The paper 'Nurturing Global Leadership Talent" is a perfect example of management coursework. Of recent, the area of human resource has become more strategic and more global and hence becoming more significant and crucial to the organization. Despite the fact that not all companies have recognized this, those that are most effective and most admired seems to have acknowledged this fact. As a result, these effective organizations are carrying out their responsibility in the best they can to make their management even more effective. To accomplish this, there are a number of issues that these companies are observing: (a) the responsibilities that the HR departments as well as its HR experts have customarily taken part in have been varying gradually; (b) the proficiencies necessary for the HR experts to carry out these novel responsibilities are as well varying swiftly with spectacular repercussions on the current HR employees and executives; (c) the HR experts are functioning more intimately, in a joint venture with line supervisors, workers, contractors as well as with the legislative body of labor unions, strategic associates along with society affiliates so as to be further successful in running the company’ s personnel; (d) the arrangement of the HR subdivision as well as that of the HR role are being refurbished with an aim of serving different partakers of HR in an enhanced way so as to make the administration of association along with the populace more successful.
As companies throughout the earth develop into a more autonomous, apparent and answerable for their existence and their proceedings, so management is seen not as something that is intense on one individual at the crest, but as a tradition that flows down through an association.
As it has been found from various studies from interviews with Heads of Human Resources in big companies, organizations have become much more focused on the need to develop systematic talent management processes that will identify who are the best performers in their business, which executives have the potential for long-term career development, and how the business can facilitate this process of development. This document draws round a number of the key people challenges facing international organizations today and tomorrow.
It will also examine the role of leadership as well as the key talent issues that need to be faced (Mani, 2007). Nurturing global leadership talent An effective HR plan assists in developing and nurturing global leadership talents. It plays a great role in producing a successful global leader, who ought to have a set of three competency clusters: business acumen, relationship management, as well as personal effectiveness. First, it is important to have a comprehensive understanding of the entire business and an excellent foundation in the professional knowledge and skills needed to do the job.
Second, a global leader ought to cultivate quality relationships to take advantage of the diversity of managers from various cultural backgrounds. Acculturation capability entails the manager’ s ability to integrate into the foreign environment and to adapt to the international assignment. Strong cross-cultural communication skills, relational abilities, and a non-ethnocentric mindset are critical to this adaptation, as are personal characteristics such as emotional stability and the effective handling of stress. Third, developing effective global leadership is as well strongly influenced by the motivation to live abroad.
Global leaders ought to possess the desire and maturity to experience the unfamiliar world around them with an open mind. Geocentric mindset results in a globally socialized manager whose scope and mental geographic context contribute to acculturation ability and effective international management (Vance, Vance & , Paik, 2006 p. 99).
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