Geert Hofstede (the late Dutch psychologist) observed that “Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster”. Against this background it appears that still too many assignees and their families are relocating to a new country without adequate cultural preparation.
We all know that relocation moves typically cost thousands, there is always a very good reason the business wants an employee to relocate and there is a strong wish for the assignment to succeed. So why aren’t organisations who send their employees overseas doing more to culturally prepare them for what lies ahead?
Is it the cost of the Cultural Training that excludes the subject from many Relocation Policies? Training prices typically range from a basic single-person session at £600 for 90 minutes through to an intensive 2-day program at £4100+ for two people. It is a significant cost when viewed in isolation, but in reality, it would probably only add another 5-10% to the cost of relocation and probably equates to far less than 5% of the annual salary of the assignee.
Is it the perceived value that puts-off HR or the Global Mobility team making it a mandatory Relocation Policy item? I have no doubt that the intensive training over 2-days will have an initial impact – the ‘halo affect’, but over time the lessons learned will be set aside as the new job and new lifestyle becomes the norm. I would like to see cultural training start with an introduction and then a long-term engagement with the subject as new real-life experience emerges, ensuring the participants are frequently reminded of the need for cultural awareness.
I think that some courses are also quite male orientated and do not necessarily cater to both genders. Women assignees face different challenges to men, and they need to have their own programmes geared to them.
One-size fits all training is also not the way forward. I despair to see those few companies that do have nod towards cultural training, offer the same course to those who will be on a long-term assignment and who will have a critical impact on the business as to those who will be on a short-term visit. The needs of both the business, the assignee and their family are going to be different so choose different courses.
There are often a cadre of employees who are perennial expatriates. To develop their talents I think it is vital that their cultural training is continuous, and intensifies prior to the next assignment when they can then hone in on the specifics of the new host country. As the David H Sandler stated, “You can’t teach a kid to ride a bike at a seminar”!
Is it because HR and line managers when they select an employee for an assignment assume the assignee will be automatically aware of cultural nuances and be more than capable to managing ‘cultural conflicts’? With English being the business ‘lingua franca’ perhaps all to often we assume that if the assignee’s mother tongue is English then the culture will be the same. Common Language is not a guarantee of a Common Culture, and in many cases even the language has evolved considerable differences between English speaking countries that can lead to misunderstanding.
Finally, I sense that cultural conflict when it occurs is just ‘dealt with’ by the assignee or their family, and even by those who work with assignee. They just hide the issues behind politeness, distancing themselves from the source of the conflict or simply getting stressed in silence because no-one wants to show any ‘weakness’. Subsequently, HR don’t see specific examples of cultural misunderstanding and conflict, and because they can’t see it or feel it they don’t see any value in guarding against it through a carefully balanced cultural training programme. I believe that all too often cultural issues are hidden behind the catch-all of work stress, family and life pressures and wrapped up in trying to manage ‘wellbeing’.
If we are to change our approach to preparing our assignees for their overseas assignments then HR and line management need to become consciously aware that cultural conflict can occur so they can eventually appreciate the value of coaching and training.
If you would like to discuss the points raised in this opinion piece, please contact the author who would be delighted to hear from you.
Adrian.leach@hcr.co.uk