In my last post, I shared the trends that are redefining human capital management (HCM) in the U.S. and around the globe.  While all large organizations can benefit from human capital management to drive positive business outcomes, being a global, multinational enterprise places unique demands on an HCM strategy.

Say you’re a global business. You understand the significance and importance of hiring and retaining global talent to drive the best results.  Yet in reality, you may be sending another message to your employees. For example, imagine you are a U.S. employer with offices in Japan and Korea.  You have just hired a sought-after engineer in Japan and one of his first experiences on the job is filling out a new hire document with Anglo-centric formatting. Meanwhile, new training materials are being distributed in Korea, but associates there find them confusing due to solely U.S. cultural references.  Your human resource administration may be giving global employees the impression that they are less relevant to your organization.