APU Careers Careers & Learning

Managing Across International Borders

By Dr. Marie Gould
Program Director, Management at American Public University

It isn’t easy to extract positives from the prevailing economic climate. But if there is anything that might be perceived as such, it is the bout of soul-searching the crisis has triggered in many organizations. Serious questions are being asked about what strategy and tools are needed to reap the benefits of a globalized, hyper-connected economy.

In the view of Dr. Marie Gould, director of the management program at the American Public University System (APUS), the issues are absolutely critical to their future success.

“The re-tooling process is not just a one-shot business initiative, but also a way of living and surviving,” she explains. “It’s a good thing that these questions are being asked now. The fact is, industries and related businesses are in the midst of transformation as local and world economies recalibrate. Some of the things we did in the past are just not working anymore and a shift is needed to better position organizations for future and sustained growth and success.”

APUS, which is regionally accredited by the Higher Learning Commission, is a leading provider of distance learning, providing affordable, quality online education to motivated adult learners worldwide through American Military University and American Public University.

Recruitment and Business Transformation

This process of business transformation begins with strategic HR planning and recruitment. Right now there is a large pool of potential employees, but this can make it more difficult to draw out the best people for an organization. To help filter out candidates with the highest potential, organizations can employ the use of gaming, hypothetical case studies, questionnaires, social media communities and others. Through these tools, they can identify and engage those with the right skills in a much more efficient way than was seen in the past.

“Sometimes broadcasting an opening is not the best way to go,” Gould explains. “You might hear from people who don’t have the right qualifications or do not fit into the organization. It is best to develop a network of people from around the world, all with their own contacts. These people know what you are about and can be your ambassadors, speaking to potential employees or clients about what your business has to offer. This can help you make the right decision, more promptly.”

The most sought-after skills are much the same as they’ve always been. Strong critical thinking abilities, social skills and technological understanding are key facets for employees of any organization; however, this period of business uncertainty calls for these qualities to be accompanied by a broader, less function-specific perspective. Included among these, are soft skills such as emotional intelligence, situational awareness, and others that help establish a strong foundation for leadership and good decision-making in times of crisis and routine, daily  situations.

“The economic crisis has caused organizations to suffer their own crisis of competitiveness,” says Gould. “You need people who understand the vision and purpose of the organization, who can see the bigger picture and then react quickly with sound judgment. By using technology to automate recruiting processes, organizations can allow people to think more strategically and make more effective hiring decisions. For example, the use of gamification or other exercises during the recruiting process help identify desired soft and hard skillsets based on internal profiles of successful employees. Conducting such an exercise in the beginning of the process lays a stronger foundation for talent and leadership development domestically and abroad.  Whether looking within your home country or across international borders, it is important to communicate with a global perspective in mind. You have to know which cultures are represented in your organization and prospective communities, understand the nuances and not take anything for granted.”

Cultivation process

Once the right individuals are onboard, it is vital that organizations cultivate and develop their skills base. In Gould’s view, mistakes are often made in this area. The motivators and skills coaches are to be found at middle-management level, yet they are often overlooked in favor of senior leadership and those occupying more technical roles.

“Middle management understands what is going on in the trenches and relays that message to the senior level,” she explains. “They can put in place program that make sure the talent is motivated and is still buying into the organization’s mission. To do that, you have to ensure these managers are supported and have the right culture in which to do their job. They can be change agents, the ones who react to a crisis before it breaks.”

Network benefits

Organizations such as APUS are doing their part to help others through this period of transition. They are forging close links with the business community, putting in place the right organizational structure to help develop employees with the right outlook and skillsets.

“Educational institutions are reaching out to the business community and asking, ‘What can we do for you?” Gould explains. “A lot of institutions are forming advisory boards with business people as stakeholders. They can help ensure we have the right learning materials and that our exercises produce the right skillset.

“And there are the students – you might have a class with 30 students, all from different industries and organizations. All can share their ideas about best practice in other countries, industries and companies.”

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