No matter how large or small an organization, whether it works online or offline, its employees will have to deal with a different culture or language at some point. This could be colleagues from abroad who haven’t fully mastered the local language yet, as well as partners, suppliers or customers in another country. Such encounters can be highly rewarding as they offer insights into a different culture and perspective.
Almost all organisations (98%) who participated in the 4th Annual Speexx Exchange survey in December 2015 agreed that good communications are ‘very important’ or ‘important’ for the success of their business. Almost a quarter (24%) thought intercultural differences had a negative impact, while 21% cited lack of foreign language skills among employees.
Transforming learning is the number one priority for delivering business impact, according to a survey unveiled this month by global research and benchmarking organisation, Towards Maturity. This reflects Speexx’s findings from its latest annual Exchange survey, carried out in December 2.
There’s a tendency to do ‘just-in-case’ training rather than ‘just-in-time’ training. In other words, people are given access to learning materials in case they ever need to know what they’re being taught.
Behavior and values are the source of every country’s culture, and are the building blocks for developing business culture. Cultural influences, attitudes and values vary across nations. The range of your knowledge of the culture of your business partners can be crucial when it comes to doing business or not.
We've just published the final edition of our 3 part video guide to help HR and L&D professionals deal with developing a global workforce. ‘How to drive corporate training with big learner data’ gives an insight into how learner analytics benefit organisations in their training programmes and decision-making processes. It also lists practical tips on applying the right metrics and predicting learner behaviour in the future.
The 70:20:10 framework – where 70% of the learning is on the job, 20% from colleagues and 10% from formal courses and reading – is proving an effective tool to support the transition of learning and development to the new world of work. The workplace is becoming increasingly flexible and borderless – the traditional nine to five is rapidly phasing out.