PARTNER FOR GLOBAL HR SOLUTIONS IN EUROPE

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BPI International Management Survey
Welcome to a Group Discussion on

• How employees in Europe and the US assess their
  managers supervisors
• The potential implications of the survey on how
  you lead your team

BPI Group is a Leading Global HR Consulting Firm
Presenter Robyn Clark, Managing Director,
U.S. Talent Management Practice
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SSP-BPI Group

• SSP-BPI Group is an innovative HR consultancy
  focused on driving organizational performance and
  supporting individual success. As one of the top
  five career consulting firms in the U.S., the
  firm offers talent management, leadership
  development, succession planning, executive
  advisory services, and career transition
  consulting to clients around the world.

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Table Introductions
Introduce yourself to your fellow table/group
mates

• Please Share
• Your name
• Your company
• The work that you do (briefly)
• One important to do for a manager in
  successfully leading a cross-cultural team

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Objectives for Todays Session

• Clarify the survey purpose and methodology
• Process the survey results
• Deepen our understanding regarding global
  employee perspectives regarding relationships
  with their management
• Identify specific actions that will strengthen
  our individual ability to work, manage, and lead
  cross-culturally

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Survey Purpose and Intent

• Create a standard picture of the modern
  manager/supervisor and clarify differences in
  perception within individual countries
• Understand employees perception of the manager
  role at a Senior level
• Characterize the nature of the relationship
  between employees and their immediate supervisors
• Clarify the image employees have of their
  immediate supervisor
• Understand employee expectations of their
  immediate supervisor

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Survey Methodology Conducted October 2007

• 10 Countries. France, Germany, Italy, Morocco,
  Poland, Romania, Spain, Switzerland, UK and US
• Sample Size. 5,500 total people 500 per country,
  USA 1,000
• Representation Criteria. Employees working for
  companies with more than 10 persons in both
  public and private firms Various/mixed gender,
  age and profession included
• Method. Survey conducted by Internet except
  Morocco survey was conducted by phone
• Data Analysis. Findings analyzed by experts
  within each country to ensure the authenticity of
  interpretations

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BPI Survey Team
Christophe Bouruet Director of Management
Studies, BVA Brice Mallié Director, Management
Branch BPI Group Pascale Portères General
Manager BPI Group

• About BPI
• Founded in 1984, BPI is the leading European firm
  in human resources consulting and people
  management, with 1,000 consultants in 16
  countries.

About BVA BVA is a leading
survey company based in France founded in the
1973. BVA takes the public pulse by providing
clear information, based on innovative
methodologies and rigorous procedures.
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Global Opinion Toward the Managers of the Company

• On a general level, what is your opinion of the
  managers of your company?

Morocco
United States
Poland
Romania
Spain
Switzerland
Italy
United Kingdom
Germany
France
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Global Opinion Toward the Managers of the Company

• Small Group Discussion Process 5 Minutes
• Please discuss these questions below with those
  at your table
• Choose a spokesperson, and prepare to share key
  points with the large group

• Questions
• What do you think explains particular employee
  perceptions toward their managers/Senior Level
  Executives?
• Do you recommend the
  managers take any actionif
  so, what?

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Global Opinion Toward the Immediate Supervisor
On a general level, what is the opinion of your
immediate supervisor?
Morocco
United States
Poland
Romania
Spain
Switzerland
United Kingdom
Italy
Germany
France
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Global Opinion Toward the Immediate Supervisor

• Small Group Discussion Process 5 Minutes
• Please discuss these questions below with those
  at your table
• Choose a spokesperson, and prepare to share key
  points with the large group

• Questions
• In changing focus from Senior Level Managers to
  Immediate Supervisors Are there differences in
  results? What are they?
• What cultural, market, or economic factors
  might explain/contribute to either
  satisfaction or dissatisfaction
  with the immediate supervisors?

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Relationship with the Immediate Supervisor
Is your relationship with your immediate
supervisor friendly, purely professional, non
existent, confrontational? (One possible answer)
United Kingdom
Switzerland
Germany
United States
Poland
Spain
Romania
Italy
Morocco
France
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Relationship with the Immediate Supervisor

• Large Group Discussion.Your Reactions
• The results seemed to have flipped from the
  previous graphwhat is going on here?
• Why does the United Kingdom appear to have the
  friendliest employee boss relationships?
• Is Italy interestingHow so?
• France remains at the bottom with only 27
  reporting a friendly relationship with their
  immediate supervisorwhy?
• Can this be an advantage for France?

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Image of the Immediate SupervisorIn Your
Opinion, Your Immediate Supervisor is
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Image of the Immediate Supervisor

• Small Group Discussion 10 Minutes Prepare to
  report out answers
• What conclusions can you draw about how employees
  view their U.S. managers based on this data. Does
  it match with your experience? How so? How not?
• What conclusions can you draw about how employees
  view their French managers based on this data.
  Does it match with your experience? How
  so? How not?
• Consider
• Does manager image play a role in
  cross-cultural leadership?
• As a cross-cultural manager (US manager in a
  French company or French manager in a US
  company) how can you build a positive image
  with employees?

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Role of the Immediate SupervisorIn your Opinion,
Does Your Immediate Supervisor
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Role of the Immediate Supervisor

• Large Group Discussion. Reactions
• How does this compare with the data that we have
  analyzed so far?
• Does this data support our discussions up until
  this point?

• Small Group Discussion 5 Minutes
• In your opinion, of the supervisor To Dos that
  are listed here, what do you think are the top
  three priorities?
• For the French
• For the US

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Role of the Immediate Supervisor
Top 3 Requests/Priorities for French and US
Managers

• French Managers
• Better recognition for your work
• Contribution for professional development
• Better support in difficult situations

• US Managers
• Better recognition for your work
• Better organization on the teams work
• Better support in difficult situations

Cross-culturally, what does this tell us as
managers/leaders?
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The Expectations Toward the Immediate Supervisor
What do you expect of your immediate supervisor
today as a matter of priority?
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Employee Recognition

• Discussion Questions
• What is appropriate employee recognition in
  France?
• What is appropriate employee recognition in the
  U.S.?
• Why differentiate between the two countries?

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Conclusions

• Leadership is Changing...
• Employees are Clearly asking more of their
  managers
• Greater recognition for work
• Greater organization
• Better support in difficult situations
• Greater professional development
• Organizations are also asking more of
  employees involvement, autonomy and
  responsiveness
• Managers must lead with influence rather
  than direct with power trust, listen,
  recognize, support, engage, and develop
  employees

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Developing an Action Plan

• The Challenge
• Is change needed or warranted in any of the
  countries?
• Are supervisors within various country cultures
  ready to adopt new Leadership Challenges in front
  of them?
• Individual Action Plan
• What, as a leader, are you being called on to do
  as you work in and lead cross-cultural teams?
• What could you do differently?
• How will you move forward?

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Developing an Action Plan

• Individual Action Plan (Please Complete)
• What, as a leader, are you being called on to do
  as you work in and lead cross-cultural teams?
• __________________________________________________
  __________________________________________________
  __________________________________________________
  ___________________________
• What could you do differently?
• __________________________________________________
  __________________________________________________
  __________________
• How will you move forward?
• __________________________________________________
  __________________________________________________
  __________________

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• Robyn Clark
• Managing Director, Talent Management Practice
• SSP-BPI Group
• One North Franklin Street
• Suite 1100
• Chicago, IL 60606
• 312-577-4001
• rclark_at_ssp-bpi.com
• www.ssp-bpi.com
• Click here for SSP-BPI survey on SSP-BPI Website