{domain:"www.qualitydigest.com",server:"169.47.211.87"} Skip to main content

User account menu
Main navigation
  • Topics
    • Customer Care
    • FDA Compliance
    • Healthcare
    • Innovation
    • Lean
    • Management
    • Metrology
    • Operations
    • Risk Management
    • Six Sigma
    • Standards
    • Statistics
    • Supply Chain
    • Sustainability
    • Training
  • Videos/Webinars
    • All videos
    • Product Demos
    • Webinars
  • Advertise
    • Advertise
    • Submit B2B Press Release
    • Write for us
  • Metrology Hub
  • Training
  • Subscribe
  • Log in
Mobile Menu
  • Home
  • Topics
    • 3D Metrology-CMSC
    • Customer Care
    • FDA Compliance
    • Healthcare
    • Innovation
    • Lean
    • Management
    • Metrology
    • Operations
    • Risk Management
    • Six Sigma
    • Standards
    • Statistics
    • Supply Chain
    • Sustainability
    • Training
  • Login / Subscribe
  • More...
    • All Features
    • All News
    • All Videos
    • Contact
    • Training

The Art of Managing Dispersed Teams

How HR managers are handling familiar challenges on a global scale

Knowledge at Wharton
Wed, 04/06/2016 - 00:00
  • Comment
  • RSS

Social Sharing block

  • Print
  • Add new comment
Body

A trained mechanical engineer, Mark Chang found himself “totally uncertain and unprepared” the first time he was called on to hire someone else.

ADVERTISEMENT

“I didn’t even know why I was hired in the first place—what did they like about me?” Chang recalls. “So, how do I go out and look for the next person?”

Years later, Chang is now in the business of helping companies find good candidates to hire. He’s the founder and CEO of JobStreet.com, a Malaysia-based employment portal serving 80,000 companies and 11 million job seekers in Southeast Asia, Japan, India, the Philippines, and Western Europe.

At a panel discussion on human capital and social mobility at the recent Wharton Global Forum in Kuala Lumpur, Chang noted that it’s often difficult for even experienced HR professionals to hire the right person—or even to figure out what defines the “right” candidate for a particular position. The process has become even more fraught as companies become increasingly global and managers are overseeing employees who hail from a number of different countries and cultures, many of them working remotely.

 …

Want to continue?
Log in or create a FREE account.
Enter your username or email address
Enter the password that accompanies your username.
By logging in you agree to receive communication from Quality Digest. Privacy Policy.
Create a FREE account
Forgot My Password

Comments

Submitted by pillecw on Fri, 04/15/2016 - 13:35

What you call it does matter

The term "personnel" was in use for many years before "human resources" came along.  To me, the difference is telling.  "Personnel" more clearly indicates that you're talking about people.  "Human Resources" merely indicates your talking about the resources that eat and breathe, as opposed to the ones that don't, such as buildings, computers, lab equipment, etc.  You might as well call your people "liveware".

  • Reply

Add new comment

Image CAPTCHA
Enter the characters shown in the image.
Please login to comment.
      

© 2025 Quality Digest. Copyright on content held by Quality Digest or by individual authors. Contact Quality Digest for reprint information.
“Quality Digest" is a trademark owned by Quality Circle Institute Inc.

footer
  • Home
  • Print QD: 1995-2008
  • Print QD: 2008-2009
  • Videos
  • Privacy Policy
  • Write for us
footer second menu
  • Subscribe to Quality Digest
  • About Us
  • Contact Us