International Workforces – balancing global policies with local relevance

Managing an international workforce correctly is key, according to Dina knight, chief people officer for Logicalis. It allows everyone to feel at home, grow, and thrive. It is more important than ever for HR departments today to do it right. With the majority of companies operating hybrid working policies and a growing number of transnational employees, this is an area where everyone can thrive.

The benefits of international workforces to an organisation are enormous, but managing employees across the globe is not without challenges. It is unrealistic to portray a multicultural workforce that functions smoothly and harmoniously if the correct policies and mechanisms are not in place.

HR departments must take into account the cultural and time zone differences when managing teams, while poor people management can lead to other weaknesses. We at Logicalis know that a company must take into account the regional, political and cultural factors when expanding operations beyond national borders to avoid alienation or frustration. To effectively manage international teams, it is important to have a cross-cultural understanding and a good grasp of the impact that policy has on daily operations. Cultural awareness promotes teamwork, collaboration and mutual respect. It also creates an appreciation for different perspectives.

Ensure global policies are fully aligned with local culture

A company’s rewards and benefits system can be adapted to meet the needs of different employees. These policies may need to be implemented globally to ensure equality, but they must also be useful and relevant to the local team. These policies help people feel valued for their work and drive engagement and productivity.

When HR leaders take the time to understand the cultures and pressures that teams face in different parts of the world, they change their tone and focus. They are now focused on ensuring policies are solid and accessible for all teams, regardless of where they work. In America and Asia healthcare plans are a major factor in choosing a company. It is therefore important to consider this. However, in the UK, where state healthcare is free, it is less important.

This is also evident at Logicalis through our commitment to Diversity, Equality and Inclusion (DE&I), around the world. In addition to the Global Inclusion Council which is responsible for providing oversight and governance on diversity efforts globally, policies need to be tailored to suit our local teams. In Australia, for example, we’ve rolled out inclusive training on management in response to employee feedback, while in Germany, the focus is empowerment sessions for females.

Creating a culture of one team

To create a harmonious global workforce, it is important to put the organisational culture at the forefront. This creates a sense unity and camaraderie among teams in different locations. This needs to be inclusive of local differences, but also represent the values of the company as a whole. How can you be sure you’re doing it right?

1. Engage local HR teams. It is important to recognize that when managing a workforce in multiple countries, one size doesn’t fit all. It is crucial to involve local HR teams in this process and find a balance between the global requirements and the local adaptations. At Logicalis for example, we hold monthly calls with the local HR leaders to better understand their issues and ensure consistency within the group. This alignment helps to bridge the gap between global strategies and local implementation, allowing HR practices to be more effective across borders.

2. Encourage conversations across the globe. Working toward a shared goal can give teams a purpose, whether it is a competitive element or an effort to achieve for the greater good. Introduce a shared activity to support employee wellbeing such as the step challenge. A global leaderboard encourages participation and creates a sense community for all teams. Logicalis also encourages teams to work together globally and take a positive part in the communities in which we operate. We have recently had employees teach in an elementary school in Indonesia and a hiking event held in Taiwan. We also sponsored programmes to empower and support female-identifying tertiary student in Australia, by bridging their gap between their studies, and the initial steps towards a career within the technology industry.

3. Establish regular goals and review them regularly: A clear understanding of expectations is essential to team productivity, especially when teams are located in different time zones and countries. Checking in regularly with local teams and global teams as well as individually, helps manage performance and aligns everyone.

In the end, HR leaders must put local employee needs first before creating a global strategy to reward and recognise a global workforce. By embracing the richness and diversity of local cultures, HR leaders can maximise the benefits of intercultural learning across the company, but also ensure that the most valuable employees are rewarded and retained in each market. We can only ensure the success of our company when we strike the right balance.