Human resource experts around the world are constantly trying to recruit new talent in a bid to improve the productivity of the firms they represent. As the world becomes ever so integrated, these professionals find themselves confronted by the challenge of culture. People apply for jobs in the same companies, regardless of the geographical rift between their homes and their preferred employers. For the average HR professional, it is infinitely confusing vetting people from cultures considered unfamiliar because the expectation at each end is different.
The problem of cultural understanding is a necessary burden for companies that are on upward growth curves. For example, as firms tap into new demographics, they need foot soldiers on the ground, and these foot soldiers have to be employees who identify with the local cultures. Placing human resource in areas that they know everything about puts a business in pole position to benefit maximally from engaging with the locals. While businesses seem to have embraced these cultural complications quite remarkably, there is a little snag; the strategy for interpretation of standards at the marketplace remains as it was when employees came from the same culture as everyone else in the firm.
You will find that the motivations behind leadership and performance vary across cultures. Take for instance, employees from the United States, Australia or Germany. The culture in these countries teaches people to strive for independence, try to stand out and be proactive in whatever they do. There is a heavy emphasis on what an individual can do for themselves rather than for a certain cliché of people as a whole. In these countries, productivity is mostly measured by how much an employee can help a company, not by focusing on the needs of that company, but by striving for personal development with the company they work for benefiting as an extension. The remuneration packages in these countries seek to motivate the individual at the personal level, effectively helping him/her further his individual goals in the belief that the company would benefit too.
In places like China and South Korea, leaders will be spotted by their sense of dependability in tricky situations, their drive and sense of discipline. Those who do not showcase these attributes end up experiencing stagnation in their careers. Therefore, it is possible for a company in America to use American evaluation models when dealing with employees or prospective employees from East Asia, and in a scenario like that, the results are likely to be disastrous.
With globalization small business need to keep these things in mind when they are recruiting for top talent.