180 Going Global Figure 7.1. Cultural Difference in Communication: Context Versus Content. High Context High Content Japan Africa Middle East Philippines China Latin America India Singapore Greece Spain Italy Malaysia France Swiss Germans England Austria USA The Netherlands Germany Australia Scandinavia It is important to add communication to this framework, as exchanging information is fundamental to assimilating into a new culture. A useful distinction to consider is high-content versus high-context communication. Different cultures vary on this continuum, as shown in Figure 7.1. Most of the information is conveyed in words in high-content cultures as compared to high-context cultures where information is carried through nonverbal communication and is more implicit. Unspoken topics and environmental cues are as important as words spoken in high-context cultures where communication is often described as indirect, subtle, warm, and personal. In On-Boarding in a Global Workplace 181 contrast, high-content cultures are experienced as more direct, impersonal, objective, and logical (Hall, 1976). A comprehensive on-boarding approach focuses on bringing the new hire up to speed on the internal culture of the orga- nization and the local culture. Table 7.3 shows a list of specific elements that contribute to the culture of an organization. Table 7.3. Elements That Contribute to Organizational Culture. Awards and Ceremonies How are employees recognized for performance? Are there service awards or retirement events? Social Events Are there routine informal events, such as informal gatherings at local pub, or sporting events? Customer Focus To what extent does the organization value customer service (versus production or sales)? Decision Making Does the organization tend toward consensual decision making? Are decisions usually made at the senior level and distributed throughout the organization? Dress Code Is the dress code formal or more casual? Feedback Does feedback occur frequently and informally, or more formally during scheduled sessions? Information Dissemina- tion How much information about the business is shared throughout the organization? How is information disseminated throughout the organization: electronically, in meetings, one on one? Leadership Style What is the style of senior leaders: are they autocratic, participative, heroic, or accessible? Physical Environment What does the typical working environment look like? What is the work space of senior leaders? Speed What is the sense of urgency in the company, to respond to e-mails, telephone messages, work tasks? Training What is the type and frequency of training provided to employees? Work Hours When are employees typically in the office? Are employees expected to work weekends, holidays? 182 Going Global The new hire’s line manager and colleagues play an important role in articulating the internal culture of the organization. This can be effectively accomplished by sharing stories that convey what it is really like to work at your company. Written materials such as policy manuals, internal newsletters, memos from senior leaders, press releases, and so on should be gathered and shared with the new hire as these can also help describe the unique personality of the company and its local operations. Line managers and colleagues and people from the new hire’s country of origin are also instrumental in describing the local culture. Additional sources of information such as history books, local art, traditional foods, holiday celebrations, and the like can be very informative about the norms and values of the local culture. Be explicit to include local cultural aspects as well as internal company norms when reviewing the elements shown in Table 7.3. Stages of On-Boarding Because socialization is the foundation of effectively on-boarding new employees, or individuals new to role, we will illustrate on-boarding practices according to the stages of socialization: Anticipatory, Accommodation, and Role Management (Feldman, 1976). Anticipatory socialization occurs before an employee enters the organization. This stage involves practices related to getting into the organization. Accommodation socialization occurs as the individual enters the organization and begins to understand what the organization is really like and attempts to become a partic- ipating member. In the role management stage of socialization, the individual masters work tasks, settles into the job role, and becomes a contributing member of the organization. Stage 1: Anticipatory or Pre-Entry Research has shown that the attitudes that newcomers develop toward their new employer form very early and are relatively stable over time (Bauer & Green, 1994). This highlights the importance of paying attention to every detail associated with the candidate selection process as the first stage of on-boarding. New employees begin to develop an impression of the organization based on the On-Boarding in a Global Workplace 183 professionalism of interactions with recruiters and organizational members. Individuals involved in recruiting and interviewing pro- cesses need to provide candidates with a realistic view of the role, the challenges he or she will likely face, and, most important, a glimpse into the culture of the organization. They need to make candidates feel comfortable and welcome while gaining informa- tion necessary to make an accurate assessment of the candidates’ skills and degree of ‘‘fit’’ within the organization. Structured interviews are a valuable tool for assessing a candi- date’s organizational fit; the results from these interviews can be an indicator of the individual’s success or failure in role (Lomax, 2001). Structured interviews designed to assess organizational fit should focus on character traits deemed essential by the company. For individuals moving to roles outside their home company, traits such as openness to experience, flexibility, persistence, and empa- thy have been identified as key predictors of the individual’s performance in role (McCall & Hollenbeck, 2002). GlaxoSmithKline has institutionalized a ‘‘Candidate Care’’ model which is a process and prescribed set of behaviors that applies a customer service model to candidates’ recruitment expe- riences. Treat prospective employees in the same manner as your valued customers, not as traditional job applicants. Ensure that all applicants, those who successfully gain employment and those who do not, have a positive story to share with others. Lou Manzi, vice president of global recruitment, views GSK’s candidate care process as a competitive advantage, one that enhances GSK’s rep- utation as a preferred employer while increasing the firm’s brand equity. Practical steps for global hiring managers include the following: • Provide each applicant with a positive and realistic understand- ing of the company • Excite them about your brand by clearly and concisely describ- ing what your firm stands for • Involve people from diverse perspectives (that is, nationalities, functions, tenure) in the interview process • Don’t overpromise and underdeliver 184 Going Global Stage 2: Accommodation or Organizational Entry Effective on-boarding practices implemented during the new- comer’s entry into the organization tap into the individual’s innate motivation to understand and make sense of his or her new environment. During this phase, three areas require focus: trans- actional basics, performance expectations, and initial orientation. Transactional Basics The transactional basics truly represent a double-edged sword: when executed well they are not sufficient to create an effective on-boarding experience, but any lapses here will destroy even the most comprehensive on-boarding effort. Post-Offer Acceptance Communication. Communicate frequently with the new employee after she has accepted the offer to welcome her into the organization. Carefully craft any formal announce- ment that will be issued internally or externally to introduce the successful candidate. Include not just the candidate’s title and background but introduce the audiences to his mandate: what is he going to bring to the organization? Be sensitive to cultural norms when announcing new employees or employees transitioning to a new role. For example, announcements in Western countries may be more detailed and highlight individu- als’ accomplishments whereas Asian cultures may downplay past successes. The Move. A sound corporate relocation policy is essential to ensuring a successful relocation. Though this sounds very basic, it is surprising how many multinational corporations have vague policies regarding relocation, whether for a new organizational member or location moves for existing members. The policy needs to be reviewed frequently to ensure relevance and it should adequately address adaptations and exceptions. Service providers, such as move management companies, cultural awareness trainers, language training, and immigration and tax providers, play an important role in most relocations. Ensure that they provide early and frequent predeparture communication with On-Boarding in a Global Workplace 185 the employee to ensure realistic planning for service delivery. It is the responsibility of the organization, most likely the human resource member of the on-boarding team, to serve as the point of contact for the employee. A critical component to successful relocation involves the employee’s family unit. A now commonly known statistic cites lack of adaptability by the employee’s spouse or partner as the number- one reason for assignment failures (see, for example, Frazee, 1998, Lomax, 2001; McCall & Hollenbeck, 2002). A 1999 Global Relocation Trends survey reported data from 177 companies with more than 50,000 U.S. expatriates on active assignments overseas; more than 50% of the companies surveyed listed the following family challenges as critical: • family adjustment • children’s education • spouse or partner resistance • spouse or partner career Despite the preponderance of evidence and common sense suggesting that early identification and adequately addressingfam- ily challenges will establish a comfort zone allowing the employee to concentrate on work, very few companies involve the employee’s family in screening and/or selection decisions (Global Reloca- tion Trends, 1999). (See Chapter 12 on Expatriation for more information.) Day 1 Experience. Planning for the employee’s first day in the new environment is again very basic, but often overlooked. Take advantage of the employee’s enthusiasm on Day 1; make the newcomer feel comfortable and trusting that this assignment is the right one for her. Ensure that there is a plan for greeting the employee upon arrival and assistance with building access and security as necessary. Also ensure that someone is accountable for establishing work station basics including computer, e-mail and intranet access, telephone. The ‘‘Day 1’’ checklist shown in Figure 7.2 provides further examples of important items to ensure the employee experiences a positive Day 1. 186 Going Global Figure 7.2. Day 1 Checklist. Welcome  Inform existing staff of new arrival and their role  Send welcome announcement  Greet new person and introduce staff Facilities  Car parking  Staff room and kitchen facilities  Telephone—external and internal dialing instructions  Fax machine  Fire extinguishers  First aid boxes  Health and safety notices, including accident book  Utilities, such as lighting, heating, water  Access to buildings, security  Incoming and outgoing mail points  Notice boards  Computer system, Internet access, e-mail  Photocopier  Stationery stocks and systems of reordering  Toilets, cloakroom, and so on The organization  What we do  History of the organization  Organizational structure  Market trends  Future plans  Terminology used in organization On-Boarding in a Global Workplace 187 Figure 7.2. (continued) Systems  Office systems—computers, telephones, filing  Courtesies—protocol, etiquette  Hours of work, timesheets  Absence from work—annual leave, bank holidays, sickness  Communications  Meetings  Finance—expense claims, financial responsibilities Policies and Personal Development  Training  Company policies (such as Development; Health and Wellness; Corporate Social Responsibility, and so on)  Performance management process  Salary review guidelines Performance Expectations Ensure the employee’s line manager is available during the employee’s initial arrival at the organization to clarify account- abilities and establish priorities. This needs to be an ongo- ing dialogue, but the line manager sets the stage on Day 1 for a successful relationship with the new employee. Sched- ule a two-hour block of time for the line manager and new employee to meet on Day 1. As Gallop’s research has shown, the employee’s line manager plays the most important role in influ- encing employee engagement and performance (Buckingham & Coffman, 1999). The line manager’s role in effectively establishing perfor- mance expectations for the new hire includes the following: • Provide an overview of the function’s role in the business and its relationship to other functions • Review the role description and agree on priorities and timetables 188 Going Global • Agree on how performance will be judged, who will be involved in evaluating performance, and how performance will be rewarded • Define development goals • Set up periodic informal evaluations Some organizations highlight the critical role of the line manager in effectively on-boarding new hires by including metrics such as the percentage of time dedicated to on-boarding efforts and turnover rates as part of line managers’ performance ratings. 3.Orientation According to a survey by the Society for Human Resource Manage- ment, 83% of companies report the use of a formal orientation program for new employees. Unfortunately, the usefulness of such programs from the perspective of the new employee varies significantly. Some programs focus solely on communicating fac- tual information about pay and benefits, company rules and policies, and completing paperwork. Most of these activities can be accomplished more efficiently and effectively with supporting technology, allowing the employee to access the information when necessary. Table 7.4 highlights some of the common problems associated with orientation programs from the perspective of new employees (Werner & DeSimone, 2006). Best practice companies approach new employees’ orientation in very different ways. They design orientation programs that concentrate on emotional takeaways and many identify a peer coach or ‘‘buddy’’ to help orient the newcomer. The peer coach is preferably the same level as the new employee and has tenure of at least six months with the organization. In addition, the peer coach should: • Prepare a list of what he or she would have wanted to know about the organization when he or she first entered • Be available for 15 minutes per day during newcomer’s first week • Provide feedback and encouragement to the newcomer • Provide guidance on expanding networks within the company On-Boarding in a Global Workplace 189 Table 7.4. Common Problems with Orientation Sessions. Problem Recommendation Too much paperwork Most documents such as Personal Information, Bank Details, Tax Forms, Medical Information, and so on can be completed prior to the orientation. Many organizations offer access to the company intranet and provide clear guidance on information required along with a contact person for questions prior to the employee’s Day 1. Information overload Don’t try to cram 20 hours of information into a three-hour session. Newcomers generally lack the ability to prioritize the information provided; focus on critical pieces of information only. Information irrelevance Consider your audience. Typically a wide variety of employee skills and roles are represented in the audience. Don’t spend time on details that are irrelevant to your general audience. Too much selling of the organization The new employees have already ‘‘bought.’’ Build on this fact. Too much one-way communication Take advantage of opportunity to allow new employees to ask questions and to begin to build networks. Building relationships with people in the room is more important than any information provided. Lack of follow-up Ensure that information (including contact details of attendees) from orientation is available post-orientation. Provide a simple check-in with new employees 30 days post-orientation. • Serve as a sounding board and informal source of information for questions related to policies, processes, work rules, and cor- porate or local style and norms, for example. In terms of more formal orientation sessions, best practice companies use the time to describe the company’s history and values and help employees feel connected to the company’s [...]... in the concept of laboratory training as an organizational practice for knowledge sharing where participants learned from their own interactions and the evolving dynamics of the group From the likes of these basic skill training groups (T-groups), the popularization of corporate training and learning was born and eventually the creation of many forms of modern leadership development, including individualized... the Second World War, the United States played a major role in the world economy, and its industries, ideas, and approaches dominated those of other countries—including thinking about leadership Since early work and modern leadership research was U.S.-centric, Western ideals remain embedded 208 Going Global in the core of leadership thinking and practices Fast-forward to modern day and this largely Western-driven... This work is coordinated and facilitated by a member of the corporate executive development team working closely with the local human resources manager and the new manger’s boss The work would include developing a formal integration plan, arranging a mentor, liaising with the line manager, providing 360-degree feedback to the individual, and facilitating the integration with the team meeting This corporate... realize the importance of social networks, many are investing in a process of gathering stakeholder input and mapping an initial network for the new employee This investment has resulted in reduced turnover and greater employee engagement in diverse industries including financial services, energy, technology, and health care Ideally the stakeholder input is gathered prior to the new employee’s first day and. .. professional, new hire The Future of On-boarding As indicated previously in this chapter, there is very little information available regarding on-boarding practices in global organizations As the number of global organizations continues to increase, and consequently the number of employees working outside of their country of origin continues to increase, there is clearly an adequate sample to investigate basic... over time, the foundation may remain intact This was the case with leadership where later practice built on preexisting work, so the original insights and conclusions permeated later thinking In summary, the elements that created a foundation for leadership thinking and practice included a basis in Anglo Saxon model of traits, centralized control, hierarchical, and mechanistic Following the Second... the organization, facilitates the process by attending to the details outlined in the following Stakeholder Input Process Stakeholder Input Process: Transition Coach Responsibilities • Communicating the objectives of the process throughout the organization, and specifically with hiring managers • Ensuring support for the process from the hiring manager • Meeting with hiring manager to document his or... that ‘‘one leadership model fits all’’ by walking through the modern history of what is Developing Leadership in Global Organizations 207 practiced and understanding why This is important to understand in order to step back from the current practices and learn how to improve developing leaders in global organizations Origins of Leadership Thought The modern discipline of studying organizational leadership... happening in society and in the workforce at that time, as leadership research is usually a response to the current environment At that time, the world was still reeling from the effects of the Second World War and much of the thought about leadership and management was shaped by a military mind-set During this era and particularly in a military situation, leaders were most interested in getting subordinates... Cengage Learning PART 3 Maximizing Performance in the Global Workplace CHAPTER 8 Developing Leadership in Global Organizations Tommy Weir Gone are the days of preparing for a single-country career and the days of being a one-country company, as employees and organizations now live in the troughs of globalization and are not bound by geographic borders Yet many companies still practice a single approach . frequently and informally, or more formally during scheduled sessions? Information Dissemina- tion How much information about the business is shared throughout the organization? How is information disseminated. organization based on the On-Boarding in a Global Workplace 183 professionalism of interactions with recruiters and organizational members. Individuals involved in recruiting and interviewing pro- cesses. employer while increasing the firm’s brand equity. Practical steps for global hiring managers include the following: • Provide each applicant with a positive and realistic understand- ing of the company •