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Commuter assignments are on the rise! An increasing number of organizations now see them as a viable mobility program component. In a recent survey,  24% of respondents indicated their organizations were planning to add commuter assignments to their mobility suite.* There are a number of benefits to the commuter assignment model, which can offer a good compromise between full relocation and remaining in the home location. In many cases these types of assignment are likely to be more appealing to employees because they do not require as much upheaval and disruption for them and their family. In the age of COVID-19, commuter assignments provide balance for organizations needing to continue their mobility program, but who want to mitigate risk and have more control in the midst of continued uncertainty and rapid change. 

Along with the advantages, there are a few potential pitfalls that should be top of mind when considering a commuter assignment option.

Work/life balance. The ability to minimize disruption to an employee’s home life is an especially appealing aspect of a commuter assignment, particularly in cases where a partner or spouse wishes to maintain their own career in the home location. But the logistics of commuting to and from the host location impact an assignee’s health and wellbeing. Prolonged absences from the family, and from home, should not be overlooked. 

Compliance. Commuter assignments can trigger a number of compliance issues that can cause difficulties for both the assignee and the organization. Depending on the frequency and length of commuter stays in the host country, there can be both tax and immigration requirements that need to be closely managed. This could result in additional costs and resource requirements for the organization to ensure they remain compliant for the duration of the assignment. 

Management and cost.  When an employee is continuously moving between two locations there is a greater burden on those departments responsible for managing the assignment, such as HR and Finance. Not only does there need to be support for the employee in both locations, but additional and ongoing resources can also be required to track the employee, as well as manage and finance their travel and accommodation requirements. This can present logistical and financial burdens above those that would be incurred as part of a traditional international assignment.

While there are clear benefits to commuter assignments, it is important for organizations to think holistically, giving full consideration to the potential disadvantages in any individual case. Where organizations opt for this type of assignment, it is paramount that it is carefully planned and managed to ensure it remains compliant and beneficial to the assignee and the organization. 

If you are considering commuter assignments for your organization, we can help! Please contact us to schedule a call or virtual meeting to explore how we can assist with your commuter assignment program.

In the US
Call +1 703 723 6509
or send a message to info@adaptiveleadershipstrategies.com
 
In the UK
Call +44 7711 734 015
or send a message to david@mcconsulting.co.uk
 
*According to the 2020 Mobility Outlook Survey by AIRINC.

Post authored by Liane Cheyne
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Coming Home: Three Reasons Why You Should Make Reintegration a Priority

Sep 29 2020

Other

Coming Home: Three Reasons Why You Should Make Reintegration a Priority

Date: September 29, 2020 4:00 AM

When planning an international assignment, the primary focus is on the experience of the assignee during his/her stay in the host country. Much emphasis is placed on ensuring the assignee and any accompanying family have a smooth and pleasant experience as expatriates. Often, an assignment is considered complete once business and individual work objectives have been met and the assignee returns home. It is often assumed that assignees and their families will be able easily fall back into their ‘old’ lives in their home location. Yet, this is not always as easy as it may seem. Consideration must be given to the potentially life-changing impact of living and working in the host environment. Without a plan for reintegration, returning assignees often find it difficult to settle back into their once-familiar surroundings, at times leading to a separation from the organization soon after their return. 
 
An international assignment is an expensive business investment. A portion of the Return on that Investment (ROI) relies on talent retention and the opportunity to leverage experience gained during the assignment.  Following are three key reasons why a conscientious repatriation process is required to maximize the return on investment for both the organization and the employee.

1.  Acquired knowledge.  Experience and knowledge gained during an international assignment is of great value to the organization and assignee, and to other organizations. Paying attention to assignee reintegration may increase post-assignment talent retention and the opportunity to retain the valuable knowledge and experience gained in-house for the benefit of the organization and other employees. 

2.  Enhanced Global Networks.  Business relationships developed during international assignments are an essential component of an organization’s capacity to conduct business on a global scale. These relationships will continue to add value long after an assignee has returned home. 

3.  Paving the way for future assignees. As organizations continue to invest in international assignments, they will want to attract the best and most suitable candidates for these roles. Having past international assignees in the organization will demonstrate the benefits of having international assignment experience. It will also provide a resource for future assignees when seeking advice about expatriate experiences. 

Paying attention to reintegration following an international assignment enables an organization to take full advantage of the value and benefits of an international assignment program and maximize assignment program ROI. If you need assistance to review or improve your employee reintegration processes, we can help! Please contact us to schedule a call or virtual meeting to explore how we can assist with your global mobility program.
 
In the US
Call +1 703 723 6509
or send a message to info@adaptiveleadershipstrategies.com
 
In the UK
Call +44 7711 734 015
or send a message to david@mcconsulting.co.uk

Post authored by Liane Cheyne
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Trackshot F2's instrallation (Singapore, 2020 - 2021)

Sep 23 2020

Other

Trackshot F2's instrallation (Singapore, 2020 - 2021)

Date: September 23, 2020 3:00 PM

BL TECH's Trackshot F2 Dashcam will be installed in Singapore taxies. The camera is expected to be installed between the second half of 2020 and 2021.
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2019 Domestic And International Dual-interface Smart Card Market Supply And Demand Monitoring Analysis

Sep 17 2020

2019 Domestic And International Dual-interface Sma

2019 Domestic And International Dual-interface Smart Card Market Supply And Demand Monitoring Analysis

Date: September 17, 2020 4:00 PM

Location: http://www.jinguantech.com/newslist-1

2019 domestic and international dual-interface smart card market supply and demand monitoring analysis
demand analysis
Section 2 Supply Analysis
Section 3 Analysis of Market Features
Chapter 3 Analysis of the Supply and Demand of Dual Interface Smart Card Market at Home and Abroad
--Section Analysis of domestic and foreign dual interface smart card market demand
Section 2 Analysis of Supply Capability of Dual Interface Smart Card Market at Home and Abroad
1. The domestic and international market demand situation of the product
2. The comparative advantages of domestic and foreign products
Chapter 4 China's outlook on foreign dual-interface smart card imports and exports
--Section Research on Import and Export Situation of Dual Interface Smart Card Market at Home and Abroad
1. Import and export status of dual-interface smart cards at home and abroad
2. Research on import and export characteristics of dual-interface smart card markets at home and abroad
Section 2 Summary of historical indicators of China's dual-interface smart card exports to foreign countries
1. China's total exports of dual-interface smart cards to foreign countries and product structure characteristics
2. The structure of key target countries for China's dual-interface smart card exports to foreign countries
3. China's total exports of dual-interface smart cards to the Congo (DRC) and product structure
Section 3 Prospects of China’s export of dual-interface smart card markets at home and abroad
1. The advantages and disadvantages of China's foreign dual-interface smart cards
Chapter 5: Analysis of Competition Performance of Dual Interface Smart Card Market at Home and Abroad
--Section Analysis of the overall benefit level of the dual-interface smart card market at home and abroad
Section 2 Industry Concentration Analysis of Dual Interface Smart Card Market at Home and Abroad
Section 3 Performance Analysis of Different Ownership Enterprises in the Dual Interface Smart Card Market at Home and Abroad
Section 4 Performance Analysis of Enterprises of Different Scales in the Dual Interface Smart Card Market at Home and Abroad
Section 5 Analysis of Distribution System of Dual Interface Smart Card Market at Home and Abroad
1. Analysis of sales channel model
2. Product-best sales channel selection
Chapter 6 Investment and Financing Analysis of Dual Interface Smart Card Market at Home and Abroad
--Section: Status of enterprise ownership in the dual-interface smart card market at home and abroad
Section 2 Foreign Capital Entry Status of Dual Interface Smart Card Market at Home and Abroad
Section 3 Cooperation and M&A in the dual-interface smart card market at home and abroad
Section 4 Analysis of the Investment System of the Dual Interface Smart Card Market at Home and Abroad
Section 5 Capital market financing analysis of dual-interface smart card markets at home and abroad
Chapter 7 Comments on the advantages and disadvantages of the investment environment of the dual-interface smart card market at home and abroad
-Section Comments on the advantages and disadvantages of the investment environment of the dual-interface smart card market at home and abroad
1. Comments on the advantages of the dual-interface smart card investment environment at home and abroad
2. Comments on the disadvantages of dual-interface smart card investment environment at home and abroad
Section 2 General Evaluation and Enlightenment of the Investment Environment of Dual Interface Smart Card Market at Home and Abroad
1. General evaluation of the investment environment of dual-interface smart cards at home and abroad
2. The enlightenment of the dual-interface smart card investment environment at home and abroad to Chinese enterprises
The second part of the domestic and international dual-interface smart card market supply and demand forecasting plan
Chapter VIII Forecasting Project of Domestic and Foreign Dual Interface Smart Card Market Supply Index
--Section Overview of the dual interface smart card market at home and abroad
1. Overview of the development of dual-interface smart card markets at home and abroad
2. Domestic and foreign dual-interface smart card market supply system
Section 2 Main factors affecting the supply of dual-interface smart card markets at home and abroad
Section 3 Ideas and Methods Affecting the Supply Forecast of Dual Interface Smart Card Market at Home and Abroad
Section 4 Prospects for the supply situation of dual-interface smart card markets at home and abroad
Chapter 9: Forecast Scheme of Domestic and Foreign Dual Interface Smart Card Market Demand Index
--Section Domestic and international dual interface smart card market scale
1. Domestic and foreign dual interface smart card market demand indicators
2. Demand characteristics of dual-interface smart card markets at home and abroad
Section 2 Main Factors Affecting the Demand for Dual Interface Smart Card Market at Home and Abroad
Section 3 Ideas and Methods Affecting Domestic and Foreign Dual Interface Smart Card Market Demand Forecast
Section 4 Prospects of domestic and foreign dual-interface smart card market demand trends
Chapter 10 Investment Analysis of Dual Interface Smart Card Industry at Home and Abroad in 2019
--Section Investment Environment
1. Resource and environment analysis
2. Market competition analysis
3. Policy environment analysis
Section 2 Analysis of Investment Opportunities
Section 3 Investment Risk and Countermeasure Analysis
Section 4 Investment Development Prospects
1. The development trend of market supply and demand
2. Prospects for future development
Chapter Eleven Domestic and Foreign Dual Interface Smart Card Market Risk Trend Analysis and Countermeasures
--Section Risk Analysis of Dual Interface Smart Card Market at Home and Abroad
1. Market competition risk
2. Risk analysis of raw material pressure
3. Technical risk analysis
4. Policy and system risks
5. Entry and exit risks
Section 2 Analysis of investment risks and control strategies in the dual-interface smart card market at home and abroad
1. Market risks and control strategies of dual-interface smart cards at home and abroad in 2020-2025
2. Policy risks and control strategies of dual-interface smart card markets at home and abroad in 2020-2025
3. Operational risks and control strategies of dual-interface smart card markets at home and abroad in 2020-2025
Fourth, 2020-2025 domestic and foreign dual-interface smart card horizontal competition risks and control strategies
5. Other risks and control strategies in the dual-interface smart card market at home and abroad in 2020-2025
6. Expert opinion
Chapter 12 Investment Risks of Dual Interface Smart Card Industry at Home and Abroad
- Section Macro-control risks of dual-interface smart card markets at home and abroad
Section 2 Domestic and foreign dual-interface smart card market competition risks
Section 3 The risk of supply and demand fluctuations in the dual-interface smart card market at home and abroad
Section 4 Technical Innovation Risks in the Dual Interface Smart Card Market at Home and Abroad
Section 5 Operation and management risks of dual-interface smart card markets at home and abroad
Section VI Viewpoint
Chapter Thirteen 2020-2025 Domestic and Foreign Dual Interface Smart Card Market Development Trend Research Analysis
--Section 2020-2025 International Market Forecast of Dual Interface Smart Card Market at Home and Abroad
1. Capacity forecast of dual interface smart card market at home and abroad
2. Prospects of domestic and foreign dual-interface smart card market demand
Section 2 Development Trend of Dual Interface Smart Card Market at Home and Abroad
1. Product development trend
2. Technology development trend
Section 3 2020-2025 Domestic and Foreign Dual Interface Smart Card Market Forecast
1. Capacity forecast of dual interface smart card market at home and abroad
2. Prospects of domestic and foreign dual-interface smart card market demand
Chapter 14 2020-2025 Systemic Risk Outlook of Dual Interface Smart Card Market at Home and Abroad
1. The risk of domestic and foreign dual-interface smart card market fluctuations
2. Risks of changes in tariffs and other related policies
3. Competitive risks brought by strong competitors
Fourth, exchange rate fluctuation risk
5. The risk of RMB appreciation
6. Risks of unmatched related industries
7. Related financial risks such as profit remittance
8. Risks of rising labor costs
9. Other
Chapter 15 Operation and Investment Recommendations for Dual Interface Smart Card Markets at Home and Abroad
--Judgment on whether 2020-2025 is suitable for exploring the foreign dual-interface smart card market
1. Judging from the perspective of market entry barriers
2. Judging from the perspective of local market demand
3. Judging from the perspective of market competition
4. Judging from the perspective of the cost of production factors
5. Judging from the perspective of market entry timing
6. Judging from the perspective of geographic location
7. The conclusion on whether it is suitable to develop the foreign dual-interface smart card market
Section 2 Recommendations for direct investment in the dual-interface smart card market at home and abroad from 2020 to 2025
 
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Onboarding: Setting the Stage for Success

Sep 14 2020

Other

Onboarding: Setting the Stage for Success

Date: September 14, 2020 4:00 AM

Organizations often have a standard checklist that they use to ensure a new employee is onboarded into a new role, covering areas from orientation of their work environment, familiarity with policies and procedures, and job-specific information relevant to their new position. Whilst these are also important for an employee that has been relocated, organizations often make the mistake of believing this is all that is required for an international assignee. Research* has shown that assignees place equal importance on the support provided to them outside of work to assist them with feeling at home in their new location, and are often dissatisfied with how this is handled by their employer. As such, there are a few key areas that organization should factor into their onboarding process to ensure that assignees are set up for success

1.  Social network.  Being able to quickly establish a social network in the host location is important to overseas assignees, particularly those who have relocated without a partner or family unit. Without adequate social support, assignees are likely to experience loneliness which can influence both their ability to perform in their role, but also their desire to remain for the intended length of the assignment. Providing assignees with opportunities to network outside of work early on can have a great impact on their experience and happiness whilst overseas.

2.  Family. Support for accompanying spouses, partners, and family can also be crucial to integration and overall assignment success. The stress and disharmony that can be caused by the unhappiness of dependents can be, in the first instance, a distraction to the assignee, and in some cases may lead to the early termination of an assignment. Additional efforts to ensure that accompanying family are supported to settle into work and schooling, as well as a wider social network can be hugely beneficial to both the assignee and the organization.

3.  Culture. When arriving in the host location assignees are often unfamiliar with local culture and customs, and in some cases will also not speak the language. Providing information and support to become accustomed to local culture can be a big part of ensuring that an assignee becomes quickly settled into their new surroundings and is able to focus on their new job role. This can range from small pieces of information, such as customs for tipping in restaurants, to crucial assistance with logistical hurdles, such as buying a vehicle, obtaining insurance, and opening a bank account.

By taking the time to ensure a comprehensive onboarding process, assignees are likely to be better equipped to succeed in their new location. In turn both the assignee and organization benefit from a more positive and successful assignment. If you would like to expand or refine your onboarding process for international assignees, we can help! Please contact us to schedule a call or virtual meeting to explore how we can assist with your global mobility program.

In the US
Call +1 703 723 6509
or send a message to info@adaptiveleadershipstrategies.com

In the UK
Call +44 7711 734 015
or send a message to david@mcconsulting.co.uk

*Expat Insider 2019 Business Edition: Foreign Assignees: https://business.internations.org/expat-insider/2019/download/foreign-assignees
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New CERTUSS website is online!

Sep 2 2020

Other

New CERTUSS website is online!

Date: September 2, 2020 12:00 AM

We proudly announce that from today on, September 1st 2020, our new corporate website is online and available 24/7 for our customers and engineers around the world.
Visit www.certuss.com and browse through the latest about the safest, smallest and most advanced steam boiler solutions for the process industry!
CERTUSS provides engineeredsolutions for more than 80 industries and since 1957, having installations in +130 countries.
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Why Non-Compliance Could Put the Brakes on an International Assignment

Aug 24 2020

Other

Why Non-Compliance Could Put the Brakes on an International Assignment

Date: August 24, 2020 4:00 AM

Employers and employees often take compliance matters for granted. They assume it will be easy to meet home and host country requirements for items such as work authorization and taxation, as long as they follow the requisite steps. But if not properly planned, an international assignment can be at risk of failure due to unforeseen compliance hurdles. Here, we address three potential stumbling blocks in the global assignment process.

World events and changes to policy. The impact of COVID-19 has brought about rapid and unforeseen changes to policies and procedures impacting international travel. Barriers to entry due to lengthy delays or suspension of issuing visas, potential quarantine periods and local measures to prevent the spread of the virus are examples of the disruption now facing business and leisure travelers. Other circumstances include changes in leadership in a country or region, predicating a change in policy. It is pertinent that any organization planning to relocate even a single employee internationally keep well informed about developments in the host country and be prepared to act promptly in response to unexpected changes. 

Complex issues and expertise. Many issues around compliance can be complex and specific to the situation or country. Whilst it is tempting for organizations to feel their way through such issues, or rely on past experiences, the best course of action is to seek advice from someone with the appropriate expertise to ensure that an assignment begins as quickly as possible will not fall short of what is required for it to be compliant with both the home and host country. Mistakes can be costly and lead to avoidable delays and complications. 

Communication. Communication is a recurring theme throughout the international assignment process and one we have discussed in more depth in a previous post. It is, however, of continued importance when it comes to ensuring compliance. It is, of course, crucial for organizations to communicate clearly with their assignees about what is required of them in order to ensure they are and remain compliant throughout their assignment. However, it is of equal importance that employers maintain good communication with the relevant agencies in the host country. Particularly in these challenging times, delays and mistakes can often be made when there is a lack of information or miscommunication between the organization and relevant agencies in the host country. 

By bearing in mind some of these potential pitfalls, organizations can save themselves both time and money by ensuring that they correctly meet compliance requirements the first time around. Good planning and depth of knowledge is key.  Numerous resources are available to help organizations navigate compliance issues and ensure that they are correctly addressed. Please contact us to schedule a call or virtual meeting to explore how we can assist with your global mobility program.

In the US
Call +1 703 723 6509
or send a message to info@adaptiveleadershipstrategies.com

In the UK
Call +44 7711 734 015
or send a message to david@mcconsulting.co.uk

Post authored by Liane Cheyne
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Question & Answer

Aug 10 2020

Question & Answer

Question & Answer

Date: August 10, 2020 5:00 AM

What hole patterns are you able to do?

Attaching a hinge to an assembly with screws, nails or pop rivets requires that holes be pre-punched in the hinge leaves.  We are tooled to punch many different hole patterns within our automated work centers and in our secondary department (round, square, obround slot both parallel and perpendicular to the pin, notch-radius end, notch-square end, and countersunk).
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Defining the Scope of an International Assignment

Aug 10 2020

Other

Defining the Scope of an International Assignment

Date: August 10, 2020 4:00 AM

One of the most fundamental mistakes that organizations make when arranging an international assignment is not clearly defining the scope and purpose of the assignment from the outset. Without this, success cannot be easily measured, and the intended purpose or outcome can be lost. In order to ensure that overseas assignments bring a good Return on Investment (ROI) and deliver the desired results, it is necessary to be specific about the assignment purpose and expected outcomes. 

When determining the scope and purpose of an assignment, there are key areas to be considered:

Intended assignment length. Is this a permanent or temporary relocation? Some organizations require employees to relocate on a permanent basis to fill a specific skills gap in an overseas location, while others need an employee to fulfill a time-limited gap or spearhead a project. It is important to take this into consideration, even if there is a chance that circumstances could change. 

The business objective. What is the organization looking to gain from the assignment? There are numerous reasons why an overseas assignment may be required such as establishing a presence in a new geographic region or to expand knowledge and experience within the organization. The business objective should be well-defined along with well-defined Key Performance Indicators (KPIs) to ensure the assignment will yield the expected ROI and fulfill the intended business need. 

The individual objectives for the employee. What is the intended outcome/goal for the assignee? Not only can individual objectives play a large role in attracting employees to undertake international assignments, but they also contribute significantly to employee retention both during and after the assignment. Relocation assignments are expensive. Ensuring successful completion of an assignment and retaining talent after an assignment is complete are both key factors in determining ROI. 

Without clear definition assignments can fail to meet their desired objectives, resulting in long-term consequences for both the organization and the assignee. Yet with adequate planning and preparation,  international assignments can be of enormous value to both. There are numerous resources available to help organizations of all sizes plan successful global assignments and maximize their investment, particularly during these challenging times. Please contact us to schedule a call or virtual meeting to explore how we can assist with your global mobility program.

In the US
Call +1 703 723 6509
or send a message to info@adaptiveleadershipstrategies.com

In the UK
Call +44 7711 734 015
or send a message to david@mcconsulting.co.uk
 
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Surgical Suit FDA 510K & TUV CE  Level 3/4  AAMI PB70

Aug 2 2020

Other

Surgical Suit FDA 510K & TUV CE Level 3/4 AAMI PB70

Date: August 2, 2020 4:00 PM

Certificate:
Surgical Gown FDA Registration Record
Test Report Based on EN 13795-1:2019
Level 2 Test Report Based on AAMI PB70:2012
Level 3 Test Report Based on AAMI PB70:2012
Level 4 Test Report from TUV, Based on AAMI PB70:2012
ISO 13485 by TUV

We herewith declare that the above mentioned products meet the transposition into national law, the provisions of the following EC Council directives and Standards. All supporting documentations are retained under the premises of the manufacturer.
 
General applicable directives:
Medical Device Directive: COUNCIL DIRECTIVE 93/42/EEC
Standard Applied:
 
EN ISO 15223-1:2016    EN1041:2008     EN ISO 13485:2016
EN ISO 14971:2012      EN 13795:2011
Notified Body:TüV SüD Products Service GmbH, Ridlestr. 65, 80339, Munchen, Germany
Identification Number:0123
(EC) Certificate(S):G2S 073966 0008 Rev.01
Expire Date of the Certificate:2024-05-26
Start of CE Marking:2010-11-26
Place,Date of Issue:Xuchang, 2019-10-15
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Garam Cosmetics Co., Ltd has completed opening of 'Babepapa' in Shingsegae Department store

Jul 31 2020

Other

Garam Cosmetics Co., Ltd has completed opening of 'Babepapa' in Shingsegae Department store

Date: July 31, 2020 3:00 PM

Location: Shinsegae Department Store

Garam Cosmetics Co., Ltd., a low-profile cosmetics company that operated a pop-up store at the children's store on the sixth floor of Shinsegae Department Store's Gyeonggi branch for two weeks from the 10th, said it has completed its entry into the "Barbefa" editing shop, a premium baby product store, at Shinsegae Department Store's Gangnam and Daegu branches this time.
In August, visitors can also visit Shinsegae Department Store's Gyeonggi branch, Yeongdeungpo branch, Busan Centum City branch, and Barbepa branch in Gwangju.
Barbepapa is an Australian baby product brand b.It is a premium baby product brand that has exclusive sales contracts such as Box, Lucogonic, and Red Root, and is currently operating as a sole store in Shinsegae Department Store. It specializes in selling baby brands ranging from childbirth and sanitary products to organic products. Currently, six Shinsegae Department Store and E-Mart 120 nationwide, eight Costco nationwide, 120 Lotte Mart nationwide, and 300 retail stores nationwide are in the spotlight for childcare products.

Garam Cosmetics Co., Ltd. will introduce Kids & Junior brand Little Glam Girls, which aims for the value of "nature and safety" to give positive influence to children through Babe Papa after the opening of the store, and "Filstand," a brand that can be used with confidence by the entire family, including vulnerable children and adults with sensitive skin. Its flagship products are Little Glam Girls Shampoo, Shower Gel, Mask Pack, and recently released Bubble Clay, and home beauty care is expected to be released sometime next week.

Garam Cosmetics Co., Ltd., which has both safety and functionality as a product recommended by the Korea Atopy Association for the use of natural-derived EWG green-grade raw materials, is operating a beauty parlor in Siheung, Gyeonggi Province, and the entry of Shinsegae Department Store is expected to give more customers good confidence in its products.
Various products of Garam Cosmetics Co., Ltd. can be found on its website
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Question & Answer

Jul 27 2020

Question & Answer

Question & Answer

Date: July 27, 2020 5:00 AM

What are your custom fabrication options?  Our custom fabrication options are:  hole punching, bending - forming, swaging (full, half, reverse, and offsetting), and staking the pin.  What is a staked pin?  It is a pin staked into position by small dents made in a consistent pattern on the bottoms of the knuckles.  Standard on S & S Hinge 400 series.
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OPPORTUNITIES

Jul 13 2020

OPPORTUNITIES

OPPORTUNITIES

Date: July 13, 2020 10:00 PM

Products on sale.
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Global Communication in the ‘Next Normal’

Jul 13 2020

Other

Global Communication in the ‘Next Normal’

Date: July 13, 2020 4:00 AM

One of the most notable changes that many employees have experienced as a result of the COVID-19 pandemic is an increase in virtual meetings with colleagues locally and across the globe. As restrictions on travel have prevented organizations from moving their workforce, either on long-term assignments or simply for business travel, employees are being required to communicate virtually more than ever.
 
Virtual meetings present a number of new challenges. Whilst there has been a great deal of focus on the role of technology, with many having to quickly become familiar and comfortable with this being their sole means of communicating, virtual meetings can also present challenges with ensuring effective communication within teams, particularly when they are spread across multiple countries and cultures.
 
With this in mind, here are three key considerations to keep front of mind in order to enhance cross-cultural communication as we navigate a world where virtual meetings have become the norm.
 
1. Empathy. The COVID-19 pandemic has been experienced in vastly different ways across different countries and communities. As well as varying levels of disruption and social restrictions, cultural groups will react differently to the common experience of uncertainty and anxiety. Awareness of the differing experiences of others may enable greater empathy for the viewpoints and reactions of others and foster a greater understanding of this shared experience, with the potential of enhancing the quality of remote and virtual communication

2. Context. Whereas previously colleagues may have gathered in one place for a face-to-face meeting, it is probable that many organizations have found their employees dispersed across the globe. This can present a number of logistical challenges for communication. For example, holding a virtual meeting with many international participants will involve multiple timezones, meaning that the timing may present more difficulty for some than others. The same can be said for different holidays and significant events that occur in different countries and cultures. By demonstrating awareness of the contextual factors, greater common understanding and sense of value will be fostered among participants.
 
3. Non-verbal communication. In the context of virtual meetings, non-verbal communication can assist with conveying meaning and increasing a shared understanding. Gestures can aid colleagues from high-context cultures who rely more heavily on non-verbal communication to make their viewpoint heard or for their understanding of others. This can also be helpful for those whose ability to communicate may be impeded by a language barrier, a difficulty often heightened when not communicating in-person. Not relying solely on verbal communication conveys a commitment to inclusiveness and ensures that no one is left behind.
 
Many organizations will be experiencing the challenges that can arise with global teams at an enhanced level during the current pandemic. Additional training to assist employees with identifying how they can work better in a cross-cultural setting can be of great benefit, especially as they settle into the ‘next normal’ of virtual working. There are many resources out there to assist organizations in better equipping their employees with the skills they need to be successful. For more information on the training we can provide please contact us using the details below.
 
Call +1 703 723 6509
or send a message to info@adaptiveleadershipstrategies.com

Post authored by Liane Cheyne
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Since 1968, the Spanish company REPLASA has offered customized solutions to its customers. Technological innovation and investment in research and development have allowed for the steady healthy growth of the company. Replasa offers the highest standards of quality and environmentally friendly products. They specialize in  high value added coatings used the world over by renowned customers in the transportation, construction, and appliance markets. REPLASA , for its inaugural attendance will present in hall B7 booth 406.  The products on display offer different coatings and finishes, which are highly suited for shipbuilding
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Hermle user report

Jul 2 2020

Other

Hermle user report

Date: July 2, 2020 12:00 AM

ROSEN develops inspection devices for pipelines. To be able to produce faster and more flexible in-house – that was the target of the investment in four C 42 U machining centres from Hermle with a robot-based automation solution. The system convinced and three years later Hermle was asked to install the same combination again. 
Read more: www.hermle.de/userreports
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Artificial turf for Thermal Barrier Effect

Jun 24 2020

Other

Artificial turf for Thermal Barrier Effect

Date: June 24, 2020 3:00 PM

Artificial turf for Thermal Barrier Effect
 
Hybrid artificial turf
The fatal problem of artificial turf is the high temperature on the surface of the turf.
We had started to do its own research and development for the improvement of the problem, and we succeeded it in 2015.

Temperature down: average 5-7°C 
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Smart Door Lock

Jun 24 2020

Other

Smart Door Lock

Date: June 24, 2020 3:00 PM

Location: South Korea

All products are patented with anti-shake technology which makes them unique among others. Product core advantages lie in different functions like a mobile app with various controls. Highly protected fingerprint system, Unique design, and having all general functions that digital door lock should have strong materials for locks and locks security alarm functions, and so on. 
 
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Question & Answer

Jun 21 2020

Standard Continuous HInges

Question & Answer

Date: June 21, 2020 5:00 AM

Do your stock continuous hinges have holes?  

Our steel, stainless, and aluminum continuous hinges are standard without holes.  Our brite-annealed, brass pre-plate and nickel pre-plate continuous hinges are standard with holes punched and countersunk on two inch centers.

What length do your standard/stock continuous hinges come in?

Our standard/stock continuous hinges come in 6' and 8' lengths.
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Employee Mobility in an Uncertain Time

Jun 15 2020

Other

Employee Mobility in an Uncertain Time

Date: June 15, 2020 4:00 AM

The ability to have a globally mobile workforce and relocate employees internationally is one of many areas COVID-19 has had an impact on businesses around the world, with new assignments either canceled or indefinitely put on hold. As countries move into new phases of their response to the pandemic, organizations will now need to consider the next steps for international assignments and how best to proceed in the weeks and months ahead. Whilst new international assignments will still be necessary,  safety and practicality will be top of mind with a host of new factors to take into account.
 
1.  Variations between different locations. As has been seen throughout the pandemic, countries have responded in different ways and at different times. This can also be extended to policies on immigration and travel, with many countries beginning to reopen borders. While an initial response might be to place all international assignments on hold, the opportunity exists to consider cases individually to mitigate business disruption. Concurrently, organizations will need to account for the potential for changes, should an assignee be impacted by the reinstatement of restrictions previously lifted in his/her host country. Having a comprehensive communication plan to address the “what if’s” is vital, helping both employers and assignees proceed with caution as we ease into the next normal.

2.  Additional practical and logistical challenges. Where overseas assignments proceed there may be a range of additional difficulties during the moving process. These could include delays in visas being approved, quarantine periods on arrival, and new and unfamiliar social restrictions both in and out of the workplace. It will be important for organizations to be mindful of the potential impact on assignees under such circumstances. Examples include greater restrictions on freedoms in accordance with local guidance and possible difficulties with integrating into the host environment. Thought should be given to adjusting onboarding processes and increasing communication with assignees to provide the support needed for the assignment to be successful for the organization and the assignee.
 
3.  Legal requirements. As requirements for legal compliance become more fluid, organizations may be faced with unanticipated delays and the need for additional documentation. For existing assignees, addressing issues associated with visa renewals and related gaps in employment authorization can take extra time. New assignees may be impacted by requirements to provide travel history and health records/screenings. By taking a proactive stance, anticipating the possibility of needing to comply with additional requirements, organizations can experience less disruption and instill greater confidence in the assignees being asked to relocate.
 
Each of these should be reviewed in conjunction with the organization’s approach to duty of care and decisions made accordingly about whether or not to proceed with an overseas assignment. Whilst the situation remains uncertain and challenging, there are a range of resources available to help implement a successful global mobility program.  Whether your organization is looking to relocate an employee for the first time, or restart global relocation activity, we can help.
 
Please contact us to schedule a call or virtual meeting to explore options that will enable you and your employees to achieve your global mobility goals!
 
In the US
Call +1 703 723 6509
or send a message to  info@adaptiveleadershipstrategies.com

In the UK
Call +44 7711 734 015
or send a message to  david@mcconsulting.co.uk
 
Post authored by Liane Cheyne
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