"The Way to Maximise Global Expertise is by Leveraging Local Understanding"

Jay Chen, CEO, Huawei India on five ways to manage a transnational workforce

Published 4 years ago on Sep 12, 2016 Read
Soumik Kar

Recognise and value uniqueness: In this real-time era, there is a constant need to develop and execute unique ideas to stay ahead of the curve and sustain market leadership. Organisations should realise that employees are the biggest contributors to this aspect. The way to maximise global expertise is by leveraging local understanding and execution. 

Encourage knowledge sharing: Identifying common interests within a culturally diverse employee group ensures closer bonding and promotes interaction. This paves the way for knowledge sharing, which is critical to come up with better solutions and achieve higher level of critical analysis. 

Communicate to engage and motivate: Sustained communication between the organisation and employees is crucial. Employees appreciate being in the loop. It helps them understand the reasons for key decisions and contribute meaningfully towards reaching the goals. Spending time in informal settings and venues encourages team building and trust development. 

Build two-way understanding: The management should actively try to understand the expectations of the employees, especially in a multi-cultural work setting. When working with teams, in a transnational setting, it is also critical that employees understand the purpose of different tasks to ensure smooth operations. 

Adapt inside and outside the workplace: Adaptation is a must. Every organisation needs to be flexible to meet evolving customer needs. When it comes to the workforce, it is about creating an environment that encourages learning and captures the advantages of having  different perspectives on board. 


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