Networking Breakfast

7:00 am – 8:00 am

HOSTGeorgia Tech CIBER

Dr. John McINTYREProfessor & Executive

Director CIBERGeorgia Institute of

Technology

CONFERENCE MODERATOR

Mr. Steve SPIRESPresident Southeast Region

BPI GroupPANEL MODERATOR

“Matching Corporate Strategy and HR Training

Needs”

Ms. Jan MELCHERDirector of Eastern

OperationsGeorgia Quick Start

Georgia Quick StartThe State of Georgia’s workforce training program provided free-of-charge as an economic development incentive to new, expanding, and existing industries in Georgia.

– Ranked No. 1 workforce training program in U.S. in surveys of site selection consultants

– Created in 1967

– 6,065 projects delivered since created

– In FY2010, 29% of projects involved international companies from 15 different countries

The Quick Start Process

Quick Start ensures a company’s exact training requirements are met and facilitates knowledge/technology transfer by following “the Quick Start process”:

– Needs analysis

– Project study at company location

– Collaboration with company SMEs (subject matter experts)

– Instructional design, development and delivery

Quick Start Training

Quick Start’s comprehensive, customized training can include:

– Pre-employment and assessment (“Select the Best”)

– Customized, job-specific training

– Team-building, communications, leadership and professional development training

– Productivity enhancement and continuous improvement training

Quick Start’s Cross-cultural Training

• Quick Start delivers customized cross-cultural training to facilitate integration of management and workforce, such as “Working with French for U.S. Americans” and “Working with U.S. Americans for French.”

• Topics include:– Understanding historical relationships– Recognizing cultural influences (food, cinema, fashion,

philosophy)– Addressing stereotypes– Appreciating aspects of cultural systems:

• Personal space• Sense of time• Work habits and values• Dress and appearance

Quick Start’s French Clients

In recent years, Quick Start has developed customized workforce training for French companies such as:

– Merial (a subsidiary of Sanofi-Aventis)

– Saint-Gobain Desjonqueres

– SAFT America, Inc.

– Chemtall, Inc.

– Muskin Leisure Products, Inc.

Dr. Jérôme CABYDean

ICN Business School Nancy-Metz

Mr. Jorge GUERRAExecutive Director Business

OperationsEFACEC North America

Sep 2008 Nov 2009

Generation atLow VoltageFuel/Nuclear/Renewable

Transmission at High Voltagelong distances

Distributionat Low Voltage

Households

Power Transformer

Power Transformer

Power Transformers - U.S.A.

European corporation having its first Greenfield in the U.S.A.

Key factors: U.S. Work-force selection (skills assessment, recruiting)U.S. Work-force training (replicate the mfg process)

Our sales model stems on QUALITY & RELIABILITY

Crucial factor for our U.S. factory to reflect both “labels”

A U.S. trainer Early understanding of the manufacturing process- In situ and breaking cultural barriers- Video & 3 D technology (replicate the mfg process)

A U.S. trainer Participating of the HR selection process, working togetherwith local teaching institutions and implementing at themanufacturing site, assisting in Quality execution

Quick Start professionals draw on experience in a variety of industries, including metals, plastics and chemicals, to design and produce the training your employees’ need – from math and measurement to robotics and PLC. Software simulations and hands-on robot control devices

The U.S. trainer

A complex and highly technological manufacturing process replicated with success…!

Mr. Greg KINGStrategic Partners OfficerGeorgia Tech Enterprise

Innovation InstitutePANEL MODERATOR

“University Talent and Global Competitiveness”

Mr. Marc GOODMANUniversity Innovations

Program DirectorAlcatel Lucent

Dr. Felipe DOLZExecutive Director Global

Regulatory AffairsMerial

Dr. Parmeet GROVERGroup Vice President Strategic Marketing

Michelin North America

Industry and Universities –two wheels on the same axle?

Parmeet Grover, Ph.D.Group Vice-President, Global Strategic Marketing

COO – Michelin Travel & Lifestyle NA

Industry-University Partnerships – WHY they can be a win-win?

• Collaboration can result in a virtuous innovation cycle– Universities: Help chart the long-term knowledge roadmap

– Industry: make the roadmap a short to mid term reality

– Universities: Refine the roadmap to make more pragmatic

• Talent management needs are complimentary– Industry: ‘demand-driven’

– Universities: ‘supply-driven’

• Resource allocation imperatives are complimentary– Time horizon: shorter/mid vs. longer

– Specificity of objective: specific problems vs. more open

– KPIs: degree of emphasis on financial results

Industry-University Partnerships –HOW to make them a win-win?

• Ensure the right ‘match’ – Expertise required

– Resources available

• Clearly articulate why the relationship is ‘win-win’

• Clearly define the setup– Objectives of the project(s)

– Type of talent/student required

– Funding

L

H

L H

Experts; Grad; Prof

Exp

ertis

e

Resources

Generalist; Undergrad

Creative, custom approach

Networking Break

10:00 am – 10:30 am

HOSTFrench American

Chamber of Commerce

Dr. Steve McLAUGHLINVice Provost for International

InitiativesGeorgia Institute of Technology

PANEL MODERATOR

“Tapping into Worldwide Talent through

International Internships”

Ms. Debbie Gulick DONOHUEDirector Work Abroad

ProgramGeorgia Institute of

Technology

What is Georgia Tech doing to prepare

students for today’s workforce?

Division of Professional Practice

Cooperative Program (1912)Graduate Cooperative Program (1983)Internship Program (2002)Work Abroad Program (2005)

Why the Work Abroad Program was created

• Quality Enhancement Plan: “Strengthening the Global Competence and Research Experiences of Undergraduate Students”

• Global competence is the product of both international studies and experiences designed to instill a deep and multi-faceted understanding of global relations, intercultural differences, and international disciplinary practices

Why it’s especially important for Georgia Tech to prepare students for global careers

The leading fields of study for Americans studying abroad are the:

• social sciences (21% of those studying abroad), • business and management (20%), • humanities (12%), • fine or applied arts (7%), • physical/life sciences (7%), • foreign languages (6%), • health professions (5%), • education (4%), • engineering (3%), • math/computer science (2%) • and agriculture (1%).- Institute for International Education, Open Doors Report 2010

Georgia Tech Work AbroadProgram History

Work Abroad Placements by Year

0

50

100

150

200

250

2005-2006 2006-2007 2007-2008 2008-2009 2009-2010

3211

4619

115

20

149

32

215

36

# of Terms

# of Countries

Open Doors Report 2010Institute of International

Education

37% increase in the number of students participating in practical work experiences as part of their study abroad (18,715 students now receiving academic credit at U.S. colleges and universities for internships or work abroad).

Models for Work Abroad1. International co-op

2. Single or double semester internship overseas 3. Domestic internship followed up by an

international internship4. Study abroad then work abroad (Georgia Tech

Lorraine, 6-month internship) 5. Full-time hires

Year 1 2 3 4 5

Fall Semester

Academic Studies

Academic Studies

Work Term

Study Abroad

Academic Studies

Spring Semester

Academic Studies

Work Term

Academic Studies

International Work Term

Academic Studies

Summer Semester

Optional

Academic Studies

Work Term

International Work Term

Risks for Employers

1. Student has less likelihood of working for your company full-time than hiring a citizen of your country

2. Administrative duties are more difficult than hiring US citizens, ex: visas and work permits

3. Potential language problems4. Cultural adaptations

Benefits for Employers1. Low cost (pay the cost of living)2. Training students for the global workforce/your

company in a different country3. Raising your company profile on campus 4. Junior leadership opportunity for entering workforce to

understand your global company5. Bridging the gap of intellectual talent needed today

Sample Case Studies

Michelin• 6 month internships

Areva• Study at Georgia Tech Lorraine for one semester and work for 2 semesters

Imerys• Intern globally for a minimum of 3 months

Results of Students who have worked abroad

Student’s preparation to:

• Communicate in your host country’s language • Function on multidisciplinary teams• Carry out projects independently• Use computing technology in discipline-specific analysis and design• Analyze and interpret data• Think critically and logically• Use techniques, skills, and tools necessary for practice in your discipline

Results of Students who have worked abroad

Student’s understanding of:

• The impact of your professional practice has on your country’s society and culture• Your host culture’s beliefs and values within a global and comparative perspective

Mr. Frank McKAYRecruiting & University

Relations ManagerSchlumberger

Mr. Lionel ZAJDEVice President

VITEC Multimedia

• USA: up to 18 months fixed contract• Work force Stability• Highly motivated candidates• Bridging Cross Cultural challenges

– Ideal link with French base HQ– Open mind to US work methods– Cross Educational Objectives

Dr. John McINTYREProfessor & Executive Director

CIBERGeorgia Institute of Technology

PANEL MODERATOR

“Creating International Management Depth through International Partnerships”

Ms. Amy Bass HENRYDirector of the Office of International Education

Georgia Institute of Technology

Ms. Florence RAMILLONHead of the International

Relations OfficeICN Business School

Nancy-Metz

Ms. Harriet RUSKINDirector of theMBA Program

Emory University

Dr. John McIntyre, Georgia Tech Mr. Steve Spires, BPI Group Dr. Ginette Chenard, Quebec Delegation Ms. Rose Catherin, ERAI

SUMMARY DISCUSSIONQ&A

Networking Lunch

1:00 pm – 2:15 pm

HOSTBPI Group