International Workforces: the balance of global policies and local relevance

Global, Dec 6, 2024

When managed correctly, an international workforce is a place where everyone can belong, grow and thrive. At a time when the vast majority of businesses operate hybrid working policies, and there is a growing trend of transnational workers, it has never been more important for HR departments to get it right. 

Dina Knight, CPO Logicalis

International workforces are hugely beneficial to organisations but effectively managing employees across borders doesn’t come without its challenges. It would be unrealistic to paint a picture of a successful multicultural workforce that works smoothly and harmoniously without recognising the right mechanisms and policies in place to support it. 

Managing teams within different time zones and with cultural differences requires significant consideration for HR departments, while inconsistent people management can exacerbate other areas of weakness. At Logicalis, we know that for a business to expand operations across national borders, it must consider the impact of regional, political, cultural, and social factors to avoid feelings of frustration or alienation. The need for cross-cultural awareness and an understanding of how policy will impact daily operations locally is essential to sustaining and effectively managing international teams. Cultural awareness encourages open-mindedness teamwork and collaboration, fosters mutual respect, and creates an appreciation of different perspectives. 

 

Ensuring global policies fully align with local culture 

The adaptation of a business’s benefits and rewards system is a prime example of a company policy that needs to change to suit the needs of employees in different countries. While these policies might need to be reflected globally for the purpose of equality, they also need to be relevant and valuable to local team members. After all, these policies make people feel appreciated for the work they do and support in driving engagement and productivity. 

Taking the time to consider the local cultures and pressures of teams across the world changes the tone and focus for HR leaders as the focal point becomes ensuring policy is solid and accessible for teams regardless of their location. For example, for employees in America and Asia, healthcare plans are one of the main deciding factors for people when choosing a company to work for so it is important that this is considered, however, for employees in the UK with free state healthcare, this is not as important and so other things would be more appealing and appreciated.

At Logicalis, this is also visible through our commitment to diversity, equality and inclusion (DE&I) across the globe. In addition to our Global Inclusion Council, which has been tasked with providing governance and oversight on diversity efforts worldwide, policies must be adapted to be relevant to our teams locally. For example, in Australia, we have rolled out inclusive management training in response to employees, while in Germany the focus is on empowerment sessions for women. You can read more in our 2024 Responsible Business Report.

 

Creating a one-team culture

The key to creating a harmonious global workforce is ensuring that organisational culture is front and centre. Fundamentally, this creates a sense of unity and camaraderie for teams located in different places. While this needs to embrace local differentiators, it also needs to represent the business’s values as a whole. But how can you ensure you get it right?

 

  1. Always engage local HR teams: When managing a workforce across multiple territories, it is crucial to recognise that one size does not fit all. This is where it is important to engage local HR teams and strike the balance between what is required from a global level and how that can be adapted locally. At Logicalis, for example, our global HR function holds monthly calls with local HR leads to understand the issues they are facing and how we can ensure consistent alignment within the wider group. This alignment bridges the gap between global strategy and local execution, making HR practices more effective across borders.

     

  2. Encourage conversation across the globe: Working towards a common goal can bring teams a sense of purpose, whether there is an element of competitiveness or achieving for the greater good. One example might be introducing a shared activity that supports employee health and wellbeing, such as a step challenge. Introducing a global leader board not only encourages employees to get involved but it also creates a sense of community and a talking point for teams, wherever they are based. Another way we model this at Logicalis is by encouraging teams globally to get together and play a positive role in the communities we operate in. Recently, we have had employees teach at an elementary school in Indonesia, a hiking event in Taiwan and sponsored programmes designed to support and empower feminine-identifying tertiary students in Australia by bridging the gap between their studies and their initial steps into a career in the technology industry.

     

  3. Set regular objectives and review them: Having a clear understanding of expectations and objectives is key to productivity and supporting team culture in any organisation, but that is even more prevalent when teams are based across different countries and time zones. Maintaining a regular approach to checking in with local teams, both individually and as a full global team, and assessing objectives both helps to manage performance efficiently and ensures that everyone is aligned.

     

All things considered, HR leads must prioritise understanding the local needs of employees before they can create a global strategy that truly recognises and rewards a global workforce. Welcoming the differences and richness of local cultures not only maximises the benefits of intercultural development across the business but, crucially, ensures that valuable employees in each market are being effectively rewarded and retained. Only when the right balance is struck can we properly underpin the ongoing success of the company.  Concludes Dina.

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