COMO IDENTIFICAR A LOS EJECUTIVOS DE ALTO POTENCIAL?

Recomiendo a las empresas que desarrollen un programa formal de gestión de alto potencial para hacer frente a la nueva guerra por el talento en la cual estamos al nivel global. En contraste con el fenómeno de la “clonación de los actuales líderes” las compañías deberían identificar dentro de la propia organización a los empleados con alto potencial en las etapas iniciales de su carrera, permitiéndoles desempeñar su trabajo al máximo de sus posibilidades y crecer paso a paso hacia una categoría profesional superior.

Los datos demográficos señalan que estamos a las puertas de la segunda guerra por el talento a nivel internacional. Las empresas deberían tenerlo en cuenta y poner los medios para atraer, retener al capital humano y, sobre todo, desarrollar el potencial desde dentro de la empresa, creando un programa interno de administración de alto potencial.

Criterios objetivos para identificar altos potenciales

El programa debe estar adaptado a la estrategia de la empresa y en él se deben implicar los altos directivos de la compañía, que formaran un “comité de gestión del talento”, Los miembros del comité de manera conjunta con el departamento de RRHH identificarán y seguirán la evolución de los altos potenciales a través de criterios objetivos que se irán modificando en función de las etapas de la carrera profesional. En este sentido, recomendamos que las compañías empiecen a seleccionar a sus empleados con alto potencial a través de cuatro variables:

Ø  Capacidad de aprendizaje.

Ø  Inteligencia emocional.

Ø  Capacidad de adaptación (flexibilidad, resiliencia).

Ø  Actitud. 

Comunicar abiertamente a un empleado que es de alto potencial

Designar a un empleado como “de alto potencial” es un asunto delicado, que conlleva ciertas ventajas y desventajas. Sin embargo, comunicarlo abiertamente tiene consecuencias positivas en la satisfacción de los trabajadores. La cuestión entonces es cómo debe informarse a esos empleados del potencial que tienen, para que éstos no lo tomen como un compromiso de ascenso inmediato.

Por otro lado, a la hora de identificar a los empleados de alto potencial se puede cometer el error de fijarse sólo en su alto rendimiento. Por eso es conveniente que los empleados de alto potencial estén diferenciados de los de alto rendimiento, el 93% de los empleados con alto potencial lo son también de alto rendimiento, pero sólo el 29% de los empleados de alto rendimiento son de alto potencial. Este dato indica que existe un peligro real si se confunden ambos.

Evaluaciones del empleado de alto potencial

Una vez que se ha evaluado a un empleado, se le ha designado como de alto potencial y la organización ha invertido en su desarrollo, es necesario realizar una medición más detallada al cabo de unos 3 años. A partir de ahí se debe elaborar el plan de carrera y de desarrollo propuesto. Una posterior medición se debería de hacer en torno a los 35-45 años de edad del empleado, para realizar la planificación final y pormenorizada su futura trayectoria. Finalmente, recomendamos realizar otra medición formal para evaluar y verificar si el empleado acabará siendo promocionado a las posiciones de alta dirección de la organización y con qué capacidad. En total, son cuatro mediciones importantes que tendrán un impacto decisivo en la trayectoria de los empleados de alto potencial.

La trayectoria del empleado se debe medir de manera personalizada y flexible, teniendo en cuenta las circunstancias externas cambiantes o las necesidades de desarrollo personal del alto potencial. Además es fundamental que éste reciba el apoyo suficiente y que sea supervisado adecuadamente en su proceso de aprendizaje.

Aceptar el fracaso

Es posible que un empleado con alto potencial se encuentre con dificultades en el camino, de hecho muchos experimentan confusión, frustración y una cierta arrogancia. Por lo general, con cada transición a otro nivel jerárquico u otras responsabilidades existe la posibilidad de que un empleado de alto potencial fracase. Esta situación debe tomarse como una lección de la que aprender, para descubrir sus propias limitaciones y poder reconducir su carrera. La pérdida del “status” de alto potencial no debe ser considerado como un estado permanente, sino temporal.

Remuneración en desarrollo

Aconsejamos a las empresas que consideren el paquete retributivo como una combinación de cuatro elementos:

•     Remuneración.
•  Prestaciones y beneficios.
•  Entorno.
•  Desarrollo.

La remuneración salarial debería establecerse a partir del desempeño, es decir que aparentemente un empleado de alto rendimiento tendría la misma retribución que uno de alto potencial. Por eso, recomendamos establecer para los altos potenciales una inversión en su desarrollo de carrera.

LOS 10 PRINCIPIOS BÁSICOS PARA INTRODUCIR UN PROGRAMA DE GESTIÓN DE ALTO POTENCIAL

1.       Adaptar el programa a la estrategia de la empresa.

2.       Debe responsabilizarse al equipo directivo.

3.       Organizar un comité ejecutivo de alto potencial.

4.       Identificar criterios vinculados a fases de transición.

5.       Mantener separados a los empleados de alto potencial y a los de alto 

          rendimiento.

6.       Comunicar abiertamente el estatus de los empleados de alto potencial.

7.       Utilizar técnicas de centro de desarrollo para identificar empleados de 

          alto potencial.

8.       Gestionar la trayectoria de los empleados con alto potencial de forma 

           personalizada.

9.       Aceptar el fracaso de los empleados con alto potencial.

10.    Remunerar a los empleados con alto potencial invirtiendo en su desarrollo.

LAS CARACTERÍSTICAS DE LOS EMPLEADOS DE ALTOS POTENCIALES

No todos sobresalen en las empresas. Los mejores y los más brillantes suelen ser etiquetados como personas de alto potencial. Muchos colaboradores quieren formar parte de este grupo élite por el prestigio que conlleva y porque es el camino hacia las posiciones más altas en las organizaciones.

Pero ¿qué diferencia a este grupo de los colaboradores del resto del equipo?

Son catalizadores. Tienen facilidad para convocar y energizara otros. Influyen sobre otros para hacer que las cosas sucedan. Son curiosos, hacen preguntas y hacen que otros participen.

Tienen una alta capacidad de aprendizaje y adaptación. Precisamente porque son buenos saben que tienen que seguir aprendiendo para no desfasarse. Son ejecutivos “plastilina” con capacidad para adaptarse y moldearse a las diferentes necesidades organizaciones y agregar valor.

Son constantes con sus resultados a lo largo del tiempo. Se caracterizan por producir resultados sobresalientes en situaciones cada vez más desafiantes, de manera constante.

Tienen alta inteligencia emocional. Se conocen mejor porque continuamente buscan retroalimentación y actúan sobre ella para ser cada vez mejores. Con el tiempo, aprenden el valor de tejer redes de confianza y desarrollar sus habilidades interpersonales para conseguir mejores resultados.

Son proactivos. Son comprometidos, saben que se aprende haciendo. Piden más y mayores responsabilidades.

Tienen proyección. Cuando uno piensa en estas personas, es evidente que estarán en una o dos posiciones superiores en pocos años.

Las empresas apuestan por este grupo de personas y los cuidan. Los promueven más rápidamente, les asignan puestos en otros países, les pagan mejor, los invitan a entrenamientos especiales, les subvencionan maestrías, les dan exposición a la alta gerencia con proyectos especiales, les asignan coachs ejecutivos y mentores, les dan proyectos desafiantes y demás.

¿Mucho?, dirá usted. De acuerdo a las investigaciones, este 10% de personas suele aportar, en promedio, el doble de las utilidades netas que el 80% de los otros colaboradores.

CHARACTERISTICS OF A SUCCESSFUL EXPATRIATE

Pucik and Saba (1998) define expatriate managers as “an executive who is able to assume a leadership position fulfilling international assignments across countries and cultures.”

Yet most companies choose expats based on technical / managerial performance alone. Past behavior may be the best indicator for future behavior when it comes to psychology, but as soon as you cross borders; your usual behavior will yield very unusual results.

Expat leaders have to be culturally aware and open to adapting their style in order to be successful.

Rothwell (1992) defines six characteristics all successful leaders expatriates possess. He defines:

1. “International knowledge“

As “general knowledge about the world and global economy; national information about conditions in a specific country; and business understanding of strategy, process, and leadership style.”

Black and Gregersen (1999) found in their research that companies differ in how they assess candidates, while looking for the following characteristics:

2. “A drive to communicate,”

Which includes not being afraid to use rudimentary foreign language skills and being embarrassed?

3. A “broad-based sociability,“

Which allows expatriates to move out of close expatriate circles and form ties with all kinds of locals?

4. “Cultural Flexibility” and “Cosmopolitan Orientation, “

Which both describe the open mind an expatriate needs to have when experimenting with different cultures, understanding and practicing them. 

The final characteristic is:

6. The “collaborative negotiation style.”

Expatriates need to be aware of the ‘do’s and don’ts’ of international negotiation. For example, people coming from a low context culture like the Germans and Scandinavians appreciate explicit and clear forms of communication, whereas high context cultures, like Spain, divulge less information officially, but tend to be better informed than their counterparts anyway due to informal networks (Leeds, 1994).

These findings were publicized over 10 years ago.

- How does your company choose international assignees?

- Which training programs are in place to allow potential candidates to bridge the gap and obtain necessary qualifications?

EXPATRIATE SERVICES AND TRAINING

Once you have decided to use expatriation and an expatriate has accepted an overseas assignment, several concerns have to be addressed. On the one hand, will the relocation allow the expat and their family to at least maintain their current living standards, and on the other, which training does the expat and their family need in terms of language, cultural awareness, and professional skills for the assignment to be successful.

Since the relocation services vary across the spectrum due to size and resources of the company, let’s take a closer look at the training aspect for now. Leiba-O’Sullivan (1999) identified various cross-cultural competencies a successful expatriate might need. She refers to the KSAO categorization of competencies, which refers to knowledge, skills, ability and other (including interests and personality constructs). She defined knowledge and skill as dynamic competencies that can be acquired through training, in contrast to ability and ‘personality,’ which are stable competencies that may “constrain the potential to develop a skill.”

The questions that have to be raised in this context are whether or not all cross-cultural competencies can be acquired through training, whether every person is equally trainable and are cross-cultural competencies really necessary for successful adjustment. I’ll look forward to reading your comments and thoughts about this. It can be summarized to say, as we have already mentioned in the expatriate characteristics during the selection period, that stable competencies like an open mind and an outgoing nature unafraid of different cultures need to be in place for the cultural nuances to be learned, understood and practiced.

Frazee (1999) suggests that any sort of training should be provided as soon as possible, which means the company and the expatriate can start thinking about training sessions as soon as the expatriate has agreed to go abroad. During the final weeks before the relocation the family will be busy selling the house, the car, saying good-bye to friends and might not be relaxed enough to sit through a thorough training program. Frazee suggests that language training, instead of in the form of intensive courses, should be provided over an extended period of time allowing for the material to sink in. As you know, I believe coaching and similar support services would be most beneficial when viewed the same way, as an equally longer-term process. In any case, the family should have basic conversational skills of how to buy groceries and the polite way of saying yes, no, and thank you. This is especially important for the spouses, as they are the ones left alone during the workday of the expatriate having to get along with everyday life. More detailed classes can be scheduled once the family is in the country.

As for cultural education, classes should provide the profiles of home and host country, pointing out the main differences and similarities. It is also be helpful to prepare the expatriate and the family for ‘culture-shock’ that they might experience, describing the symptoms and providing tools to counteract it (Frazee 1999). The programs I deliver for Cartus’ clients are very well researched and balanced, as they allow for the exploration of personal experiences as well as giving theoretical frameworks that translate across various cultures.

When accepting to go abroad for an extended period of time, expatriates often fear the “out-of-sight, out-of-mind” problem might occur. Companies can counteract this by establishing close communication ties with the expatriate by nominating a mentor from the home office to stay in touch. That mentor can keep the expatriate updated on internal affairs, inform them about job opportunities upon return and generally take care that the expatriate’s name is not forgotten amongst staff in the headquarters. Regular visits can be arranged for the expatriate to show face and be involved in home country business (Allen and Alvarez, 1998). One of the companies I've surveyed, for example, makes use of the Internet and its Intranet by having established an “Employee’s Channel” for the exchange of information and staying in touch between expatriates and headquarters. Also, a “Women’s Club” organizes meeting of expatriate families in the city and welcomes new arrivals.

Bottom line is, careful training and preparation of expatriates and their families is indispensable when trying to avoid an assignment to terminate early because the involved parties were not aware of what was awaiting them. In the long term, the resources invested in pre-departure training are an investment in the successful assignment and a content expatriate that will do his or her best for the company.

EXPATRIATE CANDIDATE SELECTION

Although it is widely recognized that one should not assume a good performer at home would be a good performer abroad, many multi-national companies (MNCs) still select their expatriates on these merits. Other reasons for using expatriates include to develop their potential and preparing them for higher positions within the company, or to transfer know-how during special projects.

Solomon (1998) identified that effective expatriate management seems to follow three general practices:

First, instead of promoting someone “out of the way” or only focusing on their technical skills, successful MNCs look for expatriates to “generate and transfer knowledge” as well as “develop their global leadership skills.” Surveys have shown that expatriates are likely to leave the company after repatriation if they do not feel their newly acquired skills are used to their full potential. They will question the sense of their assignment if the home country management is not interested in learning about the situation in the subsidiary and what the expatriate is contributing to headquarters after his or her experience abroad.

The second practice stresses that cross-cultural abilities should at least be as impressive as the technical skills. Some companies use tests or interviews to see how the candidate reacts when exposed to different cultural behaviors and habits to make sure he or she will be able to adapt. In order to rule out any problems once the assignment is under way, similar tests are taken by the candidate’s family to see whether the spouse and children are comfortable living in foreign surroundings. Language and cross-cultural trainings have also become close to the norm.

The third practice is a “deliberate repatriation process.” It is a widely held belief that repatriation is as, if not more, difficult than the initial expatriation.

Sanchez et al (2000) also mention technical skills, family situation, relational skills and the motivational state of an expatriate to be important factors at the selection stage. They suggest that in order to minimize assignment failure due to family adjustment problems, the company needs to give a realistic preview of what the assignment will be like and then encourage the family members to carry out a self-evaluation whether they feel up for the challenge or not.

At this point I’d like to mention that MNCs are still highly limiting their expatriate candidate pool by not really considering women. Solomon (1998) found that as of 1996, only 14 per cent of the total expatriate population was female. According to her opinion, women are not as likely to even be offered an international assignment, because the top management assumes they would not want to disrupt their family life and because they would face cultural biases abroad. More recent research by Dr. Nina Cole seems to confirm these numbers, as she worked with male expat spouses representing only 10 % of the expat spouse population.

Unfortunately, it is still typically women who are more likely to take care of the family, even though they might be working. Sanchez et al (2000) are of the opinion that female expatriates “need not necessarily experience more frustration than their male counterparts,” which top management should take into account when selecting candidates. Another element stopping women from going abroad is the fact that they are not often found in upper management ranks, from where most expatriates are drawn. Solomon (1998) and Wah (1998) agree that MNCs need to stop assuming women are not interested in going abroad because of their families, but provide the necessary training and cater for specific needs that might occur.

This is exactly the point I would like to stress. When it comes to expatriate candidate selection, aptitude tests can only ever give an incomplete picture. Testing a candidate and their families for personality type or cultural preferences may give an indication of their adaptation predisposition, yes, but they cannot foresee how the person will react in the actual situation, the foreign country, the actual assignment.

Encouraging candidate self-selection is a laudable practice, yet I can’t help but wonder at the inherent absurdity of the concept. “I’ll warn you about everything that can go wrong and tease you with an equal amount of success stories so you can decide whether you want to take the chance or prefer staying at home”? Yes, I’m being sarcastic on purpose here. I know it’s not that simple, for some families a move abroad simply isn’t the best choice. What I mean is, candidate selection and support don’t have to end with aptitude tests.

They don’t even have to end at language or cross-cultural training. If you have a candidate that would be perfect or indeed indispensable for an international assignment, let him or her make the choice under the premise that you the company will support them and their family every step of the way.

After the relocation and destination services are delivered, THAT’s when expats and their families get hit by real life issues, and that’s when they need support the most. This is where expatriate coaching comes in. There is a coaching solution to every problem, including spousal adjustment, career management, or identity crisis.

SUCCESSFUL EXPAT MANAGER PROFILE

The following characteristics of a successful expat manager were written over 20 years ago. Do they still apply today?

According to the “The 21st-Century Expatriate Manager Profile“, written by Cecil Howard and published in the HR Magazine in 1992 (read the full article), successful expat managers have these skills:

Skills:

• Multidimensional Perspective
• Proficiency in Line Management
• Prudent Decision-Making Skills
• Resourcefulness
• Ability as Team Builder

I’d like to add that in countries which are open and indeed encouraging of trial and error, “prudent” decision-making skills may not be as effective as strategic risk-taking.

Resourcefulness can come in many forms – it’s who you know in Communitarian cultures, what you know in Individualist cultures, and what you can do with who and what you know in Achievement oriented cultures.

Managerial Implications / Core Skills:

• Extensive multi-product, multi-industry, multi-functional, multi-company, multi-country and multi-environment experience
  (quote attributed to Ed Dunn, then Vice President at Whirlpool)
• Track record in successfully operating a strategic business unit(s) and/or a series of major overseas projects
• Competence and proven track record in making the right strategic decisions
• Skillful in getting himself or herself known and accepted in the host country’s political hierarchy
• Adept in bringing a culturally diverse working group together to accomplish the major mission and objective of the organization.

All of these core skills need years of practice – and you’re never done developing them. To get yourself known and accepted in the host country, different strategies have to be employed. For example, on the Asian continent it may be best if a senior manager can introduce you. It’s a sign that you come well-recommended and trusted.

Augmented Skills:

• Computer Literacy
• Comfortable exchanging strategic information electronically
• Prudent Negotiating Skills
• Proven track record in conducting successful strategic business negotiations in multicultural environment
• Ability as a Change Agent
• Proven track record in successfully initiating and implementing strategic organizational change
• Visionary Skills
• Quick to recognize and respond to strategic business opportunities and potential political and economic upheavals in the host country
• Effective delegation skills
• Proven track record in participative management style and ability to delegate.

Computer literacy isn’t enough, blogging and social media are all ways of communicating and offering transparent services. Advertising is now done on multiple platforms and new mobile streams. Indeed, technological mobility offers so many ways to engage with the customer. A successful expat manager knows which work in his country and how to leverage their effects.

The participative management style may also not work in all cultures. Some national cultures may influence corporate cultures to resemble that of a family hierarchy and structure. There’s one usually male leader / mentor at the top and he provides clear instructions what and how to achieve while taking responsibility for his employees.

The good news is, there are assessments available to gauge a candidate’s preparedness for an international assignment. In the case of skills gaps, they can be improved through targeted coaching or training. This is why it makes so much sense to involve Talent Management at the strategic level in a person’s international career trajectory.

ALTOS POTENCIALES: ALGUNAS PREGUNTAS CON RESPUESTAS Y OTRAS PARA EL DEBATE

En la “cosa” de la administración del talento, uno de los asuntos estrella es el de la administración de los altos potenciales (AP). Hay que localizarlos, evaluarlos, diseñar un  plan de carrera, retenerlos, desarrollarlos…en fin, invertir hoy para asegurar que contamos con los líderes de mañana.

Constantemente estamos hablando, y escribiendo acerca de este tema, pero a veces tengo la impresión de que hay algunas cuestiones por resolver. De ahí que haya decidido escribir este post, sin ánimos de pontificar, pero sí de intentar aportar algunos elementos fruto de alguna que otra investigación y de mis propias experiencias. Compartirlos y someterlos a sus críticas (constructivas).

Empezando por la definición:

Según la Harvard Bussines Review los Altos potenciales son “individuos que se pueden incorporar a la compañía con un alto grado de confianza en que en el futuro pueden ocupar con éxito posiciones de dirección (“senior roles)”

En general nos deberíamos referir a:

• Un grupo reducido; la élite de la empresa.
• Que van a avanzar en su carrera más rápidamente que sus colegas,
• Dicha carrera está “monitorizada” por recursos humanos, y patrocinada por la dirección.
• Que apuestan por asumir sacrificios personales en áreas de su desarrollo profesional.

Pero ¿cómo son? ¿Cómo reconocerlos?

Después de revisar diversas fuentes,  la lista de características que he identificado en  los AP son las siguientes:

• Son inteligentes, con un tipo de pensamiento sistémico que les permite entender la complejidad de las dinámicas de la empresa.
• Hacen intervenciones incisivas y preguntas difíciles en las reuniones.
• Transmiten la imagen de ser exigentes consigo mismos, y con la organización.
• Tienen una gran fuerza de voluntad.
• Su interés por  trabajar en equipo es variable, sólo cuando es necesario; son independientes.
• Para ellos el trabajo es lo primero, su nivel de compromiso es alto (mientras sientan que pueden desarrollarse en la organización).
• Tienen una gran cantidad de energía.
• Consideran que el “tiempo es oro”, en el día a día, y en la gestión de su carrera. No hay tiempo que perder.
• Son hábiles construyendo su networking interno y externo.
• Demandan (exigen) feed-back sobre su desempeño.

¿Y sobre sus debilidades?

Para ser sincero, en este punto no he encontrado literatura. Así que la aportación se deriva de mi experiencia trabajando con alguno de ellos, bien porque han sido colegas, bien por que como coach he participado en procesos de desarrollo de jóvenes con potencial. Ahí van algunas ideas para discusión:

• Su elevada competitividad puede generar “anticuerpos” en su entorno; a menudo son percibidos como excesivamente ambiciosos.
• Son excesivamente impacientes. Quieren que las cosas sucedan ya-especialmente en lo que respecta a su carrera- pero también en la empresa.
• Les falta cierta empatía. Tienen dificultades para entender que sus colegas pueden tener  una escala de valores diferente, en la que el progreso profesional no es el motor de su motivación.

En mi experiencia, todo esto puede generarles ciertas dificultades en las relaciones internas, que hay que trabajar con ellos.

Las preguntas sin respuesta:

Ahí van algunas cuestiones que me encantaría que los lectores contribuyeran a resolver:

• Hemos comentado que la lista de AP’s suele ser corta, ¿pero ha de ser pública? ¿Hemos de significarlos delante de la organización?
• ¿Cómo administramos a los “elegidos” sin que se conviertan en “los niños caprichosos” de la organización?
• Los AP’s esperan un plan de carrera explícito. ¿Hasta qué punto podemos comprometernos con ellos con organizaciones cada vez más planas, constantes procesos de fusión, y crecimientos más que complicados?
• ¿Qué instrumentos de desarrollo son más útiles (mentoring, coaching, formación, rotaciones,..)?¿Cuáles valoran más los AP’s?
• ¿Cómo nos aseguramos que la inversión que hacemos en ellos redundará en nuestra organización, y no en la de la competencia por que se los llevarán?
• Y…¿Cómo hacemos para que los best performers sin potencial que tenemos en nuestras compañías no se sientan infravalorados en comparación con los AP’s?

Seguro que se les ocurren unas cuantas buenas preguntas más…los animamo a que compartamos preguntas y respuestas.  

Soy un  convencido de la necesidad de trabajar en la incorporación y desarrollo del talento, lo que no me impide  ver las dificultades que entraña su administración. La cuestión es ponerse en ello, e ir avanzando.

MOBILITE INTERNATIONALE: DEUX GRANDES TENDANCES

Quelque 280 DRH de grands groupes français se sont réunis lors des 6ème Rencontres de la mobilité internationale organisées le 25 juin à Paris par le groupe Humanis et Congrès RH. A cette occasion, deux grandes tendances se sont dégagées en matière d’expatriation : la création de hubs régionaux RH pour gérer les expatriés et la demande importante des jeunes pour aller à l’étranger.

Les hubs régionaux RH, nouveaux modes de fonctionnement

Comme l’explique Jean-Pierre Menanteau, directeur général d’Humanis, « un des points forts qui se dégage de ces rencontres est le fait que les groupes gèrent de plus en plus la carrière de leurs expatriés au sein de hubs régionaux ». Un phénomène décrit par tous les DRH intervenant au colloque. Ainsi, explique Stéphane Vallée ,Human Ressources and Sustainability Director de Bouygues Bâtiment International, « nous avons mis en place trois hubs régionaux au sein desquels les expatriés vont bouger en fonction des besoins : Singapour pour l’Asie du sud, Panama pour l’Amérique latine et centrale et le Cameroun pour l’Afrique subsaharienne ».

Cette gestion inter-régionale permet d’avoir des expatriés qui connaissent les pays de la région et coûtent moins chers. Encore que dans ce dernier domaine les choses ont évolué car dans certains pays comme la Chine et le Brésil les cadres compétents sont difficiles à trouver et leurs salaires explosent. Il peut donc y avoir un avantage à bénéficier d’un contrat local dans ces pays. De fait, signale Bérengère de Lestapis, vice-président Compensation & Benefits de l’équipementier automobile Faurecia, « nous comparons maintenant la grille locale de rémunérations et si celle-ci est meilleure que celle du pays d’origine, nous la proposons à l’expatrié ».

Les packages se multiplient

Autre constat : le nombre de packages proposés aux expatriés se multiplie. Package local, package light avec certains avantages en plus du contrat local ou full package classique pour les VIP coexistent. De plus, en Europe, on constate que le phénomène du « commuting » (trajet régulier entre sa résidence et son lieu de travail dans un pays différent) se développe, rapporte Didier Hoff, Partner and Head of Human Capital du cabinet Fidal. Cela peut être source de problèmes avec des expatriés payés différemment dans le même pays. Des politiques d’harmonisation sont mises en place mais on ne peut guère forcer ceux qui sont favorisés à faire une croix sur leurs avantages !

La Chine reste un cas à part. Les Chinois ne sont plus motivés pour partir à l’étranger car il existe beaucoup d’opportunités en Chine. De plus, les Chinois ne veulent pas aller dans d’autres pays de la zone Asie sauf à Singapour. Mais la politique d’expatriation se gère également en fonction de l’histoire du groupe. Ainsi, explique Bertrand Leroux, Exécutive Director Compensation, Benefits and International Mobility de Carrefour, « nous avons en Chine 50 expatriés qui sont là depuis là depuis 20 ans, ils ont des avantages d’expatriés mais sont maintenant payés au même niveau que les cadres locaux. Nous cherchons à motiver ces expatriés pour qu’ils restent ».

Les jeunes veulent partir à l’étranger

« Il s’agit d’un phénomène nouveau : les jeunes sont très demandeurs pour s’expatrier, signale Fabienne Petit, directeur activités internationales d’Humanis. Il leur est souvent proposé un package light et bien souvent ceux-ci ne se préoccupent guère de leur couverture sociale car ils veulent avant tout partir». Selon une enquête réalisée en 2012 par Le Petit Journal en association avec Humanis, il apparaît qu’un jeune sur deux ne se préoccupe pas de sa couverture sociale ni de sa retraite.

Ces jeunes veulent aller massivement au Brésil et à Singapour. Ainsi, constate Gérard Naulleau, professeur à l’ESCP Europe, les étudiants de notre école font majoritairement des demandes pour ces pays alors qu’il existe bien d’autres destinations intéressantes comme l’Afrique, qui est victime de préjugés (c’est au Ghana que sont testées toutes les nouvelles applications des téléphones mobiles !), l’Amérique latine ou l’Europe. « Un poste très intéressant en Suède n’a pas pu être pourvu », déplore Gérard Naulleau. L’ESCP est présent en Indonésie, au Brésil, et au Mexique (à la place de l’Argentine où les activités de l’école ont été arrêtées). Des négociations sont en cours pour nouer un partenariat universitaire en Colombie.

10 REASONS YOUR TOP TALENT WILL LEAVE YOU

Have you ever noticed leaders spend a lot of time talking about talent, only to make the same mistakes over and over again? Few things in business are as costly and disruptive as unexpected talent departures. With all the emphasis on leadership development, I always find it interesting so many companies seem to struggle with being able to retain their top talent. In today’s column, I’ll share some research, observations, and insights on how to stop the talent door from revolving.

Ask any CEO if they have a process for retaining and developing talent and they’ll quickly answer in the affirmative. They immediately launch into a series of sound bites about the quality of their talent initiatives, the number of high-potentials in the nine box, blah, blah, blah. As with most things in the corporate world, there is too much process built upon theory and not nearly enough practice built on experience.

When examining the talent at any organization look at the culture, not the rhetoric – look at the results, not the commentary about potential. Despite some of the delusional perspective in the corner office, when we interview their employees, here’s what they tell us:

• More than 30% believe they’ll be working someplace else inside of 12 months.
• More than 40% don’t respect the person they report to.
• More than 50% say they have different values than their employer.
• More than 60% don’t feel their career goals are aligned with the plans their employers have for them.
• More than 70% don’t feel appreciated or valued by their employer.

So, for all those employers who have everything under control, you better start re-evaluating. There is an old saying that goes; “Employees don’t quit working for companies, they quit working for their bosses.” Regardless of tenure, position, title, etc., employees who voluntarily leave, generally do so out of some type of perceived disconnect with leadership.

Here’s the thing – employees who are challenged, engaged, valued, and rewarded (emotionally, intellectually & financially) rarely leave, and more importantly, they perform at very high levels. However if you miss any of these critical areas, it’s only a matter of time until they head for the elevator. Following are 10 reasons your talent will leave you – smart leaders don’t make these mistakes:

1. You Failed To Unleash Their Passions: Smart companies align employee passions with corporate pursuits. Human nature makes it very difficult to walk away from areas of passion. Fail to understand this and you’ll unknowingly be encouraging employees to seek their passions elsewhere.

2. You Failed To Challenge Their Intellect: Smart people don’t like to live in a dimly lit world of boredom. If you don’t challenge people’s minds, they’ll leave you for someone/someplace that will.

3. You Failed To Engage Their Creativity: Great talent is wired to improve, enhance, and add value. They are built to change and innovate. They NEED to contribute by putting their fingerprints on design. Smart leaders don’t place people in boxes – they free them from boxes. What’s the use in having a racehorse if you don’t let them run?

4. You Failed To Develop Their Skills: Leadership isn't a destination – it’s a continuum. No matter how smart or talented a person is, there’s always room for growth, development, and continued maturation. If you place restrictions on a person’s ability to grow, they’ll leave you for someone who won’t.

5. You Failed To Give Them A Voice: Talented people have good thoughts, ideas, insights, and observations. If you don’t listen to them, I can guarantee you someone else will.

6. You Failed To Care: Sure, people come to work for a paycheck, but that’s not the only reason. In fact, many studies show it’s not even the most important reason. If you fail to care about people at a human level, at an emotional level, they’ll eventually leave you regardless of how much you pay them.

7. You Failed to Lead: Businesses don’t fail, products don’t fail, projects don’t fail, and teams don’t fail – leaders fail. The best testament to the value of leadership is what happens in its absence – very little. If you fail to lead, your talent will seek leadership elsewhere.

8. You Failed To Recognize Their Contributions: The best leaders don’t take credit – they give it. Failing to recognize the contributions of others is not only arrogant and disingenuous, but it’s as also just as good as asking them to leave.

9. You Failed To Increase Their Responsibility: You cannot confine talent – try to do so and you’ll either devolve into mediocrity, or force your talent seek more fertile ground. People will gladly accept a huge workload as long as an increase in responsibility comes along with the performance and execution of said workload.

10. You Failed To Keep Your Commitments: Promises made are worthless, but promises kept are invaluable. If you break trust with those you lead you will pay a very steep price. Leaders not accountable to their people, will eventually be held accountable by their people.

If leaders spent less time trying to retain people, and more time trying to understand them, care for them, invest in them, and lead them well, the retention thing would take care of itself. Thoughts?