Solving international complexity across People teams

‍Operating in multiple markets means different compliance rules and cultural norms. But somehow, you need to create a coherent People Strategy. 

In this article, our Senior People Partner Bodene Jean talks about managing global consistency and local relevance across international teams. We discuss how to manage the complexity of compliance, reward and recognition across borders and cultures, and how clear principles and shared values are often the key to this.

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Question 1: What are some of the biggest challenges of managing HR across multiple markets?

The big one is employment laws. These vary hugely between countries, as do compliance expectations – what’s required from a policy perspective as well as basic employment law contracts and company insurance. 

Cultural norms are another big one. That can be things like how people give feedback, how hierarchies work and how decisions are made. There can also be differences in benefit expectations, for example the US requires health insurance, whereas Australia has Medicare so health insurance is not a benefit that everyone expects.

Time zone management is also critical. If your HR team is based in Australia but you've got a team on the other side of the world, they might need something on a Saturday and you need to be prepared for that.

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“Start with a global philosophy, then account for local differences.”

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Question 2: When you’re building a People Strategy that spans multiple countries, what needs to stay consistent globally and what should flex locally?

Vision, values and leadership expectations must stay consistent to maintain the core company culture globally. Set these core policies - the baseline around acceptable conduct – and make expectations really clear when it comes to behaviours. 

Performance frameworks should stay consistent. While recognition and reward incentives may vary market-to-market, the baseline needs to be as fair as possible, noting that fairness doesn't always necessarily mean exactly the same.

What can and should flex locally, is cultural norms. This includes communication, tone and language. Be aware of cultural sensitivities and even which days are celebrated from a culture perspective. 

With learning and development, some markets might respond better to in-person workshops, while others might be more geographically dispersed so you have to go with a more digital or blended approach.

Compliance will be regional, based on local tax laws and market expectations.

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Question 3: How can you ensure reward and recognition is fair when measured differently across markets?

You might have a global bonus scheme but the next layer down - the actual benefits and compensation - should be matched to meet the local market. Having someone on the ground that understands market expectations is key to ensuring what you’re offering resonates with employees. 

When it comes to remuneration, if you have access to datasets  such as Aon or Mercer then you can easily set suitable salaries for each market. In lieu of that, you’ll need research to ensure you’re competitive in the local market and to know what potential employees are likely to get paid from another employer. 

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“It all starts with leadership and consistent leadership role modelling.”

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Question 4: How can business principles and shared values be communicated and implemented across different markets and teams? 

It all starts with leadership and consistent role modelling and a cohesive vision. 

While your executive level can sit anywhere, direct reports should be geographically dispersed so that teams have local leaders with an understanding of market needs and team requirements.

Local storytelling also helps build global connections. Use global forums to strengthen empathy and connection between the different locations so it doesn't become completely head office centric - each location and team has a voice.

Company values function like a compass: they point everyone in the right direction but teams will walk different paths to get there. If you've got leaders who are really role modeling those values and principles, then that's what really matters.

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We hope you enjoyed this conversation. Want to hear more from the WRC team? Head to our Articles page where the crew covers more of the most common and difficult People & HR challenges we see every month.

Need a people and culture partner who gets it? Reach out to start a conversation of your own around how WRC can support your team with an upcoming project or ongoing support. 

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