How Can Software Development Companies Build Engagement to Common Goals Among Globally Dispersed Teams?
Bartlomiejczuk, Greg; Born, Nicholas
It’s hard enough to get people who are co-located onto the same page. Add to that the complexity of multiple regions, varying cultures, and virtual communication that characterize globally dispersed teams, and the demands placed on leaders can quickly multiply. Not surprisingly, participation in and management of globally dispersed teams comes with its own unique opportunities and challenges. Globally dispersed teams allow organizations to garner talent from around the world, have greater cost flexibility, and can bring diverse perspectives to the table. On the other hand, they must overcome a greater likelihood of communication breakdowns, lack of collaboration, dissimilar work processes, and difficulty building trust and cohesiveness. In response, we embarked on our own investigation of what makes globally dispersed teams – specifically in the software development industry – high performing. Drawing from real-world examples, we will propose 3 key areas that HR professionals should hone in on to ensure that globally dispersed teams remain engaged, collaborative, and focused on common goals.
human resources; software development companies; employee engagement; global teams
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