HR-Survey > Employee Opinion > Dimensions

Survey Questions: Global Perspective

Definition: Global Perspective is the ability to understand and navigate worldwide environments by demonstrating awareness of global commitments, applying insight into international markets and innovations, and using analytical thinking to interpret global trends, regulatory landscapes, and competitive forces. It involves communicating across borders with clarity, building alliances that honor regional norms, and strengthening relationships through ongoing collaboration with global stakeholders. It requires operating effectively within global value and supply chains, coordinating offshoring and onshoring efforts, and demonstrating cross‑cultural understanding that respects individual differences while enabling productive teamwork across countries. Ultimately, Global Perspective reflects a strategic, aligned, and impact‑driven mindsetÂone that balances global consistency with local adaptation, understands legal and regulatory variations, collaborates internationally, and embraces global assignments and challenges as opportunities for growth.

Measures of Global Perspective:
Example 1 (5-point scale; numbers; NA)
Example 2 (7-point scale; radio buttons)
Example 3 (4-point scale; radio buttons)
Example 4 (5-point scale; radio buttons)
Example 5 (5-point scale; words)
Example 6 (Pulse Survey)
Example 7 (5-point scale; item comments)
Example 8 (3-point scale; words; N/A)
Example 9 (4-point scale; numbers)
Example 10 (Comment boxes only)
Example 11 (Single rating per dimension)
Example 12 (Slide-bar scale)

Awareness

Awareness is about understanding the global environment at a foundational and observational level. It reflects a person's ability to recognize global market trends, understand how foreign markets function, stay informed about geopolitical and regulatory shifts, and appreciate how global events are perceived locally. Awareness shows up in behaviors like attending global-focused trainings, monitoring international developments, understanding global systems such as the world economy, and seeking input from colleagues in other regions to build a well-rounded view of global conditions. Awareness is about seeing and understanding the global landscape--the "what" and "why" behind global dynamics.

The project manager understands global and local business environments.
My manager understands the "basics" as to how foreign markets function and operate.
Associates attend training seminars and conferences to increase skills in working with others globally.
Managers understand the commitments & requirements of overseas customers.
My coworkers demonstrate working knowledge of global transactions.
My manager seeks input from colleagues and partners in different regions to understand how global events or market conditions are perceived locally.
Our department analyzes global issues/problems that are having a large impact on the company.
Our team understands global systems such as the global economy.
The project leader monitors geopolitical developments, trade policies, and international regulatory changes to anticipate how global shifts may affect operations, customers, or supply chains.
My coworkers are aware of global market trends including shifts in demand, emerging technologies, and demographic changes.

Insight

Insight is about using that understanding to make informed judgments, anticipate outcomes, and take strategic action. It reflects a deeper level of interpretation where employees and leaders apply their knowledge of overseas markets, identify innovations that can scale globally, evaluate international partners for fit and capability, and anticipate how global disruptions will affect local operations. Insight shows up when teams implement changes based on overseas experiences, when managers proactively mitigate risks, and when executives understand the company's position in the global marketplace. In essence, Insight is about interpreting and acting on the global landscape--the "so what" and "now what" that turn awareness into strategic advantage.

Leaders apply knowledge of overseas markets.
My manager assesses overseas vendors for capabilities, maturity, technology stack, and cultural fit.
My manager anticipates opportunities, mitigates risks, and makes informed strategic decisions that strengthen global organizational value.
The members of my team anticipate the effects of global disruptions on local operations.
Our team implements changes as a result of having learned from experiences in overseas assignments.
Our team understands the capabilities, maturity, and capacity of foreign affiliates.
Senior executives recognize the company's position in the global marketplace.
Managers identify local innovations that could scale globally.

Analytical

Analytical focuses on examining global information, patterns, and data to understand how different forces shape business decisions. It involves scanning worldwide trends, evaluating regulatory landscapes, assessing competitive dynamics, and identifying where international partnerships or relocations may offer strategic advantages. Analytical capability shows up in behaviors such as monitoring industry trends for complementary strengths, interpreting multilingual data, evaluating overseas service quality and cost structures, and assessing risk and interdependencies before making global recommendations. In essence, Analytical is about deep analysis and evidence-based interpretation--using global data to understand what is happening and why it matters.

Analyzes worldwide trends, regional dynamics, regulatory landscapes, and competitive forces.
My manager tracks service quality, productivity, and cost savings for overseas locations.
Managers are open to identifying business functions that benefit from cost efficiencies and specialized expertise offered in other countries.
The company evaluates risk, complexity, and interdependencies before recommending relocation.
The project manager scans the external environment for complementary partners, evaluating strategic fit, and initiating collaborative discussions.
Our team can effectively deliver presentations to international clients.
Senior executives identify gaps in the company's capabilities that could be filled through partnership.
The supervisor can effectively interpret and analyze data in several languages.
Leaders monitor industry trends to spot complementary strengths in other organizations.

Communication

Communication focuses on how information is exchanged across borders--ensuring clarity, accuracy, and mutual understanding among people who may differ in language, time zone, communication norms, and business expectations. This dimension emphasizes adapting communication styles to cultural contexts, translating local issues into globally relevant terms, clarifying expectations with international partners, and creating safe environments for open dialogue among multicultural teams. It also includes practical communication skills such as multilingual communication, effective virtual collaboration, and sharing global insights with domestic teams so decisions reflect international realities. In essence, Communication is about making global collaboration work through clear, adaptive, and respectful information exchange.

Our team is comfortable using teleconferencing equipment to facilitate meetings with others abroad.
Our manager adapts communication style to align with cultural norms, ensuring messages are understood without misunderstanding or offense across diverse global audiences.
The project manager encourages open dialogue among multicultural teams by creating a safe environment where individuals from different countries feel comfortable expressing viewpoints and raising concerns.
My team facilitates open communication with individuals from other countries.
Our team has excellent communication skills to conduct effective business with individuals from different cultures and/or countries.
The project lead shares global market insights, regulatory updates, and cultural considerations with domestic teams to ensure decisions are informed by international realities.
My manager facilitates cross-border collaboration by translating complex local issues into globally relevant terms that colleagues in other regions can easily understand.
The team leader is able to listen and understand others and discuss issues in a respectful way.
Our team communicates effectively on a multi-lingual basis.
Our manager clarifies expectations, timelines, and deliverables with international partners to prevent ambiguity caused by time-zone differences, language nuances, or cultural assumptions.

Builds Alliances

Builds Alliances focuses on forming strategic, trust-based partnerships that create long-term mutual value across borders. This dimension emphasizes identifying the right partners, evaluating cultural and ethical compatibility, and aligning stakeholders around shared goals and strategic priorities. It involves cultivating strong relationships with international teams, facilitating introductions across regions, encouraging knowledge exchange, and building internal support for global alliances. In essence, Builds Alliances is about intentionally creating and nurturing global partnerships that strengthen organizational capability, expand reach, and support long-term strategic success.

Our manager builds internal support for potential global alliances.
My manager connects global alliance opportunities to broader organizational strategy.
I am able to identify international alliance structures that maximize mutual value.
Colleagues cultivate long-term global relationships with international stakeholders by consistently demonstrating reliability, transparency, and respect for regional business norms.
My team leader bridges gaps between geographically dispersed teams by facilitating introductions, encouraging knowledge exchange, and removing barriers to cross-regional cooperation.
Our manager builds strong partnerships with offshore teams to enhance efficiency, access specialized expertise, and support long-term organizational value creation.
I know how to evaluate potential global partners not only for capability but for cultural compatibility, ethical alignment, and ability to contribute value.
The project lead seeks opportunities for strategic alliances.
My manager solicits and engages diverse groups in organizational processes.
My department aligns global partners around shared goals by clearly communicating mutual benefits, expected outcomes, and global strategic priorities.

Global Value/Supply Chains

Global Value/Supply Chains centers on the operational and structural systems that move products, materials, information, and services across countries. This dimension emphasizes establishing global product flows, collaborating across value chains to enhance efficiency and quality, and leveraging global networks to access new markets and capabilities. It includes anticipating supply-chain risks, optimizing sourcing and production decisions, integrating global data to improve cost structures, and ensuring sustainability and regulatory compliance across regions. Global Value/Supply Chains is about designing, managing, and optimizing the global systems that enable the organization to operate efficiently, competitively, and responsibly worldwide.

My manager addresses global supply chain issues.
I am able to establish global product flows for raw materials.
My department anticipates global supply-chain risks (such as geopolitical shifts, currency volatility, or regional disruptions) and proactively adjusts sourcing or production plans to maintain continuity.
Leaders collaborate across global value chains (GVCs) to enhance efficiency, quality, and global reach.
Leaders leverage participation in global value chains (GVCs) to access new market and capabilities.
The company creates efficient and effective global supply chain processes.
My coworkers engage in global value chains (GVCs) to strengthen the organization's competitive position.
The project manager aligns global supply-chain decisions with sustainability, ethical sourcing, and regulatory requirements in each region.
My team builds strong relationships with international suppliers and logistics partners to improve reliability, reduce lead times, and enhance the organization's global operational resilience.
My manager integrates insights from global production, distribution, and market data to optimize cost structures and create value across regions.

Offshoring/Onshoring

Offshoring/Onshoring focuses on the operational, structural, and organizational execution of distributing work across countries. It involves coordinating cross-functional and cross-border teams, integrating offshore affiliates into the broader organization, and ensuring seamless transitions when functions are moved offshore or brought back onshore. This dimension emphasizes evaluating cost structures, talent availability, operational risks, and strategic fit to determine where work should be located. It also includes establishing governance, aligning workflows, creating shared KPIs, managing knowledge transfer, and mitigating disruptions during transitions. In essence, Offshoring/Onshoring is about designing and managing globally distributed operations so that teams across regions function as one cohesive system.

Supervisors monitor global regulatory, tax, and geopolitical change to determine necessary adjustments for offshoring/onshoring of business functions.
I am able to identify opportunities to expand or refine offshoring operations.
Leaders create shared goals, KPIs, and performance dashboards with offshore affiliates.
Colleagues coordinate cross-functional and cross-border teams to ensure continuity of service during offshoring.
I know how to foster trust, collaboration, and cultural understanding between offshore affiliates.
Leaders assess the alignment of offshoring with long-term strategic goals.
The project manager establishes clear governance structures and communication channels to facilitate offshoring.
Coworkers in my department ensure offshore teams feel integrated into the broader organization.
The project manager aligns onshore and offshore teams around shared standards, workflows, and performance expectations to create a unified, globally distributed operating model.
My manager analyzes cost structures, talent availability, operational risks, and long-term organizational capability to determine onshoring/offshoring of business functions.
Our team anticipates and mitigates disruptions during the offshoring transition period.
My team leader ensures seamless reintegration of processes during onshoring by coordinating knowledge transfer and minimizing service disruption.

Cross-Cultural Understanding

Cross-Cultural Understanding focuses on the mindset, awareness, and interpersonal sensitivity needed to work effectively with people from different cultural backgrounds. It emphasizes curiosity about other cultures, respect for individual differences, appreciation of diverse perspectives, and understanding how cultural norms influence work behaviors and expectations. This dimension shows up when teams build cultural awareness, when leaders create environments where differences are valued, and when employees recognize how cultural factors shape interactions, decisions, and business outcomes. Cross-Cultural Understanding is about recognizing, valuing, and navigating cultural differences, while Communication is about expressing, listening, and collaborating effectively across those differences.

My division develops both the cultural awareness and business skills to grow our business in all countries, and work effectively across borders with employees, customers, and shareowners.
My coworkers work well with others from different cultural backgrounds.
Associates demonstrate a curiosity about diverse individuals and cultures.
Leaders are aware of the culture, behaviors, identities and beliefs of others.
Coworkers respect individual differences.
The members of my team set the example for team on importance of cultural awareness.
My department develops both the cultural awareness and business skills to grow our business in all countries, and work effectively across borders with employees and customers.
My team understands how cultures differ and how these differences impact work behavior.
My manager creates an environment where individual differences are valued and supported.
Leaders understand and appreciate the perspectives offered by others with different cultural backgrounds.

Relationships

Relationships focus on building, sustaining, and deepening long-term connections with people and organizations across cultures and countries. This dimension emphasizes trust, rapport, and ongoing engagement--whether with global customers, suppliers, affiliates, regulators, or international colleagues. It shows up when employees invest time in understanding cultural expectations, maintain regular contact with global stakeholders, support international partners during challenges, and ensure that diverse customer needs are met with care and quality. In essence, Relationships are about cultivating strong, enduring human and organizational connections that enable mutual understanding, responsiveness, and shared success across borders.

The team leader supports international colleagues by offering resources, guidance, or advocacy when regional challenges arise, reinforcing a sense of partnership and shared success.
Associates build working relationships with others across cultures.
The project manager forms strong client relationships with international partners.
Leaders have positive interactions with individuals from different cultures and backgrounds.
Supervisors consider customers point of view when making decisions.
My supervisor ensures all customer's unique needs are met with quality products and services.
I am able to maintain ongoing contact with global stakeholders (suppliers, customers, affiliates, and regulators) to ensure relationships remain strong, responsive, and mutually beneficial over time.
My manager forges new relationships among foreign suppliers.
The members of my team maintain strong collaborative relationships with business process outsourcing (BPO) partners.
Our team invests time in understanding the cultural expectations, communication styles, and business norms of international partners to strengthen trust and reduce the risk of misunderstandings.

Collaborative

Collaborative centers on how people work together across countries to solve problems, innovate, and achieve shared goals. It reflects the behaviors that enable effective joint action--cooperating with colleagues from different cultures, facilitating cross-border problem-solving sessions, connecting teams with complementary expertise, and building cohesion among geographically dispersed groups. Collaboration is about creating the structures, norms, and practices that allow diverse global teams to contribute insights, navigate cultural differences, and operate as a unified whole. Collaborative is about how people work together globally, while Relationships is about the quality and strength of the connections that make that collaboration possible.

Employees at the company cooperate with others on a global scale.
Associates engage in problem solving with individuals outside of the country.
Managers facilitate joint problem-solving sessions across countries by ensuring all regions contribute insights, constraints, and cultural perspectives.
My coworkers are able to work with others from different cultures and countries.
Our team identifies where collaboration with other organizations can create mutual advantage.
Our manager builds cohesion among geographically dispersed teams by creating shared rituals, communication norms, and collaboration practices that bridge cultural differences.
The project manager works with teams from other countries.
My team connects colleagues from different countries who have complementary expertise, enabling cross-regional learning, innovation, and mutual support.
My manager collaborates with others respectfully and effectively with other people regardless of differences in cultural backgrounds.
The supervisor is able to work with individuals having different backgrounds and cultures.
My supervisor collaborates with teams overseas.

Global Legal/Regulatory/Compliance

Global Legal/Regulatory/Compliance centers on understanding and navigating the rules, obligations, and constraints that govern business activities across different jurisdictions. This dimension emphasizes recognizing how varying legal systems, regulatory regimes, trade agreements, tariffs, sanctions, and political conditions shape what an organization can and cannot do globally. It includes assessing compliance requirements in host countries, maintaining awareness of global and local legal frameworks, and ensuring that operations, partnerships, and decisions adhere to all relevant standards. While Offshoring/Onshoring may consider regulatory factors as part of operational planning, Global Legal/Regulatory/Compliance is fundamentally about ensuring lawful, ethical, and compliant conduct across all regions where the organization operates.

Coworkers have some understanding of legal systems outside of the us but know how and when to obtain more specific advice and counsel.
Colleagues understand geopolitical and regulatory factors such as trade agreements, tariffs, sanctions, and political stability.
Associates recognize how varying legal and regulatory regimes impact business activities across regions.
Our team understands the legal and regulatory environments across all operating jurisdictions.
My team understands the legal jurisdictions and regulatory requirements that govern the organization's operations.
Supervisors demonstrate awareness of the legal jurisdictions and compliance obligations that shape organizational operations.
Colleagues assess legal, regulatory, and compliance requirements in host countries.
My coworkers maintain a clear grasp of the legal frameworks and regulatory requirements governing the company's global and local operations.
The supervisor ensures compliance with global standards and local regulations.

Alignment

Alignment is about ensuring that global actions, decisions, and partnerships reinforce the organization's long-term strategic direction across all regions. It requires balancing global consistency with local adaptation, translating enterprise-level goals into region-specific objectives, and maintaining strategic fit as markets and technologies evolve. Alignment shows up when managers evaluate whether global partners support long-term goals, when teams clarify cross-border roles and decision rights, and when leaders oversee knowledge transfer and ensure adherence to corporate standards and culture. Alignment is about strategic coherence and coordinated execution--making sure that global insights, decisions, and operations all move in the same direction to support the organization's overarching strategy.

My manager assesses whether a potential global partner aligns with long-term business goals.
My team facilitates alignment across borders by clarifying roles, decision rights, and accountability structures.
The project manager translates enterprise-level goals into clear, region-specific objectives to better align international teams.
Our manager plans and oversees knowledge transfer, documentation, and training of international affiliates.
My manager reviews global partner performance and strategic fit to maintain alignment as markets, technologies, and organizational needs evolve.
The supervisor ensures vendors can meet both current and future business needs.
My team leader adjusts processes as business needs evolve.
Our team ensures alignment with corporate standards, culture, and performance expectations.
I am able to ensure global initiatives, local adaptations, and regional decisions all reinforce the organization's long-term strategic direction across countries.
Managers balance global consistency with local adaptation.

Strategy

Strategy is about intentionally shaping the organization's global direction--defining where the company should play, how it should compete, and which international structures or partnerships will strengthen long-term competitiveness. It involves translating global trends into actionable local strategies, designing global business models, and making deliberate choices such as relocating functions abroad, pursuing business process outsourcing, or forming alliances that enhance capability and efficiency. Strategy shows up when leaders align personal and departmental goals with global priorities, restructure operations across borders, or identify complementary strengths in other organizations to advance the company's global position. In essence, Strategy is about setting the course--making deliberate, forward-looking decisions that position the organization to thrive in a complex global environment.

Senior executives define effective global business models for the divisions in the organization.
My manager implements business process outsourcing (BPO) for strategic purposes.
Our department restructures operations across borders to improve efficiency, capability, and competitiveness.
Our team seeks opportunities for strategic global alliances.
I know how to define global strategies to meet supply chain challenges.
Coworkers in my department align personal vision with global strategies.
My manager opens dialogue with organizations that offer complementary strengths.
Leaders translate global trends into local strategies.
My department relocates business functions to affiliated enterprises abroad.

Impactful

Impactful focuses on the executional behaviors and real-world contributions that make global strategies successful. It reflects how individuals and teams operate in global contexts--embracing international challenges, securing resources from foreign markets, coordinating global distribution, and building systems that integrate worldwide business activities. Impactful behavior shows up when employees volunteer for global assignments, make decisions that consider both macro forces and local realities, or demonstrate the mindset and skills of effective global workers. Impactful is about delivering results--taking action, adapting to global conditions, and contributing in tangible ways that strengthen the organization's global performance and resilience.

My supervisor understands the global economic impact of business decisions.
My team leader exemplifies the skills of an effective global worker.
Coworkers in my department volunteer for experience and assignments abroad.
The members of my team make decisions that consider both macro force and micro realities.
My team leader coordinates the global outbound distribution of products and services.
The members of my team develop information systems to help integrate global business activities.
Managers are able to get important resources from foreign markets.
Colleagues accept setbacks and challenges in foreign markets as improvement opportunities.