Establishing global capabilities has become a key motivator for many organizations. But to be successful, organizations must apply strict due diligence and strategic planning when acquiring the workforce to support their growing operations. This represents tremendous opportunity for human capital and related firms, but the road is bumpy and has certain essential requirements.

Road map. Staffing providers must understand the regulatory requirements and cultural nuances of each country in which they operate or plan to operate. An experienced managed service provider can help navigate the often complex local labor laws and regulations.

Operating globally requires flexibility. Solutions companies must offer scalable delivery models to accommodate the unique requirements of a specific market or nation. To achieve this, research and build a methodology on local market immersion that takes into account all cultural and regulatory considerations.

To grow globally, a company must be able to evaluate the competitive landscape strategically to figure out how to capitalize on its unique differentiators. At the same time, understanding both the market itself and the client’s individual need is critical. Evaluating what local market trends will affect the client and understanding how the local market will support the customer’s goals enable human capital providers to effectively demonstrate their qualifications.

Lessons learned. Years ago, our limited global footprint hindered our ability to sell to large, Fortune 500 companies effectively. Recognizing the opportunity, AGS’ leadership invested significantly in expanding in major regions around the world. Now we’re the MSP with the largest global spend under management, according to Staffing Industry Analysts’ research.

Here’s what we learned along the way:

  • Be honest about your capabilities and operational desires in each country
  • Build a methodology that captures market intelligence for what it takes to be successful
  • Identify an internal, cross-functional group of subject matter experts
  • Build flexibility into your delivery model that takes advantage of market nuances
  • Identify and solve for key regulatory differences
  • Build a support structure that takes into account time zone and language considerations
  • Think about change management — internally and customer facing

Know local to go global. To sell successfully, solutions providers must showcase both global and local knowledge. Instituting a global approach to governance ensures consistency, but a provider must be able to draw on standard processes and best practices for local delivery. This allows for predictability, consistency and repeatability in the implementation and operation of programs across markets.

It’s also critical to understand your customer’s global landscape, whether a program will be mandated worldwide or will need to be “re-sold” across different markets. The latter can prove challenging and requires working closely with local stakeholders to educate them on the benefits of the solution. This effort is much easier when you have a strong level of understanding about the local environment.

To develop the international experience needed to compete globally, providers must make the most of local expertise when entering a new market. Key leadership should be relocated to aid the process, but utilizing the talent that already exists in a region is beneficial to developing true global strength.

At the end of the day, global notwithstanding, selling is built on trust and the ability to demonstrate value. This remains consistent across the globe.