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I have come across two very interesting articles that I would like to share with you.
The first one is from McKinsey. The CEO of Manpower promotes reverse expatriation; by that he means local talent in emerging markets should be sent on expatriate assignments in the western-based headquarters. He argues that “in the war for talent”, the companies that invest in developing their staff will win. Expatriation is one route to take on the journey to attracting and developing local talent.
I agree, I think companies will benefit from developing local talent, rather than only sending the “western experts” to emerging markets (there has to be both). Reverse expatriation happens today, but there could probably more of it. The CEO also argues to “adapt, don’t transplant”, which I find to be wise words. Read all about it here: https://www.mckinseyquarterly.com/Organization/Talent/Beyond_expats_Better_managers_for_emerging_markets_2802
The second article comes from Diversity Executive. Related topic to the above; how to develop local talent – and increase cultural knowledge throughout the company. The angle here, though, is developing through mentoring. They give examples from an insurance company, Aon Corp, that has implemented global mentoring. Aon experiences that there are many advantages to their approach. Have a look at that here:
http://www.diversity-executive.com/article.php?article=1088
Coaching and mentoring are tools that are becoming increasingly common in business and private life. In the example with Aon they refer to it saving training costs. I think that the benefits go deeper than the examples they provide; e.g increased individual self-confidence, and mastery of the topic they receive mentoring on. As a coach and mentor myself, I find it quite amazing to see the ideas and energy that emerge when people are asked the right questions and given time to reflect.
