news@globalhrnews.com VOL.

5 / ISSUE 1
www.globalhrnews.com US $10

Olga
Stankevicius
Colpo
PRICEWATERHOUSECOOPERS
SOUTH AMERICA

Competitiveness
and Change
Management
Read more on page 10 INSIDE:

Corporate Social Responsibility

Corporate Citizenship Awards
BritishAmericanBusiness, Inc.
Managing Global Vendors
Europe: Linguistic Challenges
Identifying Talent for China
Human Side of Global IT
Travel Security
 PUBLISHER’S DESK

Look What We’re

Doing Now
CORPORATE CITIZENSHIP AWARDS
Presented in New York May 23rd
and London November 28th
COMMUNICATOR OF

We provide you with news & information

THE YEAR AWARDS
Presented in New York May 23rd

Free access • Free download

With deep respect and bulging pride GLOBAL HR NEWS is in the process of determining win-
ning entries and recommendations from industry peers.
In cooperation with a distinguished and independent Judges Committee GLOBAL HR NEWS will
award multinational company programs that...
(1) Prepare employees and families for effective international assignments ... language and
inter-cultural preparedness training, family support, coaching while on assignment, succession
planning and re-assignment planning pre-repatriation; i.e. an increased corporate ROI on the
international assignment;
(2) Foster exemplary goodwill in the international communities in which the company does
business ... (sustainable development--not just profit and ROI, but also immediate and long
term social and environmental consequences of actions)
CORPORATE CITIZENSHIP AWARDS JUDGING COMMITTEE:
PHILIP BERRY, Vice President Global Workplace Initiatives; Corporate Officer, Colgate-Palmolive.
Philip Berry manages global diversity, compliance and proactive efforts to create an inclusive
workplace environment on a global basis.
ANDREW KITTELL, ACS International Schools Ltd. (UK) Andrew Kittell is the Director of
Corporate Relations, ACS International Schools, London, England.
AUSTIN FRAGOMEN, Fragomen Del Rey Bernsen & Loewy, LLP. Austin Fragomen is a Partner
and Chairman of the Executive Committee of Fragomen, Del Rey, Bernsen & Loewy, LLP, the
world’s leading supplier of global corporate immigration solutions.
JUDSON SCRUTON, Director - New York & London - GLOBAL HR NEWS
COMMUNICATOR OF THE YEAR AWARDS
OK, to be truthful we’re not looking for the best bee-esser… we want to know who is the best
you know at making things happen… making difficult issues clearer and easier to manage.
Who is your favorite corporate HR Director? What makes you think the person is so special and
effective? Who is your favorite vendor-service provider? Tell us why.
GLOBAL HR NEWS will announce the winners of these special awards that recognize and honor
companies, departments, Managers, and also sales people and service-providers who do what it
takes to make clients really happy, over and over again. They are the “great communicators”
of our age and we will honor them with a prestigious award.
Come and be involved.

2 Volume 5 / Issue 1
 ADVERTISERS

CONTENTS ACE Relocation Systems . . . . . . . . . . . . . . . . . C3

ACS International Schools Ltd. . . . . . . . . . . . C1
PUBLISHER’S DESK, 2 EUROPEAN PERSPECTIVES AIReS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
AIRINC. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
XPat Moose, 41 Linguistic Challenges, 18
AKA Korman Communities . . . . . . . . . . . . . . . 1
Managing Global Vendors, 22 Alain Pinel, Realtors . . . . . . . . . . . . . . . . . . . . 43
NEWS Alliance Relocation Services . . . . . . . . . . . . . . 47
Identifying Talent, 28
AKA luxury, 34 Animal Land . . . . . . . . . . . . . . . . . . . . . . . . . 34
WORLD TRADE Apartment Services UK . . . . . . . . . . . . . . . . . . 40
Joyce Sharkey joins TMC, 35
Award Superstars Relocation . . . . . . . . . . . . . 35
MSI offers HR services, 38 Integration of South American Companies, 15 Barcelona Relocation Services . . . . . . . . . . . . . 43
Gary Tice, VP Sales, 38 Growth of Brazilian Corporations, 37 Barker Team, The . . . . . . . . . . . . . . . . . . . . . 45
British American Business, Inc., 16 Burgdorff ERA Relocation . . . . . . . . . . . . . . . . 48
Cornerstone wins, 39 C3 Intelligence, Inc. . . . . . . . . . . . . . . . . . . . 45
Employee Opinion Surveys, 40 GLOBAL MANAGEMENT CIRN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
Coldwell Banker . . . . . . . . . . . . . . . . . . . . . . 41
New guide helps HR, 42 Human Side of IT, 30 Colgate-Palmolive . . . . . . . . . . . . . . . . . . . . . C4
Exec Development, 43 CORT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
MANAGEMENT
Diane Turton, Realtors . . . . . . . . . . . . . . . . . . 44
LEGAL Corporate Social Responsibility, 6 DMS Moving Services . . . . . . . . . . . . . . . . . . . 39
News Passport Requirements, 14 Travel Security, 8 Enterprises Group . . . . . . . . . . . . . . . . . . . . . . 5
Equity Corporate Housing . . . . . . . . . . . . . . . 21
Executive Mobility . . . . . . . . . . . . . . . . . . . . . 45
Findlay International . . . . . . . . . . . . . . . . . . . 46
GlobalHRNews 7910 Ivanhoe Avenue, Suite 432, La Jolla, CA 92037
Focul Point . . . . . . . . . . . . . . . . . . . . . . . . . . 12
PHONE 619.787.3100 EMAIL news@globalhrnews.com WEB www.globalhrnews.com
EDITOR & PUBLISHER Ed Cohen DESIGN & PRODUCTION Jill St. Michael Formula Brazil . . . . . . . . . . . . . . . . . . . . . . . . 15
Fragomen Del Rey Bernsen & Loewy . . . . . . . . . 3
©Copyright 2007, by Edwin B. Cohen. All Rights Reserved. Full Circle International Relocations . . . . . . . . . 32
Grospiron Relocation Services . . . . . . . . . . . . 46
HIFX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
ICM (Inter Cultural Management Associates . . 29
Intermark Russia Relocation . . . . . . . . . . . . . . 40
InterRelocation Group, Budapest . . . . . . . . . . . 44

Conferences
Jay’s Paris . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
Kappel & Kappel, Inc. . . . . . . . . . . . . . . . . . . . 44
Living Abroad . . . . . . . . . . . . . . . . . . . . . . . . 24
LSS Relocation Limited . . . . . . . . . . . . . . . . . 45
Map Relocations . . . . . . . . . . . . . . . . . . . . . . 42
LISBON 17 APRIL Meredith McKenzie Relocations . . . . . . . . . . . 43
MoveOne Relocations . . . . . . . . . . . . . . . . . . 33
DALLAS 2 MAY
National EAP . . . . . . . . . . . . . . . . . . . . . . . . . 42
NEW YORK 23 MAY OneWorld Relocation Services . . . . . . . . . . . . 31
Pacific Pet Transport . . . . . . . . . . . . . . . . . . . . 41
LOS ANGELES JULY Pasha Corporate Housing . . . . . . . . . . . . . . . . 36
CHICAGO 3 OCTOBER PMI Expatriate Mail Services . . . . . . . . . . . . . . 44
Relocation Center of Southern California . . . . 43
LONDON 27-28 NOVEMBER Relocations España . . . . . . . . . . . . . . . . . . . . 42
SILICON VALLEY JANUARY ‘08 Stewart Relocation Services . . . . . . . . . . . . . . . 9
StressFree Corporate Housing . . . . . . . . . . . . . 34
RIO DE JANEIRO 20-21 FEBRUARY ‘08 Sullivan Moving & Storage . . . . . . . . . . . . . . . 36
Triplicado Portugal Relocation . . . . . . . . . . . . . 42
PARIS NOVEMBER ‘08
Vandover . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Weidel Realtors . . . . . . . . . . . . . . . . . . . . . . . 46
MORE INFORMATION: www.globalhrnews.com
Willis Relocation Risk Group . . . . . . . . . . . . . 16

4 Volume 5 / Issue 1
GlobalHR News
MANAGEMENT
CSR: Profiting Countries and Companies
by JUDSON SCRUTON, Director - New York & London • GLOBAL HR NEWS
I ncreasingly HR departments are becoming
involved in their companies’ Corporate
Social Responsibility (CSR) particularly in
employee issues such as assuring diversity in
recruiting and formulating policies for sus-
tainability in international communities in
which the companies do business.
But CSR is all over companies’ organiza-
tional charts these days, as global compa-
nies attempt to meet the challenges in
community responsibility, sustainability, and
social change in the 21st century.
Whether in the offices of human resources,
community affairs, public relations, founda-
tions, the CEO, or in their own departments
variously called Corporate Responsibility or
Corporate Social Responsibility - the issues
and programs developed are highly rele-
vant. So relevant, in fact, that some coun-
tries are using CSR as a major way to attract
inward investment. Would you believe
Wales? Wales and social responsibility?
Perhaps the first thought that comes to
mind is centuries of poor mining practices
and generations of miners with black lung
and communities hovering under clouds of
coal dust. Not today. Since the late
1990’s Wales has been governed by its
own National Assembly and is both a
member of the UK Parliament and, as its
own European country, a member of the
European Union. With social responsibility
built into their very constitution, Wales is
involving a dynamic new economy with
strong activity in such sectors as aerospace,
automotive, bio-technology, CRM, med-
ical technologies, opto-electronics, phar-
maceuticals, and renewable energy.
Wales prides itself on its innovative and
socially responsible business leadership.
And so it was that “International Business
Wales” recently held a Wales Week In New
York City and as one of their concluding
events presented an Ernst & Young hosted
6 Volume 5 / Issue 1
panel presentation entitled, “Brave New
World: Global corporate challenges in
community responsibility, sustainability, and
social change for the 21st century.”
The panel of speakers, all originally from
Wales, was a very high profile group includ-
ing: the Rt Hon. Rhodrei Morgan AM, First
Minister of Wales; Guto Harri, the BBC’s
North American Business Correspondent;
Martin Coles, President of Starbucks Coffee
International; Sylvia Ann Hewlett, President
of the Center for Work-Life Policy; and
Hannah Jones, Vice President of Corporate
Responsibility, Nike Inc.
With the BBC moderating the discussion
and the First Minister of Wales providing
the welcome and description of the social
responsibility structure of modern Wales,
the other three panelists described the
strategic and business logic of their com-
panies’ CSR.
Starbucks’ Coles defined CSR as “conduct-
ing business in ways that provide social,
environmental, and economic benefits for
the communities in which we do business
around the world.” He pointed out that
Starbucks now provides health care for all
its full and part time (over 20 hrs a week)
employees and that contracts with their cof-
fee farmers were for 10-20 years.
According to Coles, these long term
arrangements develop motivated employ-
ees and sustainable high level crops that
produce the foundation for Starbucks
extensive expansion around the world.
Starbucks opens two-three new stores a day
and has announced plans to open more
than three times the number of its current
stores to over 40,000 stores worldwide.
The Center for Work-Life Policy’s Hewlett
mentioned that while many top compa-
nies are deeply involved in CSR many, if
not most, have been reluctant to talk
about CSR as they fear that it will be seen
as a sign of weakness. She said this
appears to be changing.
As the publicity increases for these pro-
grams more seem willing to talk about
their CSR and promote it as a source of
strength. She mentioned Starbucks, Cisco,
and Pepsi as examples. She reported on
the study she conducted entitled “The
Hidden Brain Drain,” which documented
that the ambition, talent, and cultural capi-
tal of non-white, non-male, and non-
western executives were not being real-
ized. This study was sponsored by
Citigroup, General Electric, PepsiCo, Time
Warner, and Unilever. Her report says that
several companies such as Ernst & Young
with their “Inclusiveness Awareness
Workshop “ and Lehman Brothers with
their “Walking The Talk” have begun pro-
grams which generate “organizational
change and nurture diversity and succeed
in attracting qualified individuals.”
“Doing good by doing good,” is the way
Hannah Jones, Vice President of Corporate
Responsibility, Nike Inc., explained the bot-
tom line logic of such community affairs pro-
grams as the ones she has help formulate at
Microsoft and Kimberley-Clark before taking
up her position at Nike. She mentioned
that in the 90’s Nike had not taken CSR
seriously and had been very defensive.
Since then she says Nike has come to fully
embrace that CSR is not “risk-management
but is, in fact, an opportunity for corporate
invention and growth.” She said that CSR
is now a direct conversation between
stakeholders and CFOs. Eliminating or
reprocessing manufacturing waste products
is, for example, turning around what was
a $900 million dollar loss, Jones stated.
“Corporate Social Responsibility is a way
for a company to envision its place in the
world, “ she concluded.
This panel made a strong case that CSR is
good business practice both for a country
attracting inward investment and for a com-
pany wanting to improve its bottom line. ■
GlobalHR News
MANAGEMENT
Travel Security:
Why Your Company Needs an Effective International Program
by LAURA WINTHROP, Vice President, Travel Security Services
CONTROL RISKS • Laura.Winthrop@control-risks.com
P olitical instability; terrorist attacks; pan-
demics. These are just a few of the
issues that affect business travel in an
increasingly unstable global environment.
These days the evening news is filled with
stories of evacuation, kidnappings, natural
disasters and airline security alerts. All of
these situations are presented with varying
levels of severity and can each have an
impact on business travel. After 9-11,
organizations realized the need for a com-
prehensive travel security program. With
recent events, the need has become con-
siderably more urgent.
Here is the bottom line when it comes to
travel security:
Organizations have a responsibility to keep
their employees safe while traveling.
Increasingly, companies from all sectors
face a legal responsibility to demonstrate
duty of care towards employees and con-
sumers. Any company found to be defi-
cient in terms of its response to a crisis
8 Volume 5 / Issue 1
could in theory be found negligent for fail-
ing to provide adequate warning, training,
or protection for employees or customers.
If a major incident occurs, can you immedi-
ately find out which employees may be in
the affected location? Do your travelers
have access to 24-hour professional securi-
ty advice both before they travel and in the
event of a crisis? Were they given the
proper information prior to their trip?
If you have travelers going to high risk des-
tinations you need to ensure that the nec-
essary security and travel measures are in
place. To achieve this requires a layered
and procedural travel security policy which
includes authorization, pre-deployment
briefs and on the ground support.
To avoid a costly legal and reputational
fall-out when something goes wrong, it
makes sense for companies to put in place
a proper system: for assessing the risk of a
destination before the employee is sent
there, for monitoring event during the stay,
and for keeping everyone informed of trav-
el schedule changes. They should also be
able to guarantee their workers that in the
event of an incident, everything will be
done to help them and get them home.
The peace of mind a guarantee like this
gives the employer, the employee, not to
mention the employee’s family, is not to be
underestimated. One recent case which
highlights these factors involved a software
consultant who was traveling to Lagos for
the first time. It was arranged that he
would be met at the airport by a driver,
sent by the client, who would take him to
his hotel. But the consultant disappeared.
Finally, after two days, he was found, terri-
fied and injured, outside the hotel -
dumped from passing car. Apart from the
trauma to the consultant himself and its
knock-on effect on other employees and
morale in general, his managers faced the
added expenses of replacing lost tickets,
passport, laptop and valuables.
This incident could easily have been avoid-
ed if the software company had consulted
travel risk experts. They would have
informed the traveler of the need for a
meet and greet procedure in Nigeria and
would have made sure that he had a pho-
tograph of the driver before he left. They
would also have made sure that an itiner-
ary and communication was in place and
that everyone involved was briefed thor-
oughly beforehand.
It is no use waiting until trouble occurs to
institute a company-wide travel policy - a
protocol should already be in place before
sending anyone abroad. These guidelines
should be based on a thoroughly
researched hierarchy of dangerous places
around the globe, so any proposed destina-
tion can instantly be recognized as Low,
Medium or High Risk.
For example, High Risk (Category A) coun-
tries, such as Iraq and Somalia, would come
up as strictly out of bounds to any business
traveler. Medium Risk (Category B) countries,
which might include Russia and Nigeria,
would require prior permission, a compre-
hensive travel briefing and instructions for
special precautions to be taken. And travel-
ers to Low Risk (Category C) countries would
of course need no special authorization.
In addition to timely pre-trip information
and briefings, the most assured way of an
employer keeping employees safe is by
keeping them out of harm’s way. A good
travel tracking program, whether developed
internally or provided by a third party, will
alert and inform security and/or HR depart-
ments that an employee will be traveling to
a “no-go” or to a high risk destination.
This enables the company to prevent the
travel from taking place or choose how best
to keep the employee safe. This will be
especially useful in the event of a pandemic
such as avian influenza. In terrorist attack
situations like 9-11, a tracking program will
allow companies to locate and communi-
cate with their travelers with ease.
If even after all these preventive measures
have been put in place, and an employee
CONTINUED — PAGE 32
GlobalHR News
COVER STORY
The Challenges of Change Management
by OLGA STANKEVICIUS COLPO, Human Resources Services (HRS) Territory Leader
PRICEWATERHOUSECOOPERS, South America • Olga.Colpo@br.PWC.com
COMPETITIVENESS AND CHANGE
MANAGEMENT
In a world of controversies, adversities and
opportunities in a scale of complexity never
seen before, to generate and sustain busi-
ness value is the core expectation of every
shareholder, investor and executive. It looks
like there is an almost tacit agreement in
relation to the components that have to be
present so that the “value generation and
sustainability” effectively occurs.
On the hard side, or pragmatic, we can
place the market, the client and the con-
cept that involves the whole strategy,
structure and management.
On the soft side, there are the team com-
petencies and the leadership ability to align
them in the correct direction to obtain dif-
ferentiated results.
...the core agenda of the leaders is pri-
marily, besides delivering short-term
results, modeling and managing the
changes required to assure sustainabil-
ity and differentiated results; this is
the most natural path to follow.”
10
We can say that the core agenda of the
leaders is primarily, besides delivering short-
term results, modeling and managing the
changes required to assure sustainability
and differentiated results; this is the most
natural path to follow. Migration manage-
ment turns to be the most important theme
in the professional life of every executive
and a central pillar of competitiveness.
It is within this business context that the
change management is defined as the
process of aligning the staff and the organi-
zational culture with the changes occurring
at the levels of business strategy, structure,
systems and processes of an organization.
When it comes to change management,
what makes the difference is not only
“what” needs or has to be done, but
“how”.
While “what has to be done” is easily
understandable and generally based on
logic and good sense, the way we imple-
ment a decision leaves either positive or
negative consequences.
Change management, therefore, is vital to
assure:
1 the sense of responsibility and commit-
ment of the people involved with the
change in progress, or to be implement-
ed,
2 that the implemented improvement is
sustainable and measurable, and
3 the improvement of the capacity to attain
future changes. In summary, change
management prepares the organization
and the staff to quickly and effectively
respond to the daily challenges.
MANAGING CHANGES
A change is always a transition process
between a current situation and a desired
future situation. To cover this process it is
necessary to consider its two dimensions:
organizational and personal. The organiza-
tional change is usually quantifiable, subject
to examination and even to a forecast, and
therefore, it can be planned and controlled.
But changes at individual levels are indis-
pensable and without them organizational
changes become impossible. However,
they are more complex and can not be
controlled nor precisely quantified, fact
that adds an additional complexity for the
change managers to deal with.
Figure 1 (opposite page), exemplifies
these two dimensions and shows some
vital components to achieve success.
A successful management requires the
association of some factors that form a
kind of success formula:
(Successful Change = V + N + T + C + R).
Vision – it is important to have a clear
vision of where we are and why; where we
want to go and why, when, with which
resources and to which risks we want to
be exposed to.
Need – the change has to be imperative
and the current situation can not be an
option. One of the main roles of a leader is
to create “discomfort” with the status quo.
TOOLS AND RESOURCES
Methodology, knowledge, experience and
independence are some of the essential
success factors at planning and implement-
ing changes.
“... the companies go through five-
year cycles on average, which ask for
more important changes than the
usual ones, with the aim to reposition
business, innovate, improve the per-
formance, ensure competencies and
knowledge,...”
Communication and Feedback – It is
necessary to frequently monitor the inter-
nal and external environment and the
power groups, work with ambiguous situa-
tions, communicate clearly and make some
direction adjustments, if necessary.
Reward – A successful change requires
the due recognition of achievements and
progresses and the structure of differenti-
ated systems of rewards and education.
Moreover, there is no change without an
effective sponsorship and many times it is
required the appointment of a specialized
team (change agents) to support and
Volume 5 / Issue 1

FIGURE 1 – ARCHITECTURE OF CHANGE
make the process easier, due to the fact
that people’ s resistance oscillates along
the time, depending on their expectations
and on the quickness and efficacy of the
communication and education process.
LEARNED LESSONS
Change processes happen every day, but
the companies go through five-year cycles
on average, which ask for more important
changes than the usual ones, with the aim
to reposition business, innovate, improve
the performance, ensure competencies and
knowledge, etc.
It is under these circumstances that a good
program of change management produces
the difference between success and failure.
Some of the lessons learned along the
years in management processes are quite
simple and, although not always observed,
can be synthesized as follows, with an
additional warning:
There is no methodology, President, Director
or Advisor capable of making miracles when
the product is not even reasonable.
Without a sponsor (most of times, the
President) the change never occurs.
If the company has knowledge, methodol-
ogy and assigned time, it can change by
itself, without the support of an Advisor
(“make or buy”).
Volume 5 / Issue 1
Many internal groups have competency to
promote effective changes that are not
always legitimized by the company due to
lack of independence.
The daily routine is one of the most signifi-
cant obstacles for transformation projects
conducted by internal groups.
Political aspects and cultural barriers are
the greatest difficulties to overpass.
Whenever the required change is frontally
opposed to the company culture, either
the culture or the change has to be
altered. In a confrontation between culture
and change, generally the former wins. It is
not true to say that modernization projects
may generate unemployment. No job is
guaranteed. Most part of people knows
when they are competent and when they
are dispensable.
In summary, a program of change manage-
ment prepares the organization and the
staff to quickly and effectively respond to
the daily challenges. It is correct to say
that transformation projects demand
painful decisions to be taken by the execu-
tives. In general, these decisions were
known, but hidden or postponed.
The sooner the change starts, the less
painful it will be. But the inspiration for
changing should not be a trend. There
should be a reason, a dream, an ideal to
GlobalHR News
motivate it, or it should be a “business
imperative”.
The pain arising from keeping the current
status should overcome the pain produced
by the fear of changes and the unknown.
CONCLUSION
We can say that the main role of senior
management is to manage the present, to
selectively forget the past and to replenish
for the future. The change occurs exactly
at this process of building up the future
and the business sustainability and lasting-
ness depend on how successful the change
process is carried out.
Everyone can introduce and initiate
changes with relative easiness... but this is
not the real challenge...
The verdict given by the employees and
clients about your capacity of taking them
with you is what makes either a winner or
a loser in the change game. ■
Os desafios da Gestão
de Mudanças
Olga Stankevicius Colpo
Olga Stankevicius Colpo é sócia da
PricewaterhouseCoopers e l’der da área de
Organização e Capital Humano.
COMPETITIVIDADE E
GESTÃO DE MUDANÇAS
Em um mundo de contradições, adversi-
dades e oportunidades e, em uma escala
de complexidade nunca vista, gerar e sus-
tentar valor do negócio é a expectativa
central de todos acionistas, investidores e
executivos. Para tanto, parece que existe
uma concordância quase que tácita quanto
aos componentes que precisam estar pre-
sentes para que a tal “geração e susten-
tação de valor” efetivamente aconteça.
Do lado “hard” ou pragmático podemos
colocar o mercado, o cliente e a concepção
do negócio - que envolve toda a estratégia,
a estrutura e a gestão; do lado “soft” colo-
cam-se as competências da equipe e a
capacidade da liderança para alinhá-las na
direção correta para a obtenção de resulta-
dos diferenciados.
CONTINUED — PAGE 12
11
GlobalHR News
• CHANGE MANAGEMENT –
CONTINUED
Podemos dizer que a agenda central dos
l’deres é principalmente, além de entregar
resultados no curto prazo, modelar e geren-
ciar as mudanças requeridas para assegurar
a sustentabilidade e obtenção de resultados
diferenciados. É esse o caminho mais
genu’no a ser trilhado, onde gerir a
migração passa a ser o tema mais impor-
tante na vida profissional de todos os execu-
tivos e um pilar central da competitividade.
É dentro deste contexto de negócios que
gestão de mudanças é definida como o
processo de alinhamento das pessoas e da
cultura organizacional, com as mudanças
que ocorrem no n’vel da estratégia de
negócio, da estrutura, dos sistemas e dos
processos de uma organização. Quando
se fala em change management o que faz
a diferença não é apenas “o que” precisa
ou deve ser feito e sim o “como”.
Enquanto que “o que precisa ser feito” é
facilmente entend’vel e usualmente tem
lógica e bom senso, o que deixa marcas
positivas ou negativas é o como implemen-
tamos uma decisão.
12
Gerir mudanças é fundamental para asse-
gurar:
1 o sentido de responsabilidade e compro-
metimento das pessoas para com a
mudança em curso ou a ser efetuada,
2 que a melhoria implementada seja sus-
tentável e mensurável e
3 a melhora da capacidade para obter
mudanças futuras.
Resumindo, prepara a organização e as pes-
soas para responder com maior prontidão e
assertividade os desafios cotidianos.
GERENCIANDO MUDANÇAS
Mudança é sempre um processo de tran-
sição entre uma situação atual e uma situ-
ação almejada futura. Para percorrer este
processo é necessário atentar para as duas
dimensões que o compõem, a dimensão
organizacional e a dimensão pessoal. A
mudança organizacional é usualmente
quantificável e pass’vel de verificação e até
mesmo de previsão podendo, portanto, ser
planejada e controlada.
Contudo, mudanças a n’vel individual são
imprescind’veis, sem elas as mudanças
organizacionais não acontecem. Mas,
estas são mais complexas e não podem ser
controladas e nem quantificadas com pre-
cisão, fator que imprime aos gestores de
mudança uma complexidade adicional.
A figura abaixo exemplifica estas duas
dimensões e evidencia alguns compo-
nentes vitais para obtenção de sucesso.
Uma gestão bem sucedida requer a com-
binação de alguns fatores, que constituem
uma espécie de fórmula de sucesso:
(Mudança bem Sucedida = V + N + F + C + R).
Visão - é necessário ter-se uma clara
visão de onde estamos e porquê e para
onde queremos ir e porquê; em qual
dimensão de tempo, com que recursos,
que riscos queremos correr.
Necessidade – é necessário que a
mudança seja um imperativo e que a situ-
ação atual não seja uma opção. Uma das
principais funções de um l’der é criar o
“desconforto” com o status quo.
Ferramentas e Recursos – Metodologia,
conhecimento, experiência e independên-
cia são alguns dos fatores cr’ticos de
Volume 5 / Issue 1

sucesso para planejar e implementar
mudanças.
Comunicação e Feedback – É necessário
monitorar constantemente o ambiente
interno e externo, os grupos de poder, tra-
balhar com situações amb’guas, comuni-
cando com clareza e fazendo, se
necessário, alguns ajustes de rota.
Recompensa – Uma mudança bem suce-
dida requer que seja dado o devido recon-
hecimento às conquistas e progressos, e
que sejam estruturados sistemas diferenci-
ados de recompensa e educação.
Adicionalmente, uma mudança não acon-
tece sem um efetivo patroc’nio e muitas
vezes requer a alocação de equipe especial-
izada (agentes de mudança) para apoiar e
facilitar o processo uma vez que a resistên-
cia e o compromisso das pessoas oscilam ao
longo do tempo em função de suas expec-
tativas, da prontidão e também efetividade
do processo de comunicação e educação.
LIÇÕES APRENDIDAS
Processos de mudança acontecem e acon-
tecerão a cada dia, mas todas as empresas
passam por ciclos, em média a cada cinco
anos, que requerem mudanças menos cor-
riqueiras que as do cotidiano para reposi-
cionamento dos negócios, para inovação,
para melhoria do desempenho, para asse-
gurar competências e conhecimento,etc. É
nesta circunstância onde geralmente um
bom programa de gestão de mudanças é a
diferença entre o sucesso e o fracasso.
Algumas das lições aprendidas ao longo
dos anos em processos de gestão de
mudança são extremamente simples, por
isso mesmo nem sempre respeitadas,
podem ser sintetizadas abaixo com um
alerta adicional:
1. Nenhuma metodologia, Presidente,
Diretor ou Consultor faz milagre quan-
do não se tem um produto razoável.
2. Se a mudança não tiver um
Patrocinador (que na maior parte das
vezes é o Presidente), nada acontece.
3. Se a empresa possuir conhecimento,
experiência, metodologia e recurso de
tempo alocado, ela pode mudar sozin-
ha sem apoio de um consultor (“make
or buy”)
4. Muitos grupos internos têm competên-
cia para efetivar mudanças, mas nem
sempre são legitimados pela empresa
Volume 5 / Issue 1
FIGURA 1 – DIMENSÕES DAS MUDANÇAS
por não terem independência.
5. A rotina do dia-a-dia é um dos maiores
entraves para que grupos internos con-
duzam projetos de transformação.
6. Aspectos pol’ticos e barreiras culturais
são as maiores dificuldades a serem
transpostas.
7. Quando a mudança requerida é diame-
tralmente oposta à cultura da empresa,
ou de muda a cultura ou se muda a
mudança. Num choque entre cultura e
mudança, usualmente a primeira vence.
8. É falso dizer que projetos de modern-
ização podem gerar desemprego.
Ninguém tem garantia de emprego. A
maior parte das pessoas sabe quando
são ou não competentes e quando
podem ser “descartáveis”. Quando são
tratadas com dignidade e a empresa se
preocupa com sua empregabilidade
podem aprender e recomeçar - em
qualquer idade.
9. É verdade afirmar que projetos de
transformação “obrigam” os execu-
tivos a tomarem decisões dolorosas,
que usualmente já eram sabidas, mas
ocultadas ou postergadas.
SOUTH AMERICAN CONFERENCE
20-21 February 2008 • Rio De Janeiro, Brazil
more info: www.globalhrnews.com
GlobalHR News
10. Quanto mais cedo começar, mais tênue
será a dor da mudança. Mas não se
deve ir atrás de modismos; deve-se ter
uma razão, um sonho ou um ideal ou
ser um “business imperative”. A dor de
manter o status-quo deve ser maior do
que a dor do medo da mudança e do
desconhecido
CONCLUSÃO
Podemos dizer que o papel principal da
alta administração é o de gerenciar o pre-
sente, esquecer seletivamente o passado e
reabastecer-se para o futuro. E, é nessa
construção de futuro que a mudança acon-
tece e de seu sucesso depende a sus-
tentabilidade e perenidade de negócios.
Todos podem introduzir e iniciar mudanças
com relativa facilidade .... Mas que esse
não é o verdadeiro teste ...
É o veredicto dado pelos funcionários e
clientes sobre a sua habilidade de levá-los
junto com você que o tornam um vencedor
ou um perdedor no jogo da mudança! ■
NOTE: Change Management
en Español, go to page 46
13
GlobalHR News
LEGAL
US Issues New Passport
Requirements for Travel
into US from Western
Hemisphere
by AUSTIN T. FRAGOMEN, Partner and Chairman of the Executive Committee
and NADIA YAKOOB, Attorney
FRAGOMEN, DEL REY, BERNSEN & LOEWY, LLP
International travelers should be
aware of new documentary require-
ments for admission to the United
States. These new requirements are
part of the US government’s broader
efforts to enhance border security and
ensure document integrity.
Effective January 23, 2007, individuals
traveling by air to the United States
from Canada, Mexico, the Caribbean,
Central and South America, and
Bermuda will be required to present
valid passports or other acceptable
travel documents when entering or re-
entering the United States.
The new passport requirement is the
first phase of the Western Hemisphere
Travel Initiative (WHTI), a two-part
security program that will eventually
extend the passport requirement to
travelers by land and sea as early as
January 1, 2008. The Western
Hemisphere is comprised of the
United States, Canada, Mexico, the
Caribbean, Central and South America
and Bermuda.
Previously, citizens of the United
States, Canada, Mexico and Bermuda
generally enjoyed waivers of the
requirement to present a passport
when entering the United States from
within the Western Hemisphere. U.S.,
Canadian and Bermudan citizens were
not required to present a passport
when entering from the Western
14
Hemisphere as long as they provided
satisfactory evidence of their identity
and citizenship. Mexican citizens arriv-
ing in the U.S. at air ports of entry
from a contiguous territory needed to
present only Form DSP-150, the com-
bined B-1/B-2 visa and Border Crossing
Card (BCC). All other foreign nationals
seeking entry into the U.S. through air
ports of entry were required to present
a valid unexpired passport issued by
the traveler’s country of citizenship.
As of January 23, these passport
waivers ceased. Beginning on that
date, all individuals, including US citi-
zens, who are entering the United
States by air from any part of the
Western Hemisphere must present
either (1) a valid passport; (2) a NEXUS
Air Card or (3) a Merchant Mariner
Document (MMD). The NEXUS Air
Card is issued pursuant to the NEXUS
Air Program, an airport border clear-
ance pilot project that allows pre-
screened, low-risk travelers to be
processed quickly by U.S. and Canadian
border officials. Note that the NEXUS
air card will be accepted only if pre-
sented at a participating NEXUS port.
The MMD, also known as the “z-card,”
is issued by the United States Coast
Guard to merchant mariners and can
be used as a travel document only
when presented in the course of offi-
cial maritime business. Members of
the United States military, when travel-
ing on official orders, may continue to
present their military ID and orders for
entry into the U.S.
Travelers entering from U.S. territo-
ries, including Puerto Rico and the
U.S. Virgin Islands, are not required to
present a passport to enter the United
States.
Other Western Hemisphere countries
that also waive the passport require-
ment for nationals of countries in the
region may begin requiring valid pass-
ports for admission. Passport require-
ments may also be enforced to ensure
that the foreign national has the nec-
essary documents for completing his or
her departure. Airports and carriers
who permit individuals to board an air-
craft for travel to a destination for
which they do not have the required
admission documents are levied penal-
ties. Although these countries have
not yet announced plans to change
their entry requirements, changes in
response to the US WHTI are possible.
Human Resources professionals who
are responsible for facilitating or moni-
toring the movement of international
personnel should remind managers
and employees of the new passport
requirements for travel into the United
States from the Western Hemisphere.
As a conservative measure and in antic-
ipation of any changes in other
Western Hemisphere countries, individ-
uals traveling to any Western
Hemisphere country should travel with
a valid passport.
Copyright ©2007 by Fragomen, Del Rey, Bernsen
& Loewy, LLP ■
come to
LONDON
November 27-28, ‘07
10th Anniversary
International Conference
www.globalhr news.com
Volume 5 / Issue 1

WORLD TRADE
Integration of South America Service Companies
by RICARDO UBIRACI SENNES, Partner-Director,
RICARDO CAMARGO MENDES, Executive Director, and PAULA PEDROTI, Project Manager
PROSPECTIVA CONSULTORIA • Tel: +55-11-3816-3636
Brazilian Consulting Firm on International Affairs • www.prospectivaconsultoria.com.br/eng/
S outh American “integration” as a focus
of Brazilian external policy has promot-
ed great debates and discussions.
On one side there are specialists who are
vehemently against this strategy alleging
that Brazil must have broader and more
developed markets as targets like the
North American and European markets.
And on the other side of the argument are
the ones who defend the concept of
regional integration and they actively seek
to promote an ambitious political agenda.
Unfortunately, this agenda is faced with
difficulty and does not progress due to the
economical and political incapacity of
some countries.
Volume 5 / Issue 1
However, a recent research financed by the
Switzerland Agency for Development and
Cooperation indicated that both parts
seem to be wrong about this issue.
Researchers interviewed 65 multinational
companies including North-American,
Europeans, Japanese, and South American
companies that operate in the service and
industry sectors in three or more different
countries in the South American region.
PURPOSE OF STUDY
Purpose of the study was to analyze and
understand better, from a private-sector per-
spective, the main obstacles for South
America business integration to happen
faster and better, and suggest ways to make
GlobalHR News
this integration possible. Researchers looked
at the impact of logistics, financial and the
energy services with respect to the integra-
tion of operations (from a service-user per-
spective), and they looked at the barriers to
integrating services.
Their first conclusion contradicts the oppo-
nents of the regional integration. From the
multinational companies’ point of view,
South America has increasingly been per-
ceived as a single operational area. Ninety
percent (90%) of interviewed companies
classified the importance to operate as very
high (36%), high (13%), or average (41%).
Among those companies the ones consider
as “very high” the importance to operate as
integrated in the region are Latin American
companies whose integration process starts
from South America region, and from the
Iberian companies (Portugal and Spain)
where South America is the strategic target
to their international operation.
The study indicated 31% of the inter-
viewed companies operate regionally when
CONTINUED — PAGE 24
15
GlobalHR News
Background Screening for the Global Valuing Your People
Marketplace: Security and HR Challenges
NEW YORK — BritishAmerican Business’s most recent Human
Resources Roundtable focused on “Background Screening for the
Global Marketplace: Security and HR Challenges.” We were
delighted to welcome Richard Reibstein, Partner, Wolf, Block
Schorr & Solis-Cohen LLP, (assisted by his colleague, Russ Adler),
and Van Robins, Business Development Manager, Background
Screening, Kroll, as panelists. The panelists looked at a variety of
questions, including:
• How does domestic and international background screening
affect hiring strategies?
• How does a company keep any information that is gathered
secure, and avoid a breach?
16
It is an accepted management maxim that we are all operating in a
global environment.
However, relatively few companies attempt to make the changes
that have the longest and most lasting effect on their business;
changes to their most valuable (and often expensive) resource ñ
their people. If employees are the most valuable asset, why isn’t
more spent on their move (and their family’s) into a different cul-
ture? It is getting better, but still is nowhere near enough.
MAKING A SUCCESS OF RELOCATION
We all accept that a manager who is trained in the ways of different
cultures is useful to building a new business, closing an old one, or
making new partners. The question is how we create them.
Programs moving people from the US to the UK, in particular,
Volume 5 / Issue 1

• How does this affect international assignment planning?
• Do issues of background checks and personnel information secu-
rity impact global organizations working with the EU and their
data privacy restrictions?
Both panelists pointed out the need to do one’s due diligence
while ensuring that the latest employment and privacy laws are
being complied with, because not doing so will leave a company
vulnerable to a host of potential problems and liabilities. As both
Reibstein and Robins asserted, there are a variety of different
screenings that can be done, and a company will want to look at
the time, labor and cost involved before deciding on certain types
of screenings. For example, a consumer report (credit report) might
be sufficient in terms of screening of a lower level employee, but
not a c-suite hire. However, Reibstein noted that potential employ-
ers must be aware of the permissible purposes of consumer
reports, because what may come up as a red flag on a report may
not be admissible as grounds for not hiring a potential employee.
Robins described only a few of the variety of techniques and options
a company has when screening a potential candidate. These include
screenings for:
• Social security numbers
• Criminal records
• Education and employment histories
• Credit reports, etc.
In an international context, some of these same screenings are
possible, of course provided that they are Data Protection Act and
Safe Harbor compliant. Education and employment histories are
screened/verified, along with professional qualifications and mem-
berships, and other public records (e.g. criminal records and credit
histories) as permitted by local laws.
Many thanks to panelists, Richard Reibstein and Van Robins, for
leading such an interesting discussion, to Wolf Block Schorr for
hosting the roundtable, and to DBM and Korn/Ferry for their
generous sponsorship of the roundtable.
Lynda Spielman
Chair, BritishAmerican Business HR Roundtable
Global HR Consultant
BritishAmerican Business, the leading transatlantic business organi-
zation dedicated to helping its member companies build their inter-
national business, organizes three Human Resources Roundtables
per year. Senior human resource executives from BritishAmerican
Business member companies gather to discuss relevant and timely
issues in HR. For more information on BritishAmerican Business or
the roundtable contact Katharine Vergel at kvergel@babinc.org or
log on to www.babinc.org. ■
Volume 5 / Issue 1
GlobalHR News
can be very challenging. Their success rate is not very high (up to
40% are said to fail to deliver objectives successfully) because
often times their cultural differences are more subtle: people
assume that because they speak the same language and dress
similarly the US and UK must act the same. If only it is worth-
while understanding what the business practices are in different
areas of the world. For example you should never use a handker-
chief in a Korean meeting; you should not stand very far away
from the person you are talking to in Saudi Arabia. We can all
understand these obvious examples, but the changes needed go
deeper and as with the UK/US are not so obvious.
The new global manager needs to understand, amongst other
things, how to negotiate, how to avoid or manage conflict and,
perhaps most importantly, how to get the best out of a team that
is not of their own culture.
IMPACTING THE BOTTOM LINE
If you do plan to move employees overseas then make sure that
you do your homework first.
• Get the assignee and family up to speed with the country to
which they are moving. Find out what the new view of time is,
of organizations, the norms of negotiation, the view and under-
standing of success?
Then the real work starts:
• Begin a training program with the assignee. You should look to
answer all the basic issues of daily life in that country and try to
understand which ones will be big issues. This is just as applica-
ble in the workplace.
• Apply what has been learnt. The expat should keep a set of
notes with situations that happen and understand why they hap-
pened. Could they have done anything differently? Create the
constant of trying to find new ways based on what they have
learned.
If a program is executed, the chances of a successful relocation are
greatly increased. Teams will be more efficient and it will be easy to
see the impact on the bottom line and the meeting of business
objectives.
BritishAmerican Business, the leading transatlantic business organi-
zation dedicated to helping its member companies build their inter-
national business, offers Cross Atlantic Relocation Services (CARS)
programs. These cross-cultural training programs are customized to
meet members’ business needs. Members meet with an expert
external consultant at their convenience. To book a consultation or
find out more about the service contact Katharine Vergel at
kvergel@babinc.org or log on to www.babinc.org. ■
17
GlobalHR News
EUROPEAN PERSPECTIVE
Europe:
The Linguistic Challenge
by DAMIEN O’FARRELL, Marketing and Sales Manager
ENTERPRISE GROUP
E urope has always been a cornucopia of
countries filled with traditions, customs
and many different languages. It has been
erroneously said recently that within this
continent there is an “old” and “new”
Europe, however, nothing could be further
from the truth as the entire European con-
tinent is made up of countries that are all
individually steeped in history and all with
languages that go back hundreds if not
thousands of years. Rightly so there has
been a resurgence in the protection of
some of Europe’s minor languages as these
represent the identity and soul of its speak-
ers. For this reason, given the number of
languages spoken within Europe, it would
be right to say that Europe faces a certain
challenge when it comes to its linguistic
prowess – it has certain major languages,
other languages that are ever becoming
more important and this diversity can cer-
tainly be a daunting task when it comes to
anyone who wishes to do business or live
in Europe.
Let’s go inside the magnificent continent of
Europe and its myriad of languages
Europe is made up of fifty-six countries,
even if, a few of these are actually fully or
partially geographically located in Asia.
Twenty seven of these countries as of
January 1, 2007 are full members of the
European Union. Within these fifty six
countries there are several linguistic groups
that account for the many different lan-
guages spoken in Europe.
Let’s look at these linguistic groups in more
detail:
ROMANCE LANGUAGES: Romance lan-
guages are spoken to a lesser or greater
extent in south-western Europe, although
they are also spoken in Romania and
18
Moldova that are located in Eastern
Europe. Romance languages are spoken in
the following geographical areas of
Europe: Italy, Spain, Portugal, France,
Romania, Moldova, the French-speaking
areas of Belgium and Switzerland, as well
as the Romansh and Italian-speaking areas
of Switzerland. All of these languages
have their origins in Latin.
GERMANIC LANGUAGES: These lan-
guages are spoken for the most part in
north-western Europe as well as some
parts of central Europe. This area is made
up of: Norway, Denmark, Sweden,
Germany, Great Britain, Ireland, the
Netherlands, Austria, Liechtenstein,
Iceland, most of Switzerland and the small
areas of Finland, Italy, Wallonia.
SLAVIC LANGUAGES: These languages
are spoken in Central, Eastern, and South-
eastern Europe. This area is made up of:
Bosnia and Herzegovina, Belarus, Croatia,
the Czech Republic, Bulgaria, Macedonia,
Montenegro, Poland, Russia, Serbia,
Slovakia, Slovenia, and Ukraine.
URALIC LANGUAGES: These languages
are divided into three groups, two of which
are spoken in Europe. The Finno-Permic lan-
guages are spoken in Finland, Estonia, a
part of Sweden, Norway, Latvia and the
European part of Russia. The Ugric lan-
guages are spoken in Hungary, and parts of
Romania, Slovakia, Serbia, Ukraine, and
Siberia. The two groups make up the Finno-
Ugric part of the Uralic group of languages.
ALTAIC LANGUAGES: These are spoken
in Turkey, Azerbaijan, the northern part of
Cyprus (only recognized by Turkey), parts
of Bulgaria, Greece, Macedonia, and
Romania and among the large Turkish
communities found mainly in Germany,
France, and Belgium.
BALTIC LANGUAGES: The Baltic languages
are spoken in Lithuania and Latvia. Estonia’s
official language belongs to the Finno-Ugric
group of languages, even though, it is con-
sidered a Baltic state geographically.
CELTIC LANGUAGES: These languages are
spoken in parts of Ireland, Scotland, Wales,
Spain, and France and have seen a great
resurgence recently in interest and usage.
OTHER LANGUAGES: In addition to the
main language groups described above,
there are even other languages spoken in
Europe and these include: Greek,
Albanian, Maltese and the Basque lan-
guage which is spoken in southern France
and northern Spain.
DO YOU SPEAK EUROPEAN?
This plethora of languages can sometimes
be overwhelming especially to people who
come from a monolingual country where
doing business is done in one language
only. Up until recently, doing business for
example in America was done primarily in
English and it was unheard of to print mar-
keting materials in another language or
hire bi-lingual staff. This is now all chang-
ing and companies if they want to reach
the burgeoning Hispanic population espe-
cially in the states of Florida, Arizona,
California and Texas are now finding that
without bilingual staff and printed material
in Spanish they run the risk of losing a lot
of business to competitors that have put
these sharp business tools in place.
The necessity to speak other languages to
sell and buy products in Europe has been a
daily part of doing business in Europe for
centuries. Even the British are realizing that
in the Europe of today, speaking English is
not enough to have an edge considering
that their European cousins especially in
Scandinavia and the Benelux countries have
a great command of English and can easily
communicate in a business environment
without any difficulty.
The European Union will soon have twenty
one official languages and each of these
languages is vital if you are looking to do
business in the country where the language
is spoken. Smaller countries are no longer
content to have to make the effort to speak
English in a business context especially
when they are the buyers. More and more
CONTINUED — PAGE 20
Volume 5 / Issue 1
GlobalHR News
• LINGUISTIC CHALLENGE – CONTINUED
they are demanding that their languages
be taken seriously and learnt by anyone
wishing to do business with them. This pro-
tectionism also comes from the fact that
the smaller countries in Europe don’t want
to have their languages swallowed up by
the big players such as English, French, and
German. In addition to this, the European
Union actively works to promote the wider
knowledge and use of all its official lan-
guages throughout the union.
Learning another language in Europe is
essential for professional growth and opens
up the possibility to being able to move
even more freely within the single market.
The ability to understand and communicate
in more than one European language is
without a doubt becoming more and more
important for anyone who desires to work
or do business within the union. In addition
to this, learning another language encour-
ages people to be more open to others, it
improves cognitive ability, and enhances the
learners’ mother-tongue skills.
HOW DO YOU
LEARN ANOTHER LANGUAGE?
Language schools play a vital role in help-
ing individuals to become multi-lingual.
With the right combination of language
and pedagogical skills they can unleash an
enthusiasm in people for languages that
can last forever.
The role of the language school today is
about more than just teaching languages.
Schools nowadays need to prepare chil-
dren to be open to other cultures and peo-
ple and must assist business professionals
to communicate congruently and effective-
ly in another language thus allowing them
to meet business targets and objectives.
There is an old adage that people would
rather be entertained than educated and
this has never been more so than in today’s
language teaching market. Most people
are put off learning a new language
because the lessons that they have taken
up to now have been dull, monotonous
and totally without focus. Today’s new
breed of language teachers have taken on
the role of edutainer and must bring to the
lessons energy, advanced language teach-
ing skills, as well as the capacity to teach in
an entertaining fashion. Lessons taught by
20
such professionals will increase considerably
the students’ desire to learn and will accel-
erate the learning process dramatically.
Adults learn languages in exactly the same
way as a child. First they must understand,
second they must begin to speak using the
words they have learnt and understand,
and the final and third part is they must
begin to write in the new language.
Successful language teaching focuses on
helping the student to speak the new lan-
guage as soon as possible, therefore, trans-
lating must be avoid for two reasons if the
student is going to learn the new language
effectively. First, the student must be
encouraged to use the new language and
not the mother-tongue. This assists the stu-
dent in getting used to the new language
right from the start. Second, just like a badly
tuned radio that allows you to hear two sta-
tions simultaneously, each language must
enter the brain on its own “frequency”.
Otherwise, the syntax in the new language
will resemble that of the mother-tongue.
This can cause potentially embarrassing situ-
ations for the student as word order can
change dramatically the meaning of a sen-
tence from one language to another.
Another essential part of effective lan-
guage teaching is for the teacher to avoid
correcting the student while they speak.
Students who are constantly corrected by
the teacher lose their confidence very
quickly and never really make progress due
to the never-ending interruptions. Instead,
the teacher should make a note of the dif-
ficulties that the student is experiencing
and address these with suitable exercises
and/or tasks in the next lesson.
Teaching a new language should follow a
“building blocks” approach in that it should
not introduce the more difficult aspects of
learning a language until the student has
grasped the basics. Otherwise, the teacher
runs the risk of discouraging the student
and once that happens it can very difficult,
if not impossible, to motivate the student
again. One would never try to build the
second floor of a house without first laying
the foundation and building the other
floors. Language learning must follow the
same process if it is to be successful.
A serious and competent language school
with have a series of established bench-
marks that will demonstrate it the student
is making progress or not. Usually after
every thirty hours of tuition the student(s)
should receive detailed didactic feedback
form the school’s director of studies outlin-
ing the challenges and proposed solutions.
If these teaching guidelines are followed,
the student will learn the new language in
the shortest time possible and in the most
enjoyable manner. This ultimately means
for the company and/or individual that the
economic and human investment have
been utilized to the maximum.
EUROPE: A CONTINENT OF
OPPORTUNITY
As the European Union expands, Europe is
becoming more and more the world’s
largest economy and presently has an esti-
mated GDP of 13.4 trillion USD. And with
almost 500 million inhabitants it repre-
sents great opportunities to entrepreneurs
and multinationals alike. However, one
should never underestimate the challenges
of Europe with regards to its linguistic
diversity. Take a flight of one hour in
Europe and you will probably be a country
that speaks a different language form the
country that you left.
The companies that will be most successful
in Europe are those that provide their
employees with quality language training
services. These courses should also be pro-
vided immediately to the staff that they
relocate from another country. There is
nothing that bonds managers more with
their local staff than showing that they are
making an effort to learn the local lan-
guage. It is a simple gesture, but pays
enormous dividends.
It is not just companies that benefit from
investing in language training. Individuals
that take the time to learn other languages
will find that in the job market in Europe
they will be highly sought after and will be
offered very attractive salary and benefit
packages. Many companies in Europe are
often willing to overlook academic qualifi-
cation in lieu of strong linguistic abilities.
While it is true that Europe is a challenge
when it comes to doing business due to its
diverse cultures and languages, it is also a
haven of art, beauty, and history. For those
CONTINUED — PAGE 32
Volume 5 / Issue 1
GlobalHR News
EUROPEAN PERSPECTIVE
Managing Global Vendors
by NINO NELISSEN, President
EXECUTIVE MOBILITY GROUP (Amsterdam and New York)
Nino.Nelissen@executivemobility-group.com
Editor’s Note: Nino Nelissen is a tax lawyer by nature. In the past,
Nino worked with two Big 4 firms. After resigning as a partner in
one of these firms, he built Executive Mobility Group, a group in
which professionals focus on an integrated service delivery of tax,
relocation, immigration and assignment management solutions.
An important element in his practice is to assist clients in optimis-
ing their cooperation with service-providers. In this article, Nino
gives you some important tips and insights, gained during his
career as a service-provider. He says that working with service-
providers is crucial to many expat managers and the difficult part
is, however, that this often proves to be quite challenging. For
example, here are some issues: how to balance insourcing versus
outsourcing; how to balance cost and quality; recognzing the
need for working with global providers.
Managing foreign secondments often is a highly complicated mat-
ter. To you as an assignment manager that means that you seek
to outsource part of your work to third party vendors. Most com-
mon examples are, tax immigration and relocation management.
Often, these third parties are organisations where highly special-
ized individuals are working in the field of employee mobility on a
full time basis. Therefore, at first glance, there is no need to
worry. However, often working with a third party shows come dis-
appointments, and the chosen service model regularly turns out to
be not as good as was anticipated: it is too expensive, or there is
insufficient added value.
There are many reasons why the selected vendors do not perform
as good as expected. It is crucial to have a proper understanding
of potential causes for such disappointments in order to create the
best outsourcing model to a particular company. In this article, I
will address some of the most striking examples. I limit myself to
the following topics:
• The myth of global firms
• Staffing engagements
• Economic aspects
• Inflexibility of networks
• Communication
• Hidden cost in outsourcing
• Best practices
THE MYTH OF GLOBAL FIRMS
An easy way to select a service provider is choosing a ëglobal’ firm.
This concept is, however, often a myth as in many businesses no
truly global firms exist. Large firms operating under one name many
times are a combination of local or regional firms, working together
as a member of a particular network. Even in, for example, Big 4
22
firms. Therefore, each member firm has its own responsibilities.
This shows in many fields. However, the most obvious are however
when it comes to financial aspects as well as staff requirements.
When you negotiate or re-negotiate a contract with your lead client
service partner, this is often a challenge to both parties. Also to the
service provider as the outcome of your discussion binds the global
team. Local teams have their own responsibilities, and therefore a
reduction in fees that is often “dictated” by the lead client service
partner may, for example, lead to less time spent on your engage-
ment. Even without you experiencing it right from the onset.
Also, when it comes to the requirements that need to be met by
team members we see differences between member firms of a
particular network. When clients prefer to have a contact at man-
ager level in each country, they will experience that each member
firm has its own specific requirements for this particular rank.
STAFFING ENGAGEMENTS
Staffing is a big concern to service providers. All firms track their
efficiency. This is normally done by allocating a certain hourly
rate to particular consultants, and then determine what the total
cost of the services have been. They make their money by having
strong progressive hourly rates – the more experienced a consult-
ant, the higher the hourly rates. When this system is implemented
right, it helps creating an optimal allocation of resources to an
engagement from the service provider’s point of view. This struc-
ture is often referred to as a “pyramid structure”: a small top and
a broad base.
A pyramid structure has certain strong disadvantages to a buyer.
First of all, the buyer often needs to deal with a junior staff mem-
ber. This makes it difficult to get a quick answer to a small ques-
tion. Second, the larger the team, the higher the chance that your
contact is not aware of all relevant information. When communi-
cation is not 100%, staff members with the service provider may
miss out on the big picture. Third disadvantage of the pyramid
structure is the fact that clients pay for the internal education of
young staff members; when they know all information on client
and gather sufficient professional know how, they grow in their
careers and in their job level. As their careers progress, the clients
need to start working with successors, and will eventually be faced
with the bill for getting these successors up to speed.
Besides from the pyramid structure, specialization can have strong
disadvantages too. Service providers often choose for an approach
with highly specialised consultants. Although there are strong bene-
fits to dealing with experts, this implies that many consultants loose
Volume 5 / Issue 1

sight of the overall picture. They become only involved in solving
their one particular need, without looking into others. An immigra-
tion lawyer may, for example, create the best solution from his point
of view. However, this may create difficulties from another perspec-
tive, like individual or corporate tax.
A third aspect that requires attention from a staffing point of view
are the international skills of consultants. Many consultants rely on
foreign colleagues to come up with the right planning in those loca-
tions. This is a good thing, as they are experts in their field.
However, to come up with state of the art planning, a consultant
must not only have in dept knowledge of legislation in his or her
own country, but also have (access to) basis know how in the other
jurisdiction. When you are, for example, a US company and you
are hiring a service provider, therefore do not just ask questions to
check the know how of your provider on US matters, but also on
foreign matters. When they cannot give an indicative answer with-
in, say, 15 minutes, you may have encountered a typical case of a
consultant that cannot help implementing a global solution in an
efficient way. Therefore, always ask your service provider what
training is offered to its staff, how much time is spent on training
and what the curriculum of these trainings are.
A fourth concern in staffing engagements is turnover of staff.
Always ask for figures in this respect. Staff turnover implies ineffi-
ciencies on an account. Below it is explained that any inefficiency
will, sooner or later, be invoiced to a client. As a result, turnover
of staff (either as a result of people leaving the firm or as a result
of changes within client service teams) costs you money, one way
or the other. And, the higher the turnover of staff, the more costly
a provider will be.
ECONOMIC ASPECTS
In almost all cases, firms sell “billable hours”, either directly to a
client, or indirectly as a way to administer how efficient they have
worked. Engagement managers need to meet realisation targets:
the overall turnover on a particular engagement needs to reflect a
certain percentage of the cost allocated to time spent. When calcu-
lating the overall realisation of an account, most firms consider infor-
mation over several years.
In the long run, therefore, you always buy time spent – regardless
whether you have made arrangements to be billed at hourly rates,
or be billed at fixed fees. The engagement manager will always
strive to reach the realization target he or she needs to make.
Discounts, credits, etc. are always reflected in realization, and will
often have to be paid back in the end, one way or another. Even
proposal time is sometimes charged to a code, and some consultants
offset these cost against future revenues, resulting in the client pay-
ing for time invested by the service provider to win an engagement.
How good you negotiated your fees, discounts and losses are, gen-
erally speaking, never taken indefinitely. You always have to
remain on the look out for moments where a service provider may
want to recover past presents to you.
Final comment I want to make on the economic aspects of running
engagements relates to deep discounts that are often offered to
clients. The market situation, pressure from procurement and/or
Volume 5 / Issue 1
GlobalHR News
the idea of adding a particular company at the list of clients is
often a trigger to agree on highly reduced fees. Such reduction is
always given for a reason. As mentioned before, the principal goal
is to recover such discounts. This can be done in various ways,
two most important of these are discussions on the scope of serv-
ices and fees for one-off consultancy projects.
First of all, the scope of services. In a tax practice, for example, it
is not uncommon to charge a flat fee for a “help line”. It is
always very debatable what is covered by such fees. When you
speak to an inexperienced consultant, he may try to get a billable
project out of this question. An experienced consultant can
answer the question often right away.
Second is, what the fees are for out of scope work. Consultants
are willing to agree with low fee work when they feel they get an
entrance for more work. This work is to make up for the dis-
counts they give for preparation of the services that established
the relationship with the client.
INFLEXIBILITY OF NETWORKS
Many service providers work together in networks, either as a global
firm or as a global or regional alliance. Networks are based on estab-
lished working relationships. No guarantee exists, however, that
teams consists of the best service providers globally.
It goes without saying that a firm that has good consultants
worldwide may not have the best consultant for your case in each
particular location where you require services. A better alternative,
either quality wise or fee wise may be available. Once you choose
to work with a particular network, you are stuck with that net-
work globally, and you can benefit from the strong areas and
countries, but also have to deal with the weaker elements in the
network. A chain is only as strong as its weakest link – this also
applies to networks of service providers.
When you choose for a particular network, you work with that net-
work globally. You need to bear in mind that your company may be
of vital importance for the local member firm where your headquar-
ters are established, when you only have a small population in
another country, consultants in that country may not be willing to
walk the extra mile for you as they have other companies that
require most of their time. To such country firms, your work is more
or less a given, and they have to fight for their own client.
Finally, networks often have developed tools. These are provided
to clients free of charge. Main reason for doing so is, to secure the
work. When client data is in the systems of the service provider, it
is more difficult for clients to switch firms. Therefore, always keep
an open mind when it comes to selecting technology. Often, sys-
tems that suit you better are available in the market. Have a close
look at these tools too before you select the tool you want to
administer your population with.
COMMUNICATION
Communication is one of the most challenging things between
human beings, especially communication between service
providers working together in a team. There are three hurdles
CONTINUED — PAGE 26
23
GlobalHR News

• SOUTH AMERICAN – CONTINUED
purchasing raw materials and inputs as
well as when contracting for marketing,
consulting, logistics, financial and informa-
tion technology (IT) services. This means
that a significant part of these multination-
als structure operations in the South
America region as integrated. This propor-
tion significantly increases in companies
that purchase and contract services region-
ally, in parallel to global contracts (23% of
companies). As for regional integration of
production and sales, 41% of the compa-
nies said that they manufacture and sell
their products in a regionalized way.
Thirty-five percent (35%) said production
and/or sales operations are globally inte-
grated. Twenty-four percent (24%) said
they do not integrate these types of opera-
tions, although they do operate in coun-
tries within South America.
Interestingly, fifty-five percent (55%) of
companies that provide logistics, financial,
and energy services, though operating in
three or more countries within South
America do not offer regionally integrated
services. This result clearly indicates one of
the main points to be developed in the
“Mercosur” agenda (Editor’s note: a
regional trade organization).
LOGISTICS PROBLEMS
Note that fifty-seven percent (57%) of the
answers in the survey indicated that many
companies say current logistic difficulties
impacts quite negatively on the successful
integration of South America operations.
As it was expected, half of these answers
attributed the logistics problems to the
physical infrastructure and to the complica-
tions in the custom clearance procedures.
The other half mentioned the shortage of
logistics services offered in the region (such
as shortage of regional flights, for
instance). The negative impact of finan-
cial services for the integration of South
America operations was mentioned by
twenty-three percent (23%) of the
answers. The main issues concerning its
regional financial operations are well
known problems such as regulation issues,
lack of government support and shortage
of financial products in the region. It is
important to note the impact of financial
services in regional business is reduced
when companies skirt the problem of
financial services shortages by hiring servic-
es at bank’s headquarters or through glob-
al banks with regional presence.
Seventeen percent (17%) of companies
interviewed pointed out that energy inte-
gration is a difficulty. The fact that compa-
nies indicated a lack of logistics and a lack
of regionalized financial services influences
negatively in its South America operations,
combined with the identification that fifty-
five percent (55%) of companies providing
these types of services do not offer them
in an integrated form and this indicates an
increasing demand that is not managed
properly, to date.
Having said all of this, it is important to
note that a significant number of multina-
tional companies do operate in an inte-
grated form within the region. For this
reason, promoting these services can
result, even in the short term, in the
improvement of regional business.
CONTINUED — PAGE 33

LIVING THE MOST COMPREHENSIVE

ABROAD Online Country Information & Tools for International Assignments
THE WORLD ONLINE

EMPLOYEES get fast, easy and up-to-date online information, reducing

frantic calls requesting details about a host country.
YOU GET MORE than the best country information; 144 destinations cov-
ered plus 72 Business Travel Cities, Interactive Help Desks, Security Links and
Alerts, Move Planner, Spouse Career and School Advisor, Visa, Passport and
Health Database, Online Candidate Self-Assessment Tool, plus new World
Housing Costs.
ATTENTION SERVICE-PROVIDERS: Licensing & Distribution
Programs available.
NEW FOR CHINA: new regional profiles: Beijing, Shanghai, Guangzhou and
Tianjin. Three additional regions, including Chengdu, available Spring '07.

Living Abroad LLC • 501 Westport Ave. #255 Living Abroad Europe • Rue de l’Oiseleur, 2/1
Norwalk, CT USA 06851 • Tel: +1-203-221-1997 4802 Heusy-Belgium • Tel: +32 (0) 87 77 69 55
worldhq@livingabroad.com • www.livingabroad.com europe@livingabroad.com • www.livingabroad.com

24 Volume 5 / Issue 1
GlobalHR News
• GLOBAL VENDORS – CONTINUED
that a global team needs to overcome. First is,
to make sure that everybody has a certain stan-
dard in English, and connects the same mean-
ing to expressions used. In an assignment
process, there will at least be five parties
involved: HR in home and host location, a con-
sultant in home and host location, and the
expat him (or her) self. This increases the odds
for miscommunication.
Most of us will have seen the video that Berlitz
put on the internet where the German coast
guard gets a call for help, indicating “we are
sinking”, and the coast guard answers “what are
you thinking about”. Although this is a funny
example, there are many more in real life, with
more serious consequences. Looking at in par-
ticular English language skills in various coun-
tries, you see striking differences between vari-
ous service providers. Some really insist on their
staff getting proper language education, where-
as others have a very strong focus on technical
skills. When you are doing business in, say, Asia,
but your consultants have difficulties understand-
ing each other, you never get an optimal result.
Then, assuming that everybody is on the same
wavelength, we get another human factor in
communication, being that there is a correct
flow of information; in other words making
sure that:
• the right questions are asked to the foreign
service provider” the correct answers are
provided
• the correct answers are interpreted correctly
and provided to the client and the expat
A very simple example to illustrate the above is
the following. An individual is assigned from
country A to country B. The secondment is for
a three year period. However, country B has a
particular tax regime in case of secondments for
less than two years. In case HR is not fully
aware of this rule, and the consultant does not
ask, no one will check whether a reduced sec-
ondment may actually benefit the client.
A third question involves risk taking. Often,
especially when it comes to legal matters, there
is room for interpretation. And when there is
room for interpretation, it is important that
everyone is aware of the level of risk a client is
willing to take. When the client is conservative,
and one of the consultants in a team (maybe
even a consultant that never dealt with the client
directly), the client can unwillingly be exposed to
risks. This, of course, also goes the other way
round, albeit that in such cases the client looses
out on certain benefits.
26
HIDDEN COST IN OUTSOURCING
Outsourcing can offer significant benefits to
companies – economies of scale, access to
know how, etc. When not managed properly
however, it can also expose you to higher cost.
Especially when you work with a global service
provider, you need to get a better insight in
how the vendor has structured the service deliv-
ery model. In particular, you need to be aware
of the following items.
First, the outsourcing party charges a manage-
ment fee. This is a fair fee, intended to com-
pensate for time spent on managing your
engagement. However, service providers may
also impose mark-ups on services, rendered by
third parties. In addition, it is not uncommon
that service providers require a commission
from parties that they hire to render services on
behalf of clients of the outsourcing partner.
These discounts are not always passed on to
clients. It makes sense to check with your out-
sourcing provider how the fee is actually struc-
tured – what amount is their “cost”, and what
is their coordination fee.
Second, in order to obtain high quality advise, it
is important to know the exact arrangements
your outsourcing vendor has with other parties.
An good example in this respect is global immi-
gration. When global immigration management
is outsourced, often local consultancy firms are
hired to assist. Some vendors have arrange-
ments, where their local co-counsels only get
paid for permits, not for advice. Therefore, it
becomes quite attractive to service providers to
not look for the easiest way to get someone to
work legally in a particular country, but to look
for the way that ensures them receiving revenues.
Finally, when thinking of outsourcing, it is impor-
tant to ask the outsourcing vendor for its selec-
tion criterium for services providers. Is this
money driven, know how driven, and what is
done to manage that vendors continue to meet
these requirements?
BEST PRACTICES
A lot has been said above about what can go
wrong when outsourcing part of the mobility
management process to a third party. Be it
relocation management, immigration manage-
ment, tax services, there are several best prac-
tices in managing expatriate populations in a
professional way.
EDUCATION
In my view, the most important element is the
education of team members. Even, or maybe
even especially, when you outsource part of
your mobility management process you need to
make sure that team members get excellent
education as this helps them manage the ven-
dor better. An educated team member is more
likely to ask for a “yes or no” answer, an
answer that is typically invoiced at lower cost
than a full-blown answer.
TRANSPARENCY IN BILLING
With many vendors, the billing structure causes
unexpected surprises. Therefore, it is important
to have a transparent billing structure. This
ensures that you pay a proper amount for
engagement management and pay competitive
fees for assistance at assignment locations. It
avoids, as much as possible, that discounts are
offered that are regained later on, and passes
discounts on to you as a service provider.
Another advantage of such transparent billing
system is in certain jurisdictions where sales tax
cannot be reclaimed when the invoice is sent to
a third party rather than the end user of the
services. In such jurisdictions, this can lead to a
significant saving in sales tax.
NEVER RESTRICT
YOURSELF TO ONE FIRM
After selecting a vendor, it is important to make
sure you still get information from as many
sources as possible, and keep pressure on fees.
Obvious benefits can be found in not restricting
yourself to working with one vendor, or one
vendor per service, but to use several vendors.
By establishing several good working relation-
ships, you are assured that you get more atten-
tion from service providers as they feel competi-
tion of another provider.
GET HELP ON-SITE
It pays of when you hire a consultant to come
to your site occasionally. This can be attractive
to your service provider, as they get a chance to
sell a ëblock’ of hours, but also to yourself as
you have someone on site who you can ask
questions you may be dealing with, but avoid
the extra charges. Also, you and your staff
learn more from an in-house professional than
you can learn from receiving phone calls, emails
and letters.
INVEST IN NETWORKING
Key to many frustrations in working with ven-
dors is lack of information. Building a strong
network ensures that you get information from
as many sources as possible. When talking with
global vendors, local service providers, peers and
former employees of vendors, you get many
fragments of information that can help build a
picture of all firms in the marketplace. Even
though agendas do not always allow a lot of
time for networking, having a strong network is
the only way to get a strong impression of
what’s really going on in the marketplace. ■
Volume 5 / Issue 1
GlobalHR News
EUROPEAN PERSPECTIVE
Identifying, Evaluating
and Preparing Talent for
International Assignment
by MARC RAYNAUD, Partner • Mraynaud@icmassociates.com
INTER CULTURAL MANAGEMENT ASSOCIATES (ICM),
Consultancy specialised in global integration for
international corporations since 1983
T oday, every global company is looking
to develop in China. The majority
experience difficulty in identifying man-
agers who possess the capacities to devel-
op business in China in a way that is prof-
itable and durable. Chinese companies
with international aspirations are also
beginning to have to deal with this issue.
For companies like TCL or LENOVO, pur-
chasing well-known foreign companies
such as Thomson or IBM PC is not suffi-
cient. A company also needs an adequate
number of Chinese resources who can
develop business in a cultural environment
that is very different from theirs. Few
Chinese companies have been successful
with international acquisitions and even
fewer possess a talent pool that can head
up operations abroad.
And yet, expatriate assignments are costly
and frequently fail. Chinese employees
working in western companies in China
often question their western bosses’ per-
formance and effectiveness. The same is
true for many western employees who
have recently begun working under a
Chinese manager. Consequently, adequate
preparation is crucial, and the selection of
candidates for an expatriate assignment
must be done in a professional and objec-
tive manner.
Most Chinese Managers are sent on expa-
triate assignments without adequate cul-
tural training. An employee’s loyalty to
upper management, which is the primary
criteria used in the selection of candidates,
is by no means a guarantee of success on
an international assignment. As a result,
the Chinese Managers’ relationship with
foreign colleagues, even those with Asian
28
origins, can often prove to be challenging,
as both thinking styles and management
practices differ. Expatriates can often feel
isolated and sometimes even question their
role when taken outside of an environ-
ment in which they are quite competent.
ARCELOR, AN IMPRESSIVE EXAMPLE
Arcelor, who has recently become Arcelor-
Mittal, as most global companies, wishes to
establish a presence in the “BRIC” coun-
tries: Brazil, Russia, India and China. The
process developed by the group’s Corporate
HR Management, in conjunction with ICM,
focuses on three guiding principles: a thor-
ough selection of candidates, in-depth cul-
tural training, and considerable support
upon arrival in the destination country.
When selecting candidates, the following
is fundamental: a talent pool of candi-
dates who are available and motivated so
as to ensure a wide selection, and evi-
dence of the candidates’ technical skills as
well as their linguistic and cultural compe-
tencies. Preparing Arcelor’s candidates for
international assignments includes three
major elements: an understanding of what
taking on a position abroad involves,
developing the competencies required to
be successful in a cultural context that is
different from theirs, and receiving training
that is specific to the destination culture.
The support provided upon arrival in the
country combines two approaches: multi-
cultural team-building with local employ-
ees and intercultural coaching in the first
weeks after the expatriate has taken on his
new role.
ICM, who has 25 years’ experience on the
subject and has worked with over a thou-
sand expatriates, believes following the
three steps in this process reduces the time
needed for cultural adaptation by fifty per-
cent.
THE ARCELOR PROCESS,
DEVELOPED AND LED BY ICM
The implementation of this type of process
can understandably be met with significant
internal resistance as well as some pre-con-
ceived ideas. Nevertheless, it is important
that these be overcome.
SIX COMMON MISCONCEPTIONS TO
OVERCOME
• “You can always ultimately find a candi-
date if you look hard enough.” This is
true, though the person is not usually
the best possible candidate.
• “A general information session on the
country is sufficient.” This is false: it is
important to have a good understanding
of the culture shared by those with
whom the expatriate will be working, of
the nuances of the local culture and
more importantly, of the organisational
culture in which the expatriate will take
on his new role.
• Believing that a manager who displays a
high performance level in his native cul-
ture will be successful in another. This is
false: freshwater fish are rarely comfort-
able in salt water!
• Preparing the person who is going on the
assignment suffices. This is false, as cul-
tural adjustment must come from both
sides: from the newly arrived expatriate
and from the local team who will need to
adapt to a new way of working, a reflec-
tion of the parent company or group.
• Leaving the expatriate to manage on his
own upon his arrival. This can present a
significant risk because the expatriate’s
very first behaviours can quickly ruin his
credibility without him realising it.
Major errors can be committed as the
expatriate is settling into his new role,
and his superiors either detect these
once it is too late or not all.
• Believing that the expatriate’s return
home will be easier than his adaptation
abroad. Statistics show that, alas, the
return home can be quite a challenge
and is often not managed adequately.
This results in fifty percent of former
expatriates leaving their group within
two years after they return.
Volume 5 / Issue 1
 GlobalHR News

THE KEYS TO SUCCESS
Global companies who overcome the
above-mentioned obstacles adhere to ten
principles considered to be effective over
the last 25 years:
• Seek out employees interested in work-
ing abroad and avoid “designated” can-
managed has major strategic implications
for corporations with international aspira-
tions. This enables to develop business
abroad, to strengthen the intercultural skills
of tomorrow’s leaders and to develop the
group’s culture by adopting new practices.
International assignments represent a new
ment and adequate preparation of poten-
tial expatriates, it will be difficult for
Chinese companies to experience long-
term success abroad.
© ICM 2006 ■

PARIS
didates. necessity for Chinese companies that want
• Assess not only their technical skills but to become international leaders. These
also their linguistic and cultural compe- companies can learn from the possible
tencies. challenges experienced by western compa-
• Create awareness regarding expatriate nies, thus avoiding the above-mentioned NOVEMBER 2008
assignments in order to enable candi- pitfalls. Without the identification, assess-
dates to make an educated choice with-
out circumventing the associated profes-
sional and personal risks.
• Offer the family a preliminary visit since
the decision to move abroad must be
shared by the family if there is one.
• Offer cultural training that is specific to
the destination city or region and to the
organisational culture.
• Involve the local team in welcoming and
supporting the new expatriate
• Provide the expatriate with coaching
designed to guide him through his first
steps abroad in order to enable him to
decode anything he does not under-
stand and to adjust his behaviour.
• Prepare for their return home well in
advance.

”Thanks to your comprehensive HR

process, we have been able to
identify talent for China which we
had not previously considered.“
Gilles Biau – Senior VP Corporate
Human Resources, Arcelor

A successful expatriate assignment can be

measured by three criteria: the speed with
which the expert or manager adapts to the
local culture, his or her capacity to develop
the local team’s skills in compliance with
the group’s standards, and finally, the
impact that the expatriate will have on the
development of the group’s culture once
he returns home.
In conclusion, it is evident that the manner
in which an international assignment is

Volume 5 / Issue 1 29
GlobalHR News
GLOBAL MANAGEMENT
The Human Side of Global IT
Could multinational competitiveness depend on the intersection of technology and
people? New analysis suggests an emerging frontier for leadership development.
by PATRICIA SHAFER, President • pshafer@compelconsulting.com
COMPEL ORGANIZATIONAL EXCELLENCE ALLIANCE, LTD.
T here is little doubt that technology is
affecting organizational missions, goals
and objectives. Technology initiatives in
multinational corporations are now highly
visible and attract a lot of attention.
Strategic deployment of Information
Technology (IT), in particular, is deemed a
necessity in the realm of global competition.
Yet, there are signs that the promises of
technology are often over-rated.
According to an analysis by Gartner, Inc.,
estimated spending on hardware, soft-
ware, IT services and telecommunications
approached several trillion dollars in 2006.
But managers at most companies making
these investments complain that informa-
tion overload slows decision-making.
Several large-scale research initiatives that I
co-authored with my colleague Dr. Barbara
Trautlein point to similar tensions. For
instance, in our study “The Whole World
at Work: Managers Around the Globe
Describe Their IT Experiences - Suggesting
a New Framework for Global IT
Leadership,” managers in multinational
corporations characterized technology as
both empowering and encumbering. They
equated IT with:
• freedom to work anywhere and pressure
to work all of the time;
• higher customer satisfaction matched by
relentless consumer demand;
• more data that can lead to “analysis
paralysis” and diminished creativity;
• faster information flow that erodes per-
sonal relationships and communications.
While the managers we interviewed credit-
ed technology with many improvements,
30
only 14% suggested that “technology”
will be a key component of the ideal
organizations of the future. In contrast,
more than 90% said that the best organi-
zations will focus above all on valuing and
supporting people.
WORLDWIDE OPPORTUNITY
These patterns lead to a few burning ques-
tions of 21st century global management:
How can IT be simultaneously over-valued
and under-valued? Are there “must dos”
for improving the effectiveness of IT? Has
the time come for a change in the roles and
contributions of technology professionals?
The answers to these questions are predi-
cated on an emerging truth – that there is
a looming organizational shift away from
IT as infrastructure and computers toward
IT as an integrator of information made
available in people-friendly ways. In this
forward-looking view, IT will be forced to
change focus from the “techie side” to the
“user side.” This trend will fuel what the
IBM Institute for Business Value calls a
technology emphasis on “improving
responsiveness, resilience and enterprise-
wide collaboration.” Or, as Rayport and
Jaworski propose in their 2005 book Best
Face Forward, the only lasting competitive
advantage will involve tapping the capabili-
ties of both machines and people.
Indeed, when we gave managers free reign
to imagine value-added technology they
talked about IT being used to strengthen
relationships inside and outside organiza-
tions. And they envisioned technology pro-
fessionals exhibiting advanced skills in listen-
ing, connecting, and intelligently influencing
organizational decision-making.
DEVELOPING IT LEADERS
To date, this new frontier of IT is only a
glimmer on the horizon. As an IT manager
in North America said, “One of the consis-
tent problems is mistaking technology as a
leading component of the change process.
In fact, it’s usually the people side and
leadership that is the big challenge.”
It’s a given that IT is at the center of com-
plex networks of supply chains, time
zones, production sites and divisions. The
opportunity is to imbue the function with
New World competencies. Influential CIOs,
CTOs and managers will be those who
work in holistic ways. They will be facile
with the “soft stuff” that distinguishes
successful leaders from technical gurus and
academic stars.
So, an exciting challenge awaits executives
and managers responsible for global strat-
egy, global HR, and global IT. These are the
people who can pursue a comprehensive
approach to the human side of technology
and call for “Connected Technology
Leaders(SM)” to be trained and developed
in four content areas:
• Core and Context – understanding per-
sonal styles, strength and weaknesses.
• Customers and Colleagues – immersion
in customer and colleague viewpoints.
• Company and Community – rich expo-
sure to the visions, strategies and goals of
organization leaders and stakeholders.
• Components of Continuity – develop-
ment of individual and team Action
Plans linked to real situations.
Leading the charge for this leadership
development means seeing beyond the
Volume 5 / Issue 1
 GlobalHR News

incessant march of technology rollouts,

reconfigurations and revamps. As one
manager in a European multinational
lamented, “I have seen many examples of
MANAGERS DESCRIBE IDEAL ORGANIZATION
IT that are not as successful as they could OF THE FUTURE – KEY FACTORS
be . . . This is because they weren’t run as
a business transformation vs. a technology IDEAL ORGANIZATION CATEGORY ALL NA EUR ASIA AFRICA
% % % % %
project.”
The challenge will be to deal with the insti- People Valued 92.5 91.3 96.2 85.0 100.0
tutional schizophrenia around technology –
specifically IT. Most organizations and MBA Leadership 52.3 45.7 38.5 65.0 80.0
programs don’t actually treat technology
as integral to strategy. As a North Broad/Integrative Perspective 50.5 52.2 34.6 65.0 53.3
American CIO put it during research that
we conducted in collaboration with Consistent/Aligned Focus 43.9 50.0 38.5 20.0 66.7
Women in Technology International (WITI),
“When I talk to other business leaders in World Citizenship 25.2 8.7 26.9 35.0 60.0
my company, they want someone to ‘just
handle the IT stuff’ . . .” Technology 14.0 8.7 7.7 20.0 33.3

In the optimal scenario, organizations will TOTAL N Per Region 107 46 26 20 15

be prompted to view IT leadership devel-
opment as an investment. The payoff will NOTE: ALL=all respondents; NA=North Americans; Eur=Europeans; Asia=Asians; Africa= sub-Saharan Africans.
be a worldwide cadre of professionals gen-
erating thoughtful conversations that Source: Compel Organizational Excellence Alliance, Ltd., 2006
begin, “Why aren’t we doing this?” and
“We should really stop doing that.” ■

Volume 5 / Issue 1 31
GlobalHR News

• TRAVEL SECURITY – CONTINUED
finds themselves abroad, in a serious secu-
rity related incident, can the employer
muster up any and all resources necessary
to respond?
An experienced network of global
resources will ease the trauma the employ-
ee faces, minimize related expenses and
enable the company to return their focus
to the business at hand. A 24-hour securi-
ty response center enabling employees to
gain access to security advice is essential.
When travelers and expatriates were evac-
uated out of Lebanon this summer, many
utilized these 24-hour security response
tion does not have a travel security program
you should make the necessary recommen-
dations to senior management, or if you are
a member of senior management, consider
the three basic components of a compre-
hensive program: information, tracking and
24-hour support. These elements combined
with an incident or crisis management plan
form an extremely robust program – one
that will protect your travelers as well as the
company’s reputation. ■
• LINGUISTIC CHALLENGE – CONTINUED
that have vision, Europe offers a wonderful
life experience if one is open to immersing
Are you ready for the challenge?
ABOUT THE AUTHOR
Damien O’Farrell has been qualified to teach English
as a foreign language since 1989. Since then he has
coordinated and created language courses for some
of Italy’s major companies including ENEL and
Telecom Italia. In addition to this, as a accomplished
professional in the fields of marketing and sales,
Damien also understands the importance of supplying
the market with language courses that are inline with
the needs of today’s leading multinationals in terms
of content, results, and cost efficiency. Damien
presently works within Enterprises Group as the
Marketing and Sales Manager. ■
send your

centers provided by their corporations to
receive instructions. For those on the
ground, information was scarce. These 24-
hour response centers provided them with
information on their company’s evacuation
plans and, in turn, alerted the corporations
of the whereabouts of their employees.
As companies continue to globalize and
move into emerging markets, threats to
business travelers increase. If your organiza-
NEWS
oneself in its plethora of countries - each
with its own unique identity. There is noth-
ing like reading the great European literary
masters in their native tongues or watching
a European film in the original version or
attending a meeting in Europe and being
able to communicate with the locals in their
language. For this reason language learning
is a vital part of one’s personal and profes-
2
sional growth if one is considering to live news@globalhrnews.com
and/or work in Europe.

32 Volume 5 / Issue 1

• SOUTH AMERICAN – CONTINUED
A SECOND MAJOR CONCLUSION
The second major conclusion of this study
indicated the necessity to combine South
America integration with broader political
initiatives aiming to improve infrastructure
and inclusive agreements, with specific
policies to promote logistics and financial
services offerings. Different types of
incentives ñ credit, fiscal, regulatory,
among others ñ should be offered to
companies interested in provide and
increase logistics and financial services
solutions in the region. Increasing the
supply and reducing the costs of these
services would promote incentives to the
increment of business among the compa-
nies in the region. Doing so will generate
new demand and scale for business, thus
enlarging offers and reducing prices of
these services
Reforming customs proceedings is desir-
able. Among the issues that providers of
logistics services mentioned include: stan-
dardization and integration of customs
Volume 5 / Issue 1
GlobalHR News
proceedings, simplification and automa-
tion of proceedings, rules stabilization, The World Reads...
increase schedule hours of custom hous-
es, standardization of sanitation control
and limit of height, weight and size prod- global newsletter
ucts standardization sent by express load.
Despite the difficulties, the number of
companies that perceive South America as
an integrated area is growing. However, it GET YOUR
is important to note that the regional inte-
gration issue has been viewed differently FREE
from the most immediate needs of these
companies. By “unlocking” some logistics SUBSCRIPTION
and financial issues, as seen, can generate
a new “leap forward” in the regional busi-
ness movement. Go to
An organized agenda brought www.globalhrnews.com
forth by a combination of the
public and private sectors in click on the
some way would make it more
feasible to implement public
policies and encourage pro-inte- YELLOW BOX
(yellow type)
gration regional investments. ■
33
GlobalHR News

NEWS
AKA luxury for
New York, DC, Phil
NEW YORK — Korman Communities has
added a new brand to their portfolio.
AKA (http://www.stayaka.com) is a luxury
collection of suites, which seeks to offer a
new level of extended-stay accommoda-
tions in prime metropolitan locations.
Locations now include: NYC (United
Nations, Times Square, Central Park
South, Sutton Place); White Plains, New
York; DC (White house District and
Arlington); and Philadelphia (Rittenhouse
Square). AKA has a unique spin on bou-
tique long-stay hotels. It is an innovative
new collection of architecturally unique
properties combining the spaciousness
and serenity of a finely furnished apart-
ment with the conveniences and gracious
personal service of a luxury hotel. For
sure, AKA is the unparalleled leader in
exquisite long-stay hotel residences. ■

International
Temporary Housing
Help your employees return to peak productivity faster
“A global company with a local mentality”
✓ Luxury turn-key accommodations
Transferees • New hires • Temporary assignments

Stress Free Relocation, Inc. ✓ Less expensive than hotels

1851 NW 125th Avenue, Ste 415
Pembroke Pines, FL 33028 ✓ One point of contact
1.954.436.1050
1.877.352.7356
✓ One less thing to worry about

www.stressfreecorporatehousing.com Let our name speak for you!

34 Volume 5 / Issue 1

NEWS
Joyce Sharkey joins TMC
PRINCETON, NEW JERSEY — Training
Management Corporation (TMC) is pleased
that Joyce Sharkey has joined us as Director
of Business Development. Joyce’s appoint-
ment is part of the expansion strategy of
TMC, as it continues to build on a more
than 20 year history of client service in the
areas of Global Effectiveness, Global
Diversity and Inclusion, and Team
Effectiveness. Joyce will work with the TMC
team to develop sales opportunities to
broaden the reach of TMC’s products and
services within our existing accounts as well
as to develop new corporate accounts and
market segments in the United States.
Joyce comes to TMC with twelve years of
experience and background in the cultural
consulting and training industry for Berlitz
Language Services, Inc, most recently as
National Director of Development. She
was responsible for the sale and manage-
ment of key global accounts and forged
channel sales partnerships in both the relo-
cation and training industry. She served on
the Program Committee of ERC and is a
member of ERC, SHRM, ASTD, NJASTD
and the National Foreign Trade Council.
Prior to joining Berlitz, Joyce was the
Assistant Director of the Museum Studies
Program at New York University and the
director of a small arts and science muse-
um. She continues her dedication to the
arts as a Trustee of The Newark Museum.
Joyce received her B.A. degree from
Manhattanville College,her MA in
Philosophy from University of Virginia and
a post-graduate certificate in Museum
Studies from New York University.
Established in 1984, TMC was created to
address the development of cultural com-
petence as a core skill set essential to
respond to the requirements of working
successfully in international business. TMC
has distinguished itself with a broad range
of clients who can attest to TMC’s business
results defined by an:
• Exclusive and pragmatic approach to
cross-cultural effectiveness and cultural
competence embedded in its manage-
ment and leadership solutions
• Innovative, blended learning solutions,
Volume 5 / Issue 1
GlobalHR News
combining online assessments, web-and
come to
classroom learning and consistent fol-
low-up support and sustainment
• Consultative expertise in performance
enhancement emphasizing the cus-
CALIFORNIA
tomization of learning solutions and
Silicon Valley
measurement of learning effectiveness.
For more information on TMC, we urge January 2008
you to visit our Website or contact Joyce at
jsharkey@tmcorp.com or 609-951-0525
www.globalhr news.com
ext. 120. ■
Largest Century21 in the USA
Covering Southern California’s
Orange County • San Diego County • Riverside County
Online Homesearch-Assistance
http://www.c21superstars.com
• ACCREDITED WITH MAJOR RELOCATION COMPANIES
• CERTIFIED RELOCATION AGENTS; ON-GOING EDUCATION COURSES
• FULL-SERVICE RELOCATION DEPARTMENT
– Rentals
– Area Tours and Maps
– Expert Community and School Guidance
– Personalized Info-Kits and
Cost of Living Comparisons
– Spouse Employment Guidance
– Mortgage Services
– Group Move Expertise
• FINE HOMES & ESTATES DIVISION
• CENTURY 21 SUPERSTARS #7 IN U.S.
• CENTURY 21 AWARD #1 FRANCHISE IN U.S.
Kathy Paddock, CRP
Vice President - Relocation Services
E-MAIL: kpaddock@award-superstars.com
1-800-821-1411
MEMBERS:
WORLDWIDE ERC • INRELCO • RDC
35
GlobalHR News

36 Volume 5 / Issue 1

WORD TRADE
Brazilian
Corporations
by ANA MARIA GIESBRECHT, GMS, Managing Partner
ana.giesbrecht@focalpoint.com.br
FOCAL POINT GLOBAL MOBILITY SERVICES, Sao Paulo, Brazil
H ave you ever heard about CVRD,
Embraer, Natura, Odebrecht,
Votorantim or Petrobras? If the answer is
no, you are bound to have a surprise.
CVRD is the second largest mining compa-
ny in the world; there are several interna-
tional (even US) airlines operating routes
flying Brazilian manufactured Embraer
planes; Votorantim is the largest cement
company in Brazil with expanded activity
operations in the US and Canada, Natura
is a cosmetic factory opening up all over
the world with the Amazon Natural fra-
grances, Odebrecht is in the construction
business and had in 2005 over 800
Brazilians abroad, and, last but not least,
Petrobras, the #1 Oil and Gas operator not
just in Brazil but also in other countries!
It just so happens that Brazilian corpora-
tions are generating relocation business
worldwide as intensively as General Motors
or DuPont! And the numbers are growing!
To most Brazilian Multinational
Corporations the beginning was very
painful. They needed to learn from the
scratch what is involved in an expatriation.
The Brazilian companies had no expatria-
tion culture or experience. There was no
corporate expertise to support expatriation.
The HR teams were requested to send
Brazilians to North and Latin America,
Europe, Middle East, Africa and Asia. Not
just to the USA or Canada but to challeng-
ing ones such as Gabon and China.
There were several challenges to be faced.
The cultural shock, for example: Brazil, an
emerging country, sending technology and
know-how to first world countries and
Brazilian employees having to learn how to
deal with different cultures, only that this
time it was not as the host but as the
Volume 5 / Issue 1
home country.
The language barrier was, and still is, anoth-
er difficulty to be faced. Some employees
that were key persons to the new projects,
as well as many of their family members,
were only fluent in Portuguese. If the chil-
dren were not fluent in English the “new
school” subject was also an issue. For the
spouses, the language barrier would make
the adaptation more difficult and, not hav-
ing to go to work or to school, they would
suffer the effects of loneliness. Even the
weather was a major problem for most of
them! Long winters, short days, cold tem-
peratures and even snow are something
Brazilians are not used to deal with.
As a result of all this, many times the fami-
lies decided to stay behind and the employ-
ee had to go alone to the assignment. This,
of course, was far from ideal. It generated
extra stress and had directly reflected on the
final result of many assignments.
It was not uncommon to see legal prob-
lems related to Brazilian employment legis-
lation and tax issues at the end of an
assignment. That would not occur if an
appropriate policy was in use at the begin-
ning of the expatriation.
The problem faced by Brazilian companies
was how to deal with all the aspects of an
expatriation. The lack of a consistent expa-
triation policy was creating all sorts of
problems in these companies. There was
no consistency on the treatment given to
each expatriation sometimes even within
the same department. Each employee
would negotiate their own expatriation
packages with the business with different
results to different employees. The better
negotiator would get the better deal.
GlobalHR News
Finding professionals able to create interna-
tional transference policies in compliance
to Brazilian legislation was mandatory at
that time. Not only to establish rules for
packages to be received by the employee
at the host location and the repatriation
but also to prevent problems to legally rein-
tegrate the employee into the Brazilian
payroll at the end of the assignment. A
consistent treatment supported by clear
rules was mandatory to create an adequate
expatriation process.
An efficient support during the relocation
process for the Brazilian families, both in
Brazil and at the host country, was also
needed. It should include assessment, if not
to identify the right employee and family for
the specific assignment, to identify the
needs of the selected employee and family
that will guide the adequate support pro-
gram in order to minimize the cultural and
adaptation problems and, by reducing the
stress not related to work, allow the employ-
ee to better focus on the assignment.
Repatriation, always a difficult issue to
most companies, should be outlined at the
moment the expatriation is taken into con-
sideration. Setting the expectations for the
return is another detail that needed atten-
tion from the Brazilian employers. A men-
toring program to keep the employee
aware of the changes and opportunities at
the home country was also a new subject
to be learned.
Having to face all these challenges, the
Brazilian Corporations HR departments
obviously looked at other Multinational
Corporations models and then having them
adjusted to Brazilian legislation and culture
using national specialized relocation sup-
port. Nowadays both Brazilian multination-
als and relocation companies have devel-
oped know-how and together have
designed policies, mentoring and relocation
programs that are adequate to Brazil and
Brazilians expatriates’ needs. Today it is
common practice to expatriate Brazilians
and as a general rule they do very well
despite all the challenges they have to face.
And we, at Focal Point, are proud of hav-
ing been pioneers on this well succeed
project! ■
37
GlobalHR News

NEWS years senior management and sales experi- the first comprehensive security program in
ence in international travel assistance and the travel assistance industry. The program
MSI offers HR Services travel insurance. He previously served as provided clients with online country pro-
national sales director, vice president sales files and security alerts and indemnified
NEWBURYPORT, MASS. — Mobility Services and marketing and finally as president and political evacuations. In 1998, Tice over-
International (MSI) (www.msimobility.com) CEO of International SOS Assistance, Inc., saw the political evacuation of over 2,300
has begun to implement its Human in Philadelphia. Later, Gary was vice presi- employees of corporate clients from
Resources Strategic Services practice, a sig- dent of business development for AIG Indonesia during a time of political unrest.
nificant expansion of MSI’s GlobeSource™ International Services in New York and Tice was instrumental in the design and
international relocation program, which then served with MedAire for five years in launch of the Global Premier Card, an
was launched in 2006. corporate business developmentDuring his innovative travel assistance and travel
MSI President and CEO Timm Runnion tenure at International SOS, Tice developed insurance card for executives and upscale
said, “Relocation and assignment manage-
ment are inextricably linked to our clients’
broader human resources programs. While
we have always provided global policy con-
sulting and benchmarking services, we
realized that our clients would benefit
from a more robust and holistic human
resources program that helped them
achieve their broader business objectives.”
Luxury Accommodation in Paris • Apart-hotel, Business and Conference Facilities

MSI Human Resources Strategic Services

includes subject matter experts in compen-
sation and benefits, training and employee
development, human resource planning
and operations, staffing and other disci-
plines related to global organizational
development and managing a global work-
force. The program builds on traditional,
relocation-related services, such as policy
development, immigration, candidate
assessment and benchmarking services, to
include more strategic offerings, such as
Risk Management, Succession Planning
and Procedures, Mergers and Acquisitions
HR Planning and Global Staffing,
Recruiting and Training.
These services are fully integrated with
MSI’s other GlobeSource offerings:
International Assignment Management
and International Financial services.
Founded in 1981, MSI is the leading inde-
pendent provider of global employee
mobility and HR strategy services for cor-
porations in 147 countries worldwide. ■

Gary Tice VP Sales,

On Call International
SALEM, NEW HAMPSHIRE — Global medical 6, rue Copernic 75116 Paris France
assistance and insurance company, On Call
WEB : www.jays-paris.com EMAIL : jbraham@wanadoo.fr
International has named Gary Tice, Vice
President Sales. Gary Tice has over 15 T : +33 1 47 04 16 16 F : +33 1 47 04 16 17

38 Volume 5 / Issue 1
 GlobalHR News

international travelers. Michael Kelly, presi- best-in-class service partners without com- (CRG), a leader in quality relocation man-
dent and CEO, and a former president of promise.” Superior technology has also agement services, announced that Jennifer
International SOS, said “the addition of been cited as a clear motivating fact. O’Brien has joined the company as
Gary to the On Call team positions us for Cornerstone’s multi-million dollar invest- Manager, Client Integrations. In this role,
continued growth in the burgeoning cor- ment in their proprietary relocation soft- O’Brien will manage all aspects of client
porate business travel segment. His ware system – TrackStar – has sealed quite
implementations as well as develop and
knowledge of the assistance and insurance a few deals. “TrackStar works on so many
industries is unparalleled.” document departmental process and pro-
levels – especially behind the scenes where
it quietly adds great efficiencies.” The cedures. In addition, she will provide train-
Headquartered in Salem, NH, On Call provides ing for unique processes and requirements
Cornerstone financial services staff has
customized medical, travel, security, concierge pertaining to Assignment Management
and insurance products to the travel, financial almost doubled to handle the volume as
well as significant increases in service deliv- engagements. O’Brien will be based in
services, insurance, and direct marketing indus-
tries, 24 hours-a -day, seven days-a-week, 365 ery staff. Cornerstone Relocation Group Basking Ridge, New Jersey. ■
days-a-year. It serves more than seven million
consumers through clients such as Holland
America, Royal Caribbean, Celebrity Cruises,
and Carnival Corporation, which includes
Carnival, Costa, Princess, Cunard, and Seabourn
Cruise Lines. On Call International is a member
of the International Assistance Group (IAG) and
specializes in delivering high touch service to its
consumer and corporate clients including aero-
medical evacuations anywhere in the world. For
further information about On Call International,
visit www.oncallinternational.com. ■

Cornerstone Wins New

Accounts in 2006
BASKING RIDGE, NEW JERSEY — Cornerstone
Relocation Group (CRG), a leader in quality
relocation management services,
announced an impressive list of 22 new
clients for 2006 with multi-year contracts.
The list cuts across the spectrum from
Fortune 500 Companies to multi-national
manufacturing conglomerates. “It’s been
an incredible year,” said President and CEO
Janelle Piatkowski. “What’s most reward-
ing is the number of accounts we’ve won
through RFPs against some of our biggest
competitors in the industry. Our strategic
quality assurance initiatives are really pay-
ing off in tangible results because we con-
tinually hone and improve our service
offerings to meet the ever changing mar-
ketplace.” Increasing in the overall mix are
new global clients. Piatkowski adds, “The
development of Globe Central -
Cornerstone’s independent network of
premier global service partners – has really
struck a positive chore among prospects.
With allegiance only to our core values and
operating standards, the alliance offers

Volume 5 / Issue 1 39
GlobalHR News

Worldwide
Networking

NEWS
Employee Opinion
Surveys
san diego — The 2006 winners of the
Peter Barron Stark & Associates Award for
Workplace Excellence™ have been
announced. Many awards that claim to
measure workplace excellence are based
on responses provided by an administrator
in a written questionnaire. The Award for
Workplace Excellence is considered espe-
cially prestigious as it is solely based on
actual employee feedback. Clay Phillips, P. Douglas Johnson
City Manager for the City of Escondido, Manager, Specialist in Expat Services
who was a first time award winner,
believes that winning the award “is a trib- Private Client Services
ute to our employees who are the heart- 250 Montgomery Street Suite 910 San Francisco California 94104 USA
beat of this organization.” Tel: +1 (415) 678 2770 Fax: +1 (415) 773 1822
doug.johnson@hifx.com www.hifx.com
Peter Stark, President of Peter Barron Stark
& Associates shares the purpose of
employee opinion surveys, “Through these
surveys, employees believe their voice can
be heard by management. And, once
that voice is heard it can be acted upon to
make positive workplace improvements.”
Award winners unanimously agree that a
David Gilmartin
General Manager
satisfied and engaged workforce leads to a
more successful organization.
Intermark Group Inc.
Marla Shepard, CEO of First Future Credit 119034, Moscow, Kropotkinskiy per 7 blg 1, 3rd floor
Tel: {+7 495} 502 95 53, 956 68 38 Fax: {+7 495} 502 95 54
Union, a two-time award winner shared, Mob.: {+7 903} 799 85 92
“We know that our employees can only
exceed our members’ expectations if they e-mail: Gilmartin@intermark.ru www.intermark.ru
believe that we try to exceed theirs.” Jim

40 Volume 5 / Issue 1
 GlobalHR News

McPheters, CEO of California Coast Credit

Union, which received the award for the
third time, sees a vital link between
employee satisfaction and member service,
“Employees who feel respected for a job
well done provide better service to our
members, who in turn feel respected.
That’s what makes us all winners.”
Winners were selected based on criteria
that included exceeding an 80% overall
favorable response. The surveys measured
employees’ responses in categories such as
Communication, Leadership,Values, Work
Environment, Motivation, Honesty, Integrity,
Ethics, Commitment to Quality and Service,
Benefits and Compensation.
The winners for 2006 are:
• Anthony Robbins Company
(San Diego, CA)
• Arizona State Credit Union
(Glendale, AZ)
• California Coast Credit Union
(San Diego, CA)

www.globalhrnews.com • City of Escondido

(Escondido, CA)
• Columbia Credit Union
(Vancouver, WA)
• DCI Group
JOSHUA B. WEINMAN (Washington, DC)
Director of Relocation • First Future Credit Union
(800) 997-7356 Toll Free (San Diego, CA)
(212) 326-0351 Business • Helix Water District
(212) 326-0262 Fax (La Mesa, CA)
HUNT KENNEDY
(917) 721-8483 Cell • North Island Credit Union
josh.weinman@cbhk.com
(San Diego, CA)
555 Madison Ave., 12th Floor
New York, NY 10022
• Pacific Marine Credit Union
(Camp Pendleton, CA)
www.cbhk.com
• The San Diego Foundation
Each Office Is Independently Owned And Operated (San Diego, CA)
• Vantage West Credit Union
(Tucson, AZ)
• WD-40 Company
(San Diego, CA)
Organizations who win this award clearly
understand the importance of a long term
view. Columbia Credit Union was one of
the highest ranked organizations in the
2006 survey. Columbia’s president/CEO
Parker Cann, talks about the journey to the
top stating, “Because we re-survey, staff
can see the success of their efforts quanti-
fied over time. We’re in this for the long
CONTINUED — PAGE 42

Volume 5 / Issue 1 41
GlobalHR News
RELOCATIONS ESPAÑA
DIANE KIDDELL
MANAGING DIRECTOR
ARTURO SORIA, 263B – 28033 MADRID, SPAIN
TEL +34 913 843 900 – FAX +34 913 843 901
EMAIL dianekiddell@relocationspain.com – WEB www.relocationspain.com
. . . PORTUGAL? Call US!
TRIPLICADO PORTUGAL RELOCATION
Av 25 Abril 83 VilaFria
2740-176 Porto Salvo
Isabel Reis, Senior Partner Portugal
relocation@triplicado.com TEL : 351 - 214953194
info@triplicado.com TEL 2: 351 - 214210932
triplicadoglobal@mail.telepac.pt FAX : 351 - 214210933
http://www.triplicado.com MOBILE : 351 - 966013689
Eileen Money
General Manager
CERP Level 2
B r u s s e l s e s t e e n w e g 410 D • B-3090 Overijse BELGIUM
T +32 (0)2 658 8085
F +32 (0)2 657 5033
M +32 (0)476 471 334
eileen.money@map-relocations.com
42
• NEWS – CONTINUED
haul and hold ourselves to high expecta-
tions. Becoming the best of the best
doesn’t happen overnight. It’s the result of a
series of improvements and celebrations.”
Award for Workplace Excellence winners
are keenly aware that the greatest compet-
itive weapon they have is their employees.
Dave Doss, CEO of Arizona State Credit
Union, summed it up this way, “What sets
our organization apart from our competi-
tors is the ‘heart’ and the care we have for
our member’s welfare.” Mark Weston,
GM of Helix Water District added, “This
award affirms to the employees that our
unending focus on customer service does
create an outstanding organization.”
Award winners were quick to share some
of their best practices that contributed to
winning the award. Nancy Ely, VP of HR
for WD-40, stated, “At WD-40, we do not
make mistakes. We have learning
moments and we celebrate success.” And
Doug Goodyear, CEO of DCI Group
emphasized the importance of recognition,
“Managers are expected to take time to
individually recognize, thank and encour-
age employees who are going the extra
mile for our clients.”
Peter Stark firmly believes that an
Employee Opinion Survey “is the best gift
an organization can give to its employees
and customers.” Ruby Randall,
CEO/President of The Anthony Robbins
Companies couldn’t agree more,
“Conducting annual Employee Opinion
Surveys has literally transformed our cul-
ture and thereby our business. We are
grateful to Peter Barron Stark and his team
for helping us transform our business.” ■
New Guide Helps HR
Read Proxy Statements
PHOENIX — Human resource professionals are
constantly being challenged with ever
changing SEC regulations so to minimize
risks to the organization, they must stay up-
to-date and know how to administer new
regulations in order to comply with legal and
regulatory requirements.To simplify proxy
disclosure for HR professionals, WorldatWork
Volume 5 / Issue 1
 GlobalHR News

is releasing its latest publication, “Reading

Proxy Statements: A Guide to the New SEC Beatriz Carro de Prada
Disclosure Rules.” This how-to guide is now Directora
available free of charge to 23,000
WorldatWork members representing the HR
and Total Rewards fields. BRS Relocation Services, S.L.
Ganduxer 14, Entl. 4a & 5a
“Executive Compensation is one of the
08021 Barcelona - Spain
most scrutinized areas of Total Rewards, tel.: +34 93 203 4935
constantly making news,” said Don Lindner, fax: +34 93 240 1577
CCP, the book’s executive editor and execu- móv.: +34 659 680 226
tive compensation expert. “The valuable beatriz@barcelona-relocation.com
information in this guide will assist our
members in careful consideration of policies
for rewarding executives and directors.”
The easy-to-read guide authored by
Thomas M. Haines, CPA, managing direc-
tor of Frederic W. Cook & Co., gives read-
ers the critical information to do their job
and work more effectively with other pro- Linda Sarvey (800) 726-7356 TOLL FREE
fessionals — including attorneys, account- Relocation Director (949) 580-2600 OFFICE
ants and executive management — to Realtor® (949) 580-2601 FAX
implement the new SEC regulations. (949) 378-7980 CELL
To access this book, visit www.worldat-
4010 Barranca Pkwy • Suite 253 • Irvine, CA 92604
work.org/bookstore. e-mail: linda@socalrelocation.com
web: www.socalrelocation.com
ABOUT WORLDATWORK THE TOTAL
REWARDS ASSOCIATION
WorldatWork (www.worldatwork.org) is an inter-
national association of human resources profes-
sionals focused on attracting, motivating and
retaining employees. Founded in 1955,
WorldatWork provides practitioners with knowl-
edge leadership to effectively implement total
rewards — compensation, benefits, work-life,
performance and recognition, development and
career opportunities — by connecting employee
engagement to business performance.
WorldatWork supports its 30,000 members and
customers in 30 countries with thought leader-
ship, education, publications, research and certi-
fication. The WorldatWork group of registered
marks includes: WorldatWork™, workspan™,
Certified Compensation Professional or CCP™,
Certified Benefits Professional™ or CBP, Global
Remuneration Professional or GRP™, Work-Life Michi Olson, GMS
Certified Professional or WLCPTM, WorldatWork Vice President
Society of Certified Professionals™, and Alliance Business Development and Relocation
for Work-Life Progress™ or AWLP™. ■
Relocation & Corporate Services
4145 Blackhawk Plaza Circle
Executive Development: Suite 101
Danville CA 94506
Patent Issued Office 925.935.1271 Ext. 690
Toll Free 800.445.1111
GREENSBORO, NORTH CAROLINA — In a highly Fax 925.935.5529
unusual development in the Human Cell 408.315.9979
michi@apr.com
Resources field, leadership-consulting firm

Volume 5 / Issue 1 43
GlobalHR News

Kaplan DeVries Inc., has been awarded a

Full Service Realtors for Northern Solano County patent for their 360 feedback tool, the
Leadership Versatility Index (LVI). The
patent was awarded because no other
leadership development tool uses pairs of
opposite leadership behaviors (such as
Corporate Services • REO Division “Takes Charge” versus “Empowers”) and
Property Management • Rental Assistance also assesses versatility and “lopsidedness”
among the pairs. Through decade-long
1-800-459-7356 Sandy Jenkins, CRP
statistical research and first-hand use of
DIRECT 707-451-6744 • FAX (707) 451-6746 Relocation Director
the tool in executive development, the
SandyRelo@aol.com • www.kappels.com LEADING
REAL ESTATE inventor-designers, Robert E. Kaplan, Ph.D.
412 Main Street, Vacaville, CA 95688 COMPANIES
OF THE WORLD
and Rob Kaiser, M.S., of Kaplan Devries
Inc., determined that the instrument
uniquely detects “lopsided” leadership.
Kaplan Devries, Inc. provides intensive con-
sulting to CEOs, “C-level” executives, gener-
al managers, and functional heads at the
next level. Their consulting is designed to
bootstrap these leaders to better perform-
Dawn Fetherston, CRP, GMS ance and to assist their organizations with
Broker/ Sales Associate • Director of Global Relocation Services
talent management. The firm also conducts
Bus: 877.887.8660 Fax: 732-920-5107 Cell: 732-616-7153 original research. The firm’s principals publish
E-mail: dfetherston@dianeturton.com extensively in academic and business jour-
www.dianeturton.com nals and are available for speaking engage-
ments. The firm was founded in 1992.
511 Forman Avenue • Point Pleasant Beach NJ 08742
“Extreme lopsidedness” ... is a major cause
of career derailment and undermines talent
management for many organizations. In
Personal Mail International, Inc. fact, Kaiser and Kaplan’s statistical research
PMI Expatriate Mail Services indicates that versatilityóhaving a well-
rounded repertoireóaccounts for half of
what separates the most highly regarded
leaders from the least well-regarded leaders.
(Sample report illustrations are available).
Peter A. Fehnel
President Kaplan and Kaiser’s 2006 book, The
P.O. Box 311 Versatile Leader: Make The Most Of Your
5 Cold Hill Road South, Suite 28 (973) 543-6001 StrengthsóWithout Overdoing It
Mendham, New Jersey 07945-0311 Fax (973) 543-7911 (Wiley/Pfeiffer) describes their concept and
www.pmipmi.com pfehnel@pmipmi.com research in detail. They found that execu-
tives who avoid overusing their strengths,
and who strengthen their weaker “mus-
cles” so they can lead in a wide variety of
situations, have higher employee morale
Welcome to our world and overall better business outcomes than
those who rely on a single strength.
“There is a central human tendency to rely
too heavily on our strengths,” says Dr.
Kaplan. “In leaders, this often creates
blind spots that lead to complete career
derailment. The problem is expensive in
Stuart McAlister GMS Mobile: +36 70 334-3434
both business and human terms.”
Chief Executive Officer Email: stuart.mcalister@interrelo.com
Kaplan says this problem has become more
INTER RELOCATION GROUP 1068 Budapest, Benczúr utca 42. Hungary pronounced in the current leadership envi-
Tel: + 36 1 278-5680 • Fax: +36 1 278-5688 www.interrelo.com ronment, in which “sensing” skills are criti-

44 Volume 5 / Issue 1
 GlobalHR News

cal to making fast adjustments. He points

to the business world described in Thomas
L. Friedman’s popular book, The World is
Flat. “It’s a world that demands constant
adjustment and does not tolerate leaders
who are unable or unwilling to build up
their weak musclesóor who overuse their
strong muscles.”
On its website, Kaplan’s firm offers a free
trial of the Leadership Versatility Index,
hosted online by assessment specialists
Performance Programs, Inc. For more
information, contact author Bob Kaplan.
Kaplan and Kaiser both previously worked
at the Center for Creative Leadership.
Among their many co-authored publica-
tions, their article, “Developing Versatile
Leaders,” in MIT’s Sloan Management
Review, was judged by a panel of CEOs as
one of the best articles published by the
journal in 2003 ñ calling it “both innova-
tive and practical.”
Performance Programs is a firm of industri-
al psychologists and research professionals
specializing in online surveys, tests and
assessments for human resources.
Performance Programs was founded in
1987. Contact: Kathleen G. Connolly,
kathy@performanceprograms.com. ■

COMMUNICATOR
OF THE YEAR Donald Stephenson
President and CEO
699 Hampshire Rd, Suite 207
WestlakeVillage CA 91361
866.9.INTEL.9 Toll Free
AWARDS™ www.C3Intel.com
donald.stephenson@C3intel.com
805.494.0701
805.494.0702 Fax

Your nominations
are welcome

Contact
news@globalhrnews.com

Volume 5 / Issue 1 45
GlobalHR News
GREGORY E. KIRKWOOD, SCRP, GMS
Vice-president of Corporate Relocation
OFFICE: (609) 737-1551 Ext. 219
(800) 228-SOLD (7653)
FAX: (609) 737-3807
E-MAIL: gkirkwood@weidel.com
WEIDEL REALTORS RELOCATION DIVISION
190 NASSAU STREET, PRINCETON, NJ 08542
Offices Serving NJ & PA • Worldwide at Weidel.com
Philippe ROLLAND
Responsable Relocation
Relocation Manager
YOUR RELOCATION SOLUTIONS
cirn
Canadian International
Relocation Network
429-5014 New St.
Burlington, ON L7L 6E8
Leaders in global moving since 1957
www.Findlaymoving.com
E-mail: Markr@Findlaymoving.com
326 South Fulton Ave. - Mount Vernon, NY 10553
46
Gestión del cambio
Los desaf’os de la
Gestión de Cambios
Por Olga Stankevicius Colpo
L’der regional de la práctica Human Resources
Services (HRS) de PricewaterhouseCoopers
COMPETITIVIDAD Y
GESTIÓN DE CAMBIOS
En un mundo de contradicciones, adversi-
dades y oportunidades, y en una escala de
complejidad nunca vista, generar y sostener
el valor del negocio es la expectativa cen-
tral de todos los accionistas, inversores y
ejecutivos. Para ello parece que existe una
concordancia casi tácita en cuanto a los
componentes que deben estar presentes
A.I. du Coudray - 30/32, av. Albert Einstein
para que la “generación y sustentabilidad
93155 LE BLANC-MESNILCEDEX - FRANCE
de valor” efectivamente ocurra. Del lado
Switchboard : +33 (0) 1 48 14 42 42
Direct Line : +33 (0) 1 48 14 41 72 hard o pragmático podemos colocar el
Mobile : +33 (0) 6 17 19 25 18 mercado, el cliente y la concepción del
Fax : +33 (0) 1 48 14 42 40 negocio que involucra toda la estrategia, la
E-mail : p.rolland@grospiron.com estructura y la gestión. Del lado sofá se
colocan las competencias del equipo y la
capacidad del liderazgo para alinearlas en
la dirección correcta para la obtención de
resultados diferenciados.
Podemos decir que la agenda central de los
l’deres es principalmente, además de entre-
gar resultados en el corto plazo, la de mod-
elar y gerenciar los cambios requeridos
Patricia Harrington, President para asegurar la sustentabilidad y la obten-
“A Canada wide network of relocation professionals”
ción de resultados diferenciados; ese es el
camino más genuino a recorrer. La admin-
Tel: 905-634-0166
istración de la migración pasa a ser el tema
Fax: 905-634-6877
más importante de la vida profesional de
Toll Free: 1-866-466-2476
Email: patricia@cirn.ca todos los ejecutivos y un pilar central de
www.cirn.ca competitividad. Es dentro de este contex-
to de negocios en el que la gestión de
cambios es definida como el proceso de
alineación de las personas y de la cultura
Mark Reda, CMC
organizacional con los cambios que ocur-
Director of Sales ren en el nivel de estrategia de negocios,
de la estructura, de los sistemas y de los
procesos de una organización. Cuando se
habla de change management lo que hace
la diferencia no es sólo “lo que” precisa o
debe ser efectuado sino el “cómo” se
Phone: (800) 431-1527 hace. Mientras que “lo que debe ser efec-
(914) 699-1100 tuado”es fácilmente entendible y general-
Fax: (914) 699-1166 mente tiene lógica y buen sentido, lo que
Cell: (914) 772-0397 deja marcas positivas o negativas es cómo
implementamos una decisión.
Volume 5 / Issue 1

La administración de cambios es funda-
mental para asegurar:
1 el sentido de responsabilidad y el com-
promiso de las personas con el cambio
en curso o a ser efectuado,
2 que la mejora implementada sea
sostenible y mensurable y
3 la mejora de la capacidad para obtener
cambios futuros. Resumiendo, prepara a
la organización y a las personas para
responder en forma rápida y efectiva a
los desaf’os cotidianos.
ADMINISTRANDO CAMBIOS
El cambio es siempre un proceso de transi-
ción entre una situación actual y una
situación deseada futura. Para recorrer este
proceso es necesario considerar las dos
dimensiones que lo componen, la dimen-
sión organizacional y la dimensión person-
al. El cambio organizacional es general-
mente cuantificable y está sujeto a verifi-
cación y hasta aún de previsión pudiendo,
por lo tanto, ser planeado y controlado.
No obstante, los cambios a nivel individual
son imprescindibles y sin ellos los cambios
organizacionales no ocurren. Pero éstos
son más complejos y no pueden ser con-
trolados ni cuantificados con precisión, fac-
tor que imprime a los gestores de cambio
una complejidad adicional.
La figura 1 ejemplifica estas dos dimen-
siones y demuestra algunos componentes
vitales para la obtención de éxito. Una
gestión exitosa requiere la combinación de
algunos factores que constituyen una
Volume 5 / Issue 1
especie de fórmula de éxito: (Cambio
Exitoso = V + N + H + C + R).
Visión - es necesario tener una clara
visión de donde estamos y por qué, y para
donde queremos ir y por qué, en qué
dimensión de tiempo, con qué recursos y
qué riesgos queremos correr.
Necesidad - es necesario que el cambio
sea imperativo y que la situación actual no
sea una opción. Una de las principales fun-
ciones de un l’der es crear “incomodidad”
con el status quo.
Herramientas y Recursos
• Metodolog’a, conocimiento, experiencia
e independencia son algunos de los fac-
tores cr’ticos de éxito para planear e
implementar cambios.
COMUNICACIÓN Y FEEDBACK
• Es necesario monitorear constantemente
el ambiente interno y externo, los gru-
pos de poder, trabajar con situaciones
ambiguas, comunicando con claridad y
haciendo, si es necesario, algunos
ajustes de dirección.
Recompensa - Un cambio exitoso requiere
que se dé el debido reconocimiento a las
conquistas y progresos, y que se estruc-
turen sistemas diferenciados de recompen-
sas y educación.
Adicionalmente, un cambio no ocurre sin
un efectivo patrocinio y muchas veces
requiere la designación de un equipo espe-
GlobalHR News
cializado (agentes de cambio) para apoyar
y facilitar el proceso, debido a que la
resistencia y el compromiso de las personas
oscilan a lo largo del tiempo, a causa de
sus expectativas, de la rapidez y efectividad
del proceso de comunicación y educación.
LECCIONES APRENDIDAS
Los procesos de cambio ocurren y ocur-
rirán todos los d’as, pero todas las empre-
sas pasan por ciclos de cinco años prome-
dio, que requieren cambios más impor-
tantes que los cotidianos para el reposi-
cionamiento de los negocios, la inno-
vación, la mejora del desempeño, para ase-
gurar competencias y conocimiento, etc. Es
en esta circunstancia donde generalmente
un buen programa de gestión de cambios
es la diferencia entre el éxito y el fracaso.
Algunas de las lecciones aprendidas a lo
largo de los años en procesos de gestión
son extremamente simples, por eso
aunque no siempre son respetadas,
pueden sintetizarse a continuación con
una advertencia adicional: Ninguna
metodolog’a, Presidente, Director o
Consultor hace milagros cuando no se
tiene un producto razonable.
Si el cambio no tiene un Patrocinador (que
la mayor’a de las veces es el Presidente),
nada ocurre. Si la empresa posee
conocimiento, experiencia, metodolog’a y
tiempo asignado, ésta puede cambiar sola
sin el apoyo de un Consultor (“make or
buy”). Muchos grupos internos tienen
CONTINUED — PAGE 48
47
GlobalHR News

• CHANGE MANAGEMENT –
CONTINUED

competencia para hacer efectivos los

Who is your
cambios pero no siempre son legitimados
por la empresa por falta de independen-
cia. La rutina diaria es uno de los may-
favorite
ores obstáculos para que grupos internos
conduzcan proyectos de transformación. service-provider?
Aspectos pol’ticos y barreras culturales son
las mayores dificultades a superar. email news@globalhrnews.com
Cuando el cambio requerido es diametral-
mente opuesto a la cultura de la empresa,
o se cambia la cultura o se altera el cam-
bio. En un choque entre la cultura y el
cambio, generalmente vence la primera.
Es falso decir que proyectos de modern-
ización pueden generar desempleo.
Nadie tiene garant’a de empleo. La
mayor parte de las personas sabe cuando
son o no son competentes y cuando son
prescindibles. Resumiendo, prepara a la
organización y a las personas para
responder en forma rápida y efectiva a
los desaf’os cotidianos. Es correcto afir-
mar que los proyectos de transformación
obligan a los ejecutivos a tomar deci-
siones dolorosas, que generalmente eran
conocidas, pero ocultadas o postergadas.
Cuanto más temprano se empiece, más
tenue será el dolor del cambio. Pero no
se debe ir atrás de modismos, se debe
tener una razón, un sueño, un ideal o ser
un “business imperative”. El dolor de
mantener el status-quo debe ser mayor
que el dolor por miedo al cambio y a lo
desconocido.
CONCLUSIÓN
Podemos decir que el papel principal de la
alta administración es el de gerenciar el
presente, olvidar selectivamente el pasado
y reabastecerse para el futuro. Es en esa
construcción del futuro que el cambio
ocurre y de su éxito depende la sus-
tentabilidad y perennidad de los negocios.
Todos pueden introducir e iniciar cambios
con relativa facilidad... pero esa no es la
verdadera prueba... El veredicto dado por
los funcionarios y clientes sobre su habili-
dad de llevarlos con usted, es lo que lo
torna un vencedor o un perdedor en el
juego del cambio. ■

48 Volume 5 / Issue 1