How to Scale Your Global Workforce at Speed Regardless of Company Size
Global employment experts like G-P understand the ins and outs of international expansion and global compliance so companies looking to scale across borders don’t have to. On the other hand, if they choose to go it alone, it can take two to three years and cost thousands of dollars from the initial planning stage to becoming a fully functioning international company. So how should companies approach global expansion? What else is there to consider before they take the leap?
In this PANGEO session, Jane Reddin, Partner at Albion VC; Joe Batten, Head of Commercial Operations at Hubble; and Suzanne McVey, EMEA Director of Marketing at G-P discussed the top strategies and considerations for companies aiming to build a future-ready global workforce, including what they need to do to build teams at scale across new geographies and the role tech plays in the process.
Are there any dos and don’ts for companies looking to scale and hire globally?
Reddin pointed out that hiring for remote roles should be an organic, opportunistic activity for companies. However, many organizations are too flexible in assessing candidates due to their desire to make decisions quickly.
“As boring as it sounds, get some structure — there is absolute power in having a scorecard, clarity, and alignment on the role before you set off on the recruitment process.”
Reddin recommended measuring candidates in terms of mastering mindset and motivation — an essential component to successfully assessing potential hires in a virtual setting.
“All in all, it’s having a good idea of what you’re looking for ahead of time. Measuring the skills you need and having the mindset to codify values and behaviors – set it down, or people will make it up.”
Is scaling a global workforce different for fully remote vs. hybrid companies?
Batten believes remote-only companies have a definite advantage over hybrid workplaces when creating the right culture. There are in-built issues that hybrid teams have to master. He referred to a common scenario experienced in hybrid workplaces: the buzz of a busy in-office meeting room in London with 10 people sitting together — and the cohort in attendance distributed remotely around the world.
“They (remote workers in a hybrid environment) may feel left out of that culture. Fully office and fully remote is somehow easier, but hybrid is everything in between; it’s hard to cater to that, and it’s different for every single business.”
By way of a solution, Batten pointed to the ideal qualities of in-demand offices where remote workers can come together and create their own culture.
McVey agreed, explaining how G-P has been very mindful of these issues since the company went fully remote last year. “The key has been clear, transparent communication from our leadership on what to expect, and a focus on protecting and nurturing the culture as the company grows.”
What will the future workplace be like five years from now?
It’s going to be driven by individual choice, according to Batten. As companies see that allowing people to work wherever they choose positively affects their bottom line, that flexibility will increasingly become the norm — especially considering the ongoing war for talent and the fact that professionals are beginning to prioritize flexibility even ahead of salary.
McVey concluded, “Previously, companies blindly accepted that location incubates talent, and believed you can only ever perform at the highest level if you show up at the office every day – it’s funny the mind shift that is now taking place.”
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