Conducting recruitment processes with the participation of people from different cultures requires a large dose of flexibility, empathy, openness, and sensitivity to differences. What can they consist of and how to adapt recruitment processes to them? Get to know the 11D model.
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To understand how to conduct recruitment processes with representatives of different cultures, we must first understand the impact they have on individuals. The term culture most often encompasses the entire material and non-material heritage of a given group: local, regional or national. Therefore, we talk about social awareness, which is common to a given group.
At the same time, cultures are shaped in a Kantian way - in time and space, and therefore everything associated with them will be significant for cultures. Mountains, seas, forests, islands, average temperatures throughout the year, relations with other nations, the occurrence of seasons and many other factors - all this influences the shaping of the mentality of a given group.
The next layer is the rituals, symbols, heroes and practices built around this. The next one - customs: dance, music, regional cuisine and many others, under which lie the values inherent to a given culture, which program the thinking of its representatives about the surrounding world. How to use these facts in recruitment?
The discovery that human minds are culturally programmed is owed to the Dutch social psychologist Geert Hofstede. His research conducted in companies around the world has led to the creation of a calculator that allows comparing selected countries in terms of their cultural orientation and its impact on work organization. This is the so-called Country Comparison Tool, in which you can check cultures in six of their dimensions categorized by Hofstede. These are:
Parallel to Hofstede, researchers Fons Trompenaars and Charles Hampden-Turner developed their own model of cultural dimensions, taking into account seven factors based on the relationship of opposites. These are:
The aforementioned 11D model is a synthesis of Hofstede's and Trompenaars/Hampden-Turner's concepts. Below you will find some practical tips that will improve the quality of the processes you conduct with foreigners.
Representatives of universalistic cultures (USA, Canada, Western Europe) in certain situations adhere to generally accepted laws and rules, which remain the same for them regardless of circumstances. On the other hand, representatives of particularistic cultures (e.g. South Korea) show a certain degree of flexibility in thinking, therefore they will be more inclined to recognize exceptional circumstances accompanying an event.
So if you are conducting recruitment processes with the participation of representatives of universalistic cultures, focus on objective and general criteria for evaluating candidates. Prepare a process that will be unchanged regardless of the case. For candidates from particularistic cultures, it will be important to take into account individual characteristics and skills of candidates and their adaptation to the specific context of the organization.
Cultures with a high collectivism index (e.g. Polish or Russian) are characterized not only by thinking about the environment, but also by understanding the individual in the context of the group to which they belong. Individualistic cultures (e.g. American or German) on the contrary - they attach more importance to what a given person represents.
This means that when dealing with representatives of individualistic cultures, more attention should be paid to achievements and independence of candidates and their ability to work independently. In relation to people from collectivist cultures - on the contrary. It is necessary to assess, how candidates work in a team and what are their communication skills within it.
The next dimension concerns the way in which the various spheres of life are combined. They can intersect (holistic culture) or be completely separate from each other (segmental culture). This has consequences for the shaping of social and professional relationships.
Let's use an example. Can you imagine that the boss asks you for help in moving or renovating? The answer depends on the culture to which you belong. For Americans, representatives of the segmental culture, such a request will mean interference in the private sphere. On the other hand, Italians and Spaniards, who more holistically combine different spheres of life with each other, are more likely to fulfill their boss's request.
When analyzing candidacies or conducting recruitment interviews with candidates from holistic cultures, candidates should therefore be considered in the context of the overall picture of their skills and experience. On the other hand, in the case of segmental cultures, it is worth analyzing specific skills and achievements of candidates in a narrow field.
Italians often express their emotions verbally. In formal situations, they may use numerous gestures, tone of voice, and body language to emphasize their feelings. This includes expressing enthusiasm, anger, joy, or frustration in a more open way than in some other cultures, even in formal situations. Trompenaars and Hampden-Turner cite here the example of business negotiations, during which a misunderstanding arises and a group of Italians bursts out in anger and leaves the room. For some cultures this will be acceptable, for others not (e.g. for the British).
So when working with people from emotional cultures, show sensitivity to emotions and interpersonal relationships during interviews. With the reserved ones - focus on specific things and avoid causing unnecessary emotions.
Cultures differ in the way they build their position in society. Assigned status depends on birth or surname. Achieved - from specific successes that allowed the individual to build authority. Assigned status is usually more important in cultures such as Japanese or Hindu, and achieved - in German or American.
It is worth understanding these cultural differences, especially in the context of recruitment and team management. In the case of cultures with assigned status, it is good to pay attention to the origin and history of the candidate's family. In cultures with achieved status, specific skills, achievements, and knowledge are more important. When recruiting in an international context, it is important to take into account these differences in approach to building a professional position.
If in the workplace employees are afraid to oppose the superior and do not come up with their own initiative, carrying out the boss's orders, we then speak of a high power distance. On the other hand, with a low distance, the decision-maker consults with his employees, and the organization has a sincere atmosphere full of trust.
The first category includes representatives of cultures from Eastern Europe, e.g. from Russia and Ukraine, the second is more characteristic of Scandinavian countries, the Netherlands or Canada. Remember to maintain formality and respect towards candidates from cultures with a high power distance. If it is low, try to create an atmosphere of openness and closeness.
Imagine the situation: you are having a phone conversation in the office. During it, a friend enters your office to say hello. It turns out that such situations are regulated not only by savoir-vivre. In synchronous cultures people will naturally interrupt the conversation and greet. This is how, for example, Japanese, Chinese and Indians will act. In sequential cultures, such as American, British and French, employees will carry on the conversation to the end and only then start another.
So, with synchronous cultures, try to adjust recruitment terms and processes to the current needs of candidates. Communication, contracting, and sensitivity will be crucial here. With sequential cultures, avoid questions about long-term goals, as they go beyond the natural perspective of the candidate and can lead to inequalities in the process compared to other applicants.
Do we have control over what happens around us? To what extent can we control nature? Chinese or American culture strive for this, while on the other hand, India, Russia, or New Zealand, try to live in harmony with nature.
In the context of recruitment, attention should be paid to candidates' abilities to manage and control the environment. For representatives of cultures not showing a tendency to control nature, it is worth appreciating the ability to adapt and be flexible in changing conditions. Remember, however, that among the representatives of the latter, you will also find excellent candidates for managers.
A high motivation index to achieve success indicates that society will be guided by competition and achievements, with success being defined by the winner/best in their field. Such cultures include the United States and Japan. A low score (consensus-oriented) in this dimension means that the dominant values in society are care for others and quality of life. This approach is characteristic of Norway, Spain, and Brazil, among others.
So adjust the recruitment process to the organizational culture. If the company focuses on competition and achievements, recruitment questions and tests can focus on issues related to achievements and competition. In consensus-oriented cultures, it is important to assess the candidate's ability to work in a team and care for others.
Uncertainty is a universal feeling for all people, but different cultures experience it differently. That's not all. Each culture has its characteristic, developed way of dealing with the fear of what the future will bring. If the uncertainty avoidance index is high, the representative of the culture will need a detailed presentation of what is to come.
If the candidate's culture has a high uncertainty avoidance index, provide clear information and explanations. With a low index, it is worth preparing for flexible responses to changes and uncertainty in the recruitment process.
Cultures differ in the extent to which their representatives are able to indulge in pleasures when they feel the need. In this context, Americans and representatives of Mediterranean cultures, e.g. Italians, are understanding. On the other side are cultures that maintain discipline and refrain from indulging in whims. Japan can be distinguished here.
During the interview, maintain flexibility and understanding towards cultural differences related to the approach to pleasures and whims. Give candidates space to express their needs and expectations, creating an atmosphere in which they feel comfortable and confident, without judging their choices related to pleasures. This can help in understanding their values and perspectives and in assessing whether they fit into the culture of the organization.
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