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Seeking diverse viewpoints and backgrounds helps incorporate the best of all perspectives for companies with global staff members
John McKinney, head of HR for Antarctic Logistics & Expeditions, a company with staff in 25 countries, offers insights on managing international crews.
What are the main HR challenges when managing staff across different countries?
At Antarctic Logistics & Expeditions, we have approximately 150 seasonal staff that work three to five months a year and 15 year-round staff. They typically come from more than 25 countries, and work in remote camps in Antarctica, our operations hub in Punta Arenas, Chile, and our home office in Salt Lake City, Utah.
When working with teams around the world, I deal with all of the traditional HR challenges that professionals usually face. However, every challenge is also intensified by cultural differences.
What are some common cultural differences HR professionals need to consider when working in international business?
One of the most significant realizations I encountered while working with a global workforce was understanding that the “American way” might not always align with what’s best for a global organization. Attempting to impose current “American” HR trends on a multinational workforce can prove challenging if other cultures and nationalities do not support these trends.
I suggest taking a step back to become familiar with the cultures and behaviors of individuals of various nationalities. By examining global best practices, one can identify a more universally acceptable approach that gains support from a diverse group.
A quote that resonates with my advice is, ‘The more I travel, the less I know.” Embrace diverse viewpoints and backgrounds, and learn from them to incorporate the best of all perspectives.
Are there strategies to promote teamwork and collaboration among international teams?
Promoting teamwork and collaboration within international work groups requires a multifaceted approach, with the keys being training and fostering a culture that embraces and celebrates diversity.
At our organization, we prioritize this through comprehensive staff training sessions. These sessions explore our cultural differences, highlighting how diversity enhances our collective skill set and professional experience. Furthermore, we actively cultivate an inclusive environment
where individuals feel valued for their unique contributions.
Our commitment to cultural awareness extends beyond initial training. You can often hear continued discussions among staff talking about different cultures and wanting to learn more about them. Living and working together in some of the world’s most remote locations strengthens our organizational culture, and fosters mutual respect and appreciation among team members.
In addition to cultural sensitivity, leveraging technology can enhance teamwork dynamics. Tools like Predictive Index are invaluable for identifying and accommodating diverse work styles and perspectives. As an HR professional and professor at UTC, I advocate for the strategic use of such tools in recruitment and targeted team training, facilitating smoother collaboration across borders.
What are some ways HR can help build a sense of inclusion among employees from different cultural backgrounds?
I believe it’s crucial for HR professionals to regularly engage with staff to assess their sense of inclusion. Actively listening to their feedback and experiences, and being prepared to implement necessary changes is essential in supporting organizational inclusivity.
It’s also important to specifically reach out to groups who may not feel included. Listen to their perspectives and consider their recommendations to create a more inclusive environment.
Are there examples of HR initiatives that have helped improve employee engagement and satisfaction in global teams?
Fostering early connections among staff is key to boosting their happiness and engagement at work. This means making sure they feel linked to the organization, their team and their supervisors.
In Antarctica, we can make this happen by setting up mentorship programs to connect new and veteran staff, providing ongoing training and development initiatives, improving leadership skills for supervisors, and organizing recreational and social activities to give staff a break from the challenges of working in remote areas.
John McKinney works as the head of Human Resources for Antarctic Logistics & Expeditions, a global company with 160 staff from 25 different countries with offices in the United States, a logistics hub in southern Chile and multiple remote field camps across Antarctica. He also teaches Human Resources and management classes at the University of Tennessee at Chattanooga and Southern New Hampshire University.