed the importance of pre-assignment training and in-country support. Unfortunately, in an increasingly competitive marketplace, this is becoming a luxury as competitors seem to put people in place who have no problems adjusting and performing abroad. So while there is no “silver bullet” for recruiting the right people for the job assignments overseas and ensuring their success, there are some talismans that can act to insulate human capital hiring staff from making costly mistakes.


I recently participated in an event sponsored by Ed Cohen, publisher of and host of Global Business TalkRadio. His various media platforms bring together experts and practitioners to exchange experiences and insights emerging from their daily activities. Our group on October 4th 2018 at WASHINGTON BELTWAY GLOBAL HR EXECUTIVE NETWORK consisted of experts in transportation and logistics, recruitment, and talent mobility management, to discuss the impact of changes resulting from changes in the global workforce environment.  Here’s more…

The Chair of the Committee on International Trade for the Commonwealth of Virginia, Hampton Dowling, led-off with an overview of how political trends are affecting global business. With his extensive background in international business, he surveyed the impact of changes in US trade policy and regulations, noting that to succeed today requires a broad view of what’s going on in the world and how this affects your business model. This current period of disruption brought about by technology has shifted momentum away from traditional practices and the resulting transformation requires a change in thinking about talent and mobility. He believes that a new vision of business environments is needed to encompass the impact of technology, artificial intelligence, changes in markets dynamics, and evolving consumer demographics.

Samir Bajaj, who has extensive overseas experience with Coca-Cola, Levi Strauss, and high-tech companies, took a look at challenges posed by recruiting millennials. They stay in a job an average of 1.8 years, prefer developmental assignments where they can acquire skills and experience, and don’t have the same emphasis on savings as previous generations. At an average age of 32, 67% of them are homeowners and there will be increasing competition to enlist them into sectors that meet their lifestyle and professional expectations.

He also made the point that being an international company does not mean a global company. An international company is based in one country with operations in others wedded to a specific operational and business model. A global company adapts to its environment and the local management shapes the company’s culture based on the overall vision of the leadership.

So, what did we learn? There are good boutique recruiting firms combining the latest programs for identifying candidates with hands-on face-to-face interviews and survey instruments to give clients a high-degree of certainty that they are making the right hire. Some are featured on the It was helpful that among the most coherent presenters were people who themselves had broad overseas experience, many with government agencies, and have a lot of data to guide their processes.

There was general consensus that companies include two issues on the recruiting agenda: (1) support throughout the assignment including employee return, and (2) the related issue of retention. With many governments around the world emphasizing the importance of hiring locally, companies are challenged to satisfy the partner while hiring effective employees. The hiring pool, at all levels, is increasingly selective, mobile, and talented, which may initially cause “heartburn”, but the success of American companies worldwide should give comfort that there are solutions to the most vexing problems, hopefully!

The bottom line is clear. International competition for qualified human resources requires both expatriate and local labor. With an eye towards having a competitive-edge in recruiting and retention, companies need to rethink their strategies for garnering human capital that both meets their operational needs and contributes to the company’s brand as a preferred employer.

MICHAEL GATES… Vice Chairman Richard Lewis Communications, Associate Fellow Saïd Business School University of Oxford

Michael Gates was a Scholar of St. Catherine’s College Oxford, where he gained an M.A. in English Language and Literature.

He worked for five years in radio before moving to Finland where he helped establish the Finnish office of Richard Lewis Communications, which provides cross-cultural, communication skills and business language training world-wide.

He is now Vice Chairman of Richard Lewis Communications internationally, but also takes an active role as a speaker and trainer.

His clients have included Nokia, Microsoft, the World Bank, Duke Fuqua Business School, Rolls-Royce, the University of Oxford, and the Central Eurasian Leadership Academy.

He is a board member of the Finnish-British Trade Association, and Director of Operations of The English-Speaking Union of Finland.

He has published numerous articles and chapters in books on cross-cultural topics, including in The Telegraph, La Tribune, People Management, and Management Next, the leading Indian magazine for senior executives.

He has five children, and has lived in Finland for more than 30 years.



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