Bringing HR and Lines of Business Together: Cynthia and Jack’s Survey and Map Results

SHRM, SHRM2015, Global Business, HR, communication skillsThis is the final post in a series focusing on two personas in a high-tech manufacturing company, the head of HR and the Global Managing Director, using the Rosetta Stone Driving Global Readiness Toolkit to improve the language skill set of the company’s employees and helping to fulfill the strategic goals of both departments.

The first part of the Global Readiness Talent Map focuses on where the company is currently in terms of international presence and where plans have it going next year, three years, and five years from now. Jack fleshes out that information based on current existing plans and the ideas he has for expansion in the next five years. Those plans are subject to change, so any solution he and Cynthia considers would have to be flexible enough to adapt to their needs.

Cynthia plugs in the survey data that focuses on the skill levels of current employees organized by business unit. The language skills of the company’s employees compared to its current needs are lacking. In the languages and cultures they need, only 45 percent rate as sufficient, with 55 percent considered inadequate. The results go down the further in the future the Map projects based on Jack’s information. In five years, the current workforce’s sufficiency will be closer to 20 percent.

At the end of the Map, Cynthia populates the languages and cultures in which training is needed now and will be needed in the future. At the end, Cynthia is given space to make recommendations on how to bridge these learning gaps. She now has a much more detailed view of what the company needs, so researching solutions should be easier.

Considering the current placement of their employees and the drastic scaling that they will need in the next five years, Jack and Cynthia agree on presenting Rosetta Stone as their chief solution. The always-on, online nature of the system means that their far-flung employees can work at the times and places most convenient to them. Scalability is achieved much more efficiently than with some sort of in-person solution, which should help them meet their growth goals in the next five years.

But to provide a personal touch, Jack also starts organizing a mentoring program amongst his road warriors, leveraging the half of the company with sufficient language skills to bring along those who don’t. This also helps everyone broaden their cultural awareness.

With the detailed data accumulated by the survey and the thorough plan that aligns with the growth goals of the company, approval of the plan is a straightforward process. It’s easy to see how the benefits to the company’s growth will outweigh the costs incurred. Jack feels better about his team’s prospects for the future and Cynthia is now consulted on how to better prepare the employees for other upcoming challenges.

Cynthia and Jack worked with our new Driving Global Readiness Toolkit, which has all the tools you need to assess your organization’s language learning needs and plan for addressing those needs.

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