Cross Cul­tural so­cial train­ing

The HR Digest - - Training & Development -

com­pa­nies don’t en­gage in spe­cial ef­forts for their ex­pats. Peo­ple at the home of­fice find it dif­fi­cult to imag­ine that ex­pats need help ad­just­ing. Of course, a lot of com­pa­nies en­gage in se­ri­ous ef­forts to make in­ter­na­tional as­sign­ments ben­e­fi­cial both for the ex­pa­tri­ates and the or­ga­ni­za­tion. More of­ten than not, such com­pa­nies cosign the re­spon­si­bil­ity of ex­pat se­lec­tion, train­ing, and sup­port to the hu­man re­sources depart­ment. Ac­cord­ing to a study, only 11 per­cent of HR man­agers have lit­tle un­der­stand­ing of a global as­sign­ment’s set of per­sonal and pro­fes­sional chal­lenges. Many don’t see why peo­ple who’ve been given in­ter­na­tional as­sign­ments should be get­ting spe­cial at­ten­tion par­tic­u­larly when some­thing goes hor­ri­bly wrong.

The com­pa­nies that man­age their ex­pa­tri­ates ef­fec­tively fol­low the be­low men­tioned gen­eral prac­tices: The HR depart­ment in your com­pany must be pre­pared to of­fer cross cul­tural train­ing for an em­ployee go­ing abroad on an as­sign­ment. The trainer must fa­mil­iar­ize the ex­pat and their fam­ily with lo­cal cus­toms, gen­eral taboos and ex­pec­ta­tions for so­cial in­ter­ac­tions. This in­cludes ev­ery­thing, from serv­ing meals for din­ner guests to gift-giv­ing eti­quette in the coun­try where the ex­pa­tri­ate is ex­pected to work.

For in­stance, when a col­league first moved to Ja­pan she went to a col­league’s fu­neral and wore a black suit. She no­ticed sev­eral at­ten­dees at the fu­neral point­ing at her. She dis­cov­ered that black sig­ni­fies joy in Ja­panese cul­ture, while white is the ap­pro­pri­ate color for mourn­ing. She was em­bar­rassed and mor­ti­fied that she had of­fended the de­ceased’s fam­ily.

Newspapers in English

Newspapers from USA

© PressReader. All rights reserved.