An Acculturation Program for Foreign
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SIT Graduate Institute/SIT Study Abroad SIT Digital Collections Capstone Collection SIT Graduate Institute Spring 2016 An Acculturation Program for Foreign-Born Workers at Multinational Companies Transferred to Offices in the United States Eric Krieger SIT Graduate Institute, eric.krieger@mail.sit.edu Follow this and additional works at: http://digitalcollections.sit.edu/capstones Part of the International Business Commons, Organizational Behavior and Theory Commons, Other International and Area Studies Commons, Social and Cultural Anthropology Commons, Sociology of Culture Commons, Strategic Management Policy Commons, and the Training and Development Commons Recommended Citation Krieger, Eric, "An Acculturation Program for Foreign-Born Workers at Multinational Companies Transferred to Offices in the United States" (2016). Capstone Collection. Paper 2861. This Thesis (Open Access) is brought to you for free and open access by the SIT Graduate Institute at SIT Digital Collections. It has been accepted for inclusion in Capstone Collection by an authorized administrator of SIT Digital Collections. For more information, please contact digitalcollections@sit.edu. ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS AnAcculturationProgramforForeign-BornWorkersatMultinationalCompanies TransferredtoOfficesintheUnitedStates EricM.Krieger PIM74 ACapstonePapersubmittedinpartialfulfillmentoftherequirementsforaMaster ofInternationalEducationatSITGraduateInstituteinBrattleboro,VT May2016 Advisor:SoraFriedman,Ph.D. ConsenttoUseofCapstone IherebygrantpermissionforWorldLearningtopublishmyCapstoneonits websitesandinanyofitsdigital/electroniccollections,andtoreproduceand transmitmyCAPSTONEELECTRONICALLY.IunderstandthatWorldLearning’s websitesanddigitalcollectionsarepubliclyavailableviatheInternet.Iagreethat WorldLearningisNOTresponsibleforanyunauthorizeduseofmyCapstonebyany thirdpartywhomightaccessitontheInternetorotherwise. Studentname:EricMKrieger Date:April15,2016 TableofContents Abstract..........................................................................................................................................................1 Introduction.................................................................................................................................................2 TheoreticalFoundations........................................................................................................................4 Methodology..............................................................................................................................................11 NeedsAssessment...................................................................................................................................13 GapsinRelocationPrograms.......................................................................................................................18 Socialemotional............................................................................................................................................18 Communication.............................................................................................................................................23 Community......................................................................................................................................................24 SuccessesinCurrentPrograms...................................................................................................................25 Relocationpackages....................................................................................................................................26 Trainingprograms.......................................................................................................................................27 GoalsandObjectives..............................................................................................................................29 ProgramGoals.....................................................................................................................................................29 ProgramOutcomes...........................................................................................................................................30 GoalsforProgramParticipants...................................................................................................................30 ProgramDescription........................................................................................................................................31 Potentialparticipants......................................................................................................................................31 ProgramScope....................................................................................................................................................31 Curriculum..................................................................................................................................................33 Pre-departureCourseworkandOrientation.........................................................................................34 Self-awarenessActivities..........................................................................................................................34 Logistics............................................................................................................................................................36 AfterarrivingintheUnitedStates.............................................................................................................37 Firstmonth.....................................................................................................................................................37 Secondmonth................................................................................................................................................42 StaffingPlan...............................................................................................................................................44 ProgramMarketing,ParticipantRecruitmentandAdmissions..........................................45 Logistics.......................................................................................................................................................45 HealthandSafetyPlan..........................................................................................................................46 CrisisManagementPlan.......................................................................................................................46 BudgetandBudgetNotes.....................................................................................................................47 EvaluationPlan.........................................................................................................................................48 Conclusions/Implications....................................................................................................................49 References..................................................................................................................................................53 AppendixA:ViewsofCommunicationinHigh-ContextandLow-ContextCultures..58 AppendixB:CulturalContrastsinBusinessIntroductions...................................................59 AppendixC:InterviewGuide–Foreign-bornemployees......................................................60 AppendixD:InterviewGuide–Humanresourceprofessionals.........................................62 AppendixE:InterviewGuide–Interculturaltrainers.............................................................64 AppendixF:Cultural-ContextInventory.......................................................................................65 AppendixG:Cultural-ContextInventoryScoringSheet.........................................................67 AppendixH:CareerValues..................................................................................................................68 AppendixI:De-stressors......................................................................................................................69 AppendixJ:ThingstocoveronDay1.............................................................................................70 AppendixK:DestinationServicesTimeline.................................................................................71 AppendixL:Staffing...............................................................................................................................72 AppendixM:Surveyforforeignbornemployees......................................................................73 AppendixN:SurveyforHumanResources..................................................................................76 AppendixO:SurveyforManagers....................................................................................................78 ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS FiguresandTables Table1:SurveyResponsesofForeign-BornEmployees........................................................16 Table2:SurveyResponsesofHumanResourcesProfessionals.........................................17 Table3:Pre-departure,MonthOneCurriculumTimeline....................................................32 Table4:CurriculumTimlineMonthsTwo-Nine......................................................................33 Table5:SamplePointAllotmentSystem......................................................................................48 ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 1 Abstract Thepurposeofthisstudyistocreateanacculturationprogramthatmultinational companiescanusetoeasethetransitionofforeign-bornemployeeswhoare transferredtotheUnitedStates.Thereareanumberofchallengesforthese employees,fromnavigatingthelogisticsoffindingaplacetolive,settingupabank accountandfillingouttaxestothesocialemotionalissuesoftryingtoadaptto anotherculture,buildcommunityandbesuccessfulinanewworkenvironment. Throughinterviewswithforeign-bornemployees,HumanResourcesprofessionals, andinterculturaltrainers,qualitativeandquantitativedatawascollectedto understandcurrentgapsandbestpracticesinacculturationprogramsat multinationalcompanies.Thefindingsshowthatsomecompanieshavenoformal acculturationprogramsandwhileothershavewell-developedprocesses,theyonly addresspracticalaspectsoflivingintheUnitedStates,andignoresocialemotional needs.Usingthedatacollected,thestudycontainsaproposedacculturation programframeworkwhichmultinationalcompaniescanadapttotheir organizationalcultureinhelpingtoimplementclearlydefinedprocessesand procedurestoeasetheforeign-bornemployee’stransitiontotheUnitedStates. ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS Introduction 2 AccordingtotheBureauofLaborStatistics,16.5percentofthelaborforce (25.7millionpeople)intheUnitedStatesismadeupofforeign-bornpersons(BLS NewsRelease,2014).Anumberoftheseemployeesaremembersofmultinational corporationswhohavebeentransferredfromtheofficesintheirhomecountriesto theUnitedStates.Theseemployeesmighthavebeenaccustomedtothe organizationalculturewhileworkingintheirhomecountries,butupontransferring totheUnitedStatestheorganizationalculturechanges.Whiletherearemany benefitsfrommovingto,livingandworkingintheUnitedStates,thereare challengesaswell.Oneoftheseisdecreasedjobsatisfactionthatoccursbecauseof theinabilitytoacculturatetotheofficecultureandlifeintheUnitedStates(A.Soylu, 2007). Thiswastheexperienceofmypartner,Gisele,whowasworkingasa sustainabilityconsultantinRiodeJaneiro,BrazilandwastransferredtoOakland, Californiaforacertification-trainingprogram.Havingworkedforhercompanyfor fouryears,shewasusedtothepolicies,proceduresandsystemsofherorganization, buteventhoughshewasworkingforthesamecompanyinOakland,thecultureof theofficewasverydifferent.InadditiontoadaptingtotheAmericanprofessional environment,therewerepracticalmattersthatwerechallengingtonavigatesuchas findinghousing,shoppingingrocerystores,setting-upabankaccount,andcreating acommunityforherself,justtonameafew.ForGisele,itwasoverwhelmingtotry andfigureallofthisoutonherown,andwithlittlesupportintermsofacculturating ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 3 tolifeintheUnitedStates,herproductivityasanemployeeandqualityoflifewas negativelyaffected. Asglobalizationincreasestheabilityofmulti-nationalcompaniestoconduct businessinforeigncountries,thetrendofforeign-bornemployeesmovingtothe UnitedStateswillcontinuetogrow.Havingprocessesandproceduresinplaceto easetheirtransitionwillhelpindividualsandtheirbusinessesbecomesuccessful.It isverydifficultforindividualstosucceedinabusinesscontextiftheydonothave theirbasicphysicalandpsychologicalneedssatisfied.BothmypartnerandIhave experiencedthisphenomenonpersonally,andtheproposedprogramaddresses gapsthatweandmanyothershavefaced. UponmovingtoArgentina,itwashardtocreatealifeformyselfwithout knowingwhereIwasgoingtolive,whereIwasgoingtobuyfood,howtobest communicatewiththepeoplearoundmeandwhotogotoforsupport.Inmyroleat aprivatehighschoolinSanFrancisco,Iassistednewstudentsacculturatetolifeat ourschoolsotheycouldbecomecomfortablewiththemselvesandtakefull advantageoftheopportunities.Thiscapstonepaperisinspiredbythesethree intersectingexperiences:Gisele’smovetotheUnitedStates,whatitwaslikeforme toliveabroad,andbuildingacculturationprogramsforstudentscomingintoanew environment. Thisstudyexplorestheacculturationprocessofforeign-bornemployees workinginmultinationalcorporationswhogettransferredtoofficeswithinthe sameorganizationsintheUnitedStates.Forthepurposesofthisstudy,a ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 4 multinationalcorporation,accordingtotheInternationalEncyclopediaoftheSocial andBehavioralSciences(Kogut,B.2001,p.10197) isabusinessorganizationwhoseactivitiesarelocatedinmorethantwo countriesandistheorganizationalformthatdefinesforeigndirect investment.Thisformconsistsofacountrylocationwherethefirmis incorporatedandoftheestablishmentofbranchesorsubsidiariesinforeign countries. Theresearcherhascreatedanacculturationprogrammulti-national corporationscanusetocreateaninclusive,engagingenvironmentforforeign-born employeesinordertoimprovetheexperiencesoftheseindividualssotheywillbe happier,moreproductiveemployees. TheoreticalFoundations Taylor&Finlay(2009)defineacculturationasthe“processexperiencedby immigrantsandworkersfromotherculturesastheyadapttoahostculture”(p. 683).Thisinvolvesmanyaspectsofanindividual’sexperienceintheirpersonaland professionallives,andisaffectedbyfactorsincludingwhereonecomesfrom,their familydynamic,thevaluestheyholdandhowtheywereraised.Whilethereisno oneprogramthatwillworkthesameforeveryone,therearesomedefining characteristicsthatcanbeappliedtoimprovingtheacculturationexperienceof foreign-bornworkerswhoaretransferredtotheUnitedStates. Adequatelysocializingforeign-professionalstotheUnitedStatesheavily reliesuponacculturation.Earlytheoriesdefinedthisasa“threestageprocessof ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 5 contact,conflictandadaptation”(Torres,2011,p.192).Contactoccursuponthe firstexposureofanindividualtoanewculture;conflicthappenswhenforeigners andindividualsinthehostcultureacceptorrejecteachother,andadaptationtakes placewhenforeignerstrytoadapttothecultureofthehostcountry(Taylor& Finlay,2009,p.683).Learninghowtonavigatethesestagesisoftenburdensomefor theseindividuals.“Aconsistentfindingisthattheacculturatingprocesscanbe stressful,asaresultofthechallengesthatcomewithanindividual’sabilitytofitinto theirnewcountrywhilemaintainingtheirnationalself-identity”(Soylu,2007,p.7). AccordingtoErikson“theconceptofidentityisdefinedashowindividuals organizetheirexperienceswithinthecontextoftheenvironmentsinwhichtheyare situated”(Torres,2011,p.187).WhenmovingtotheUnitedStatesforprofessional reasons,one’sidentitywillbeaffectedbytheneedtoadjustto“nationalculture,the generalbusinesscultureandthespecificcorporateculture”(Varner,200,p.45). Foreign-bornindividualshavetheburdentoadaptintheUnitedStatessincethey aremostlikelynotamemberofthemajoritygroupfromaculturalstandpoint. Socialidentitytheorystatesthatforeign-bornindividualsaresubjecttooppression becausetheyarenotpartofthedominantgroup.“Thedominantgroupholdsthe powerandtheauthorityinsocietyrelativetothesubordinatesanddetermineshow thatpowerandauthoritymaybeacceptablyused”(p.23inTatum,1997,inTorres, 2011p.189).IntheUnitedStates,seniorleadersofbusinessesareoftenmembersof thedominantgroupandcanhave“linearthinkingprocesses,focusonsingledirect talks,directexpressionofthoughtsandindividualism”(Halverson,2008,p.47),and ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 6 areoftenresponsibleforcreatingaspectsoforganizationalculture.Assuch,the burdenfallsontheforeign-bornemployeestoassimilateinordertobesuccessful. It’salsoimportanttounderstandtheenvironmentwhereoneismovingfrom, andlookingattherelationshipbetweenhighandlowcontextculturescanhelp individualsacculturatetothesocietalnormsofAmericanworkculture,whichis oftenconsideredtobelowcontext.AccordingtoLocker,Kaczmarke,&Braun (2007)“Inhigh-contextcultures,mostoftheinformationisinferredfromthe contextofamessage;littleis‘spelledout’.Inlow-contextcultures,contextisless important;mostinformationisexplicitlyspelledout.”(p.48).Knowingwhich cultureforeign-bornemployeesaremovingfromhelpstounderstandtheir communicationvalues.“Chinese,Japanese,ArabicandLatinAmericancultures couldbeconsideredhighcontext….German,ScandinavianandthedominantNorth Americanculturescouldbeconsideredlowcontext”(Lockeretal,2007,p.48).High contextculturestendtovaluepoliteness,focusingonindirectcommunication,while low-contextarecomfortablewithconfrontationanddirectness.“TheHigh-Low Contextmodelofculturesisusefulinthatitawakensawareness”(Griffin,2008,p. 182)tounderstandexpectationsandbeingabletobuildconnectionswithinmulticulturaloffices.Formoreinformationoncommunicationdifferencesbetweenhigh andlow-context,seeAppendixAandB(Lockeretal,2007,p.58). Awarenessofwhereanindividualfitsonthiscontinuumandwithintheir organizationisvaluableinprovidingabasisofunderstandingbetweentheirvalues intermsofcommunication.Thisholdstruefornonverbalcommunication,which, accordingtoLockeret.al(2007)“claimsthat93percentofall[people’s] ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 7 communicationisbasedinnon-verbalsymbols”(p.92).TheUnitedStateshasits ownstyleintermsofnon-verbalcommunicationthatmayormaynotbedifferent fromthecountriesoforiginoftheforeign-bornprofessionals.Bodylanguage,eye contact,andgesturescanbereceiveddifferentlydependingoncountryoforigin.For example,eyecontactisconsideredimportantinestablishingconnectionin Americanculture,butincertainAsiancultures,low-rankingindividualsarenot supposedtoestablisheyecontactwithmoreseniorofficials.“Thesedifferencescan leadtomiscommunicationinthemulticulturalworkplace.Supervisorsmayinfer fromtheireyecontactthatemployeesarebeingdisrespectful,when,infact,the employeeisbehavingappropriatelyaccordingtothenormsofhisorherculture” (Lockeretal,2007,p.53).Knowingthatthesedifferencesexistwillhelpforeignbornindividualsassimilate,andcreateunderstandingamongtheircolleaguesabout thatperson’scommunicationstyle. Understandingthedifferencesinhighandlow-contextculturesplaysadirect roleinhowbusinessisrun,especiallywhenitcomestorunningmeetings.“Lowcontext,timeorientedculturesviewmeetingsasatimetoexchangeinformationand /ortohammeroutdecisions.Ameetingisconsideredsuccessful,usually,ifsome decisionshavebeenmade.High-contextrelationship-orientedculturesoftenview meetingsasatimetofurtherrelationshipsinordertoaccomplishatask” (Halverson,2008,p.126).Thisknowledgeishelpfultobeabletoadapttothe differentproceduresofhowmeetingsoperate,dependingonthecountrywhere businessisbeingconducted. Inregardstocommunication,languageisoneofthebarriersthatforeign- ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 8 bornemployeesneedtoovercomeinadjustingtotheUnitedStates.Itcanbe challengingforforeignerstocommunicatewithAmericanco-workersevenfor individualswhoarefluentinEnglish.Whileindividualsmightusetheappropriate words,intonation,“inflectionandtonecanmakeabigdifferenceinhowlisteners perceivetheirmeaning”(Michalski,2004).Eventhoughlanguagecanbeachallenge, itmaybeonethatindividualsfeeliseasiertoovercomethanotherobstaclessuch as;workingwithsupervisorswhohavedifferentmanagingstyles;ortheloneliness thatcomeswithbeingawayfromasupportnetwork(Michalski,2004). Therearealsoanumberofdifferencesforforeign-bornemployeesmoving totheUnitedStatesthatrevolvearoundinter-officedynamicsandcommunication. Theseincludecollaborativeversusindependentdecision-makingapproach,direct versusindirectfeedback,aswellastheimportanceAmericansplaceonjobtitles (Michalski,2004).Addressingtheseconcernsisimportantinhelpingforeign-born individualsandfamiliestransitiontotheUnitedStates. Whereone’scultureliesintermsofindividualismandcollectivismis anotherimportantconceptinunderstandingthestrugglesthatforeign-employees haveinfeelingempoweredintheworkplace.AccordingtoTirmizi(2008) “collectivistculturesemphasize‘we’awareness,loyaltytogroupsandclans,security andorderfromorganizations,andgroupdecisions.”(p.26).Individualistcultures ontheother-hand,value“personalautonomy,freedom,individualachievement,and righttoprivacy”(Tirmizi,2008,p.26).Individualistsareaccustomedtothe competitionthatexistsamongsocialrelationshipsandintheworkplace,while collectivistsaremorereliantonbuildingnetworksforsupportandworkingasa ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 9 teamtoaddressdifficultsituations.Thisischallengingwheninaforeign-country whereitcanbedifficulttofindpeersfromthecity,country,andregionwhereoneis from.Ifforeign-bornemployeesaren’tadequatelysocializedtotheofficesinthe UnitedStatesandlifeoutsideoftheworkplace,theycanfeelasiftheyarenot includedinthedecisionmakingprocess,andmayfeeladecreasedlevelof commitmenttotheirjob(Taylor&Finlay,2009,p.684). Confrontingdiscriminationisalsoachallengeforforeign-bornemployeesas theyarenotaccustomedtothepoliciesandproceduresoftheirorganizationwithin theUnitedStates,thesocialnormsoutsideofwork,andareoftenseenasoutsiders (Soylu,2007,p.14).ForeignersintheUnitedStatesdonothavethesocialnetworks theyareaccustomedtotoseekoutsupportandfindsolutionsinhelpingthemdeal withthepoliticsthatexistinAmericanbusinesses(Soylu,2007,p.12).Asaresult, theseindividualsmayuseavoidancestrategiessuchastryingtoavoidfacing conflict,whichcanleadtolowerself-esteem,anddecreasedjobsatisfaction(Soylu, 2007p.15). Inordertoaddresstheseadverseeffects,orientationandtrainingprograms canbeimplementedinordertofacilitateforeign-bornworkers’acculturationand assimilationtotheUnitedStates.AccordingtoBrown(2005),acculturation strategiesshouldaddresstheinterplaybetween“maintainingthecultureand identifyoforigin”alongwith“establishingcontactwithandparticipationinthe largersociety”(Torres,2011,p.192-193).Inregardstoadaptingtothework environment,itisessentialtounderstandtheorganizationalculture,orthe“values, norms,feelings,hopesandaspirations”ofthemembersofthatorganization(Taylor ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 10 &Finlay,2009,p.684).Eventhoughtheorganizationmightbethesameinone’s owncountryandintheUnitedStates,themembersthatmakeuptheorganization change.Whenmovingtoanewcountry,understandingthisneworganizational cultureisessentialfor“employeestounderstandtheirworkplace,thedecisionsthat aremade,andthewayproblemsarehandled”(Mwauraetal.,1998inTaylor& Finley,2009,p.684). Itisvitalthatcompanieslookattheirpoliciesandprocedurestoensurethey areaddressingtheneedsofalloftheiremployees.Inorder“toattractandretain talentaroundtheglobe,workforcesneedtobemanagedinawaythatrespectsnot onlylocallaws,butalsodifferencesinhowpeoplearemotivated,developedand paid,whilststayingalignedtoanyglobalstrategy”(BakerandMcKenzie,2012,p. 11).Ifcompaniesaregoingtobringoninternationalemployeestoworkintheir officesintheUnitedStates,itisimperativetoprovidesupportnotonlyfortheir transition,linguisticallyandculturally,butalsotoadjustingtocompanyregulations andlawsthataredifferentfromtheirhomecountry. Throughorientationsandtrainings,companiescanhelpfacilitatethe assimilationprocess(Taylor&Finlay,2009,p.684)andHumanResourcesoffices playanimportantrole.Thesedepartmentsareoftenresponsibleforrecruitingand onboarding,workingwithforeignemployeesandshouldberesponsiblefor developingbothinternalandexternalnetworks(Soylu,2007,p.98).Human Resourcesisresponsiblefor“openinguplinesofcommunication,educatingthe workforce,andattemptingtointerpretvariouslawsthatapply”toforeign-born employees(Soylu,2007,p.98).SomerecommendationsonhowtheseHuman ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 11 Resourcesdepartmentsshouldmanageamulti-culturalworkforceinclude: “consideringdifferentstylesofverbalandnon-verbalcommunication;instill[ing] employeeswithdiversityrelatedvalues;andnotus[ing]culturalbackgroundbiasor ethnocentrismasabasisformakingdecisions”(Taylor&Finlay,2009,p.685). Havinganeffectiveacculturationprogramthatfocusesonthechallenges foreign-bornemployeesfaceinregardstopsychologicalandsocialadjustmentcan improveindividuals’experiencesandinturn,leadtoincreasedproductivityand efficiency.Addressinglogisticalmatterssuchasfindingahome,setting-upabank account,alongwithdevelopingcommunityimprovingcommunicationskillsarejust afewareasoffocusthatcanacceleratetheacculturationprocess.Thisprogram providesaframeworkforHumanResourcesofficestosupplementtheirexistingonboardingprogramsforforeign-bornemployeeswhoaretransferredwithintheir organizationstotheUnitedStates. Methodology Forthisstudy,datawasgatheredfromindividualswhohavebeen transferredtotheUnitedStates,officestaffthatcreatetheprocessestohelpthese individualstransition,andexpertsexperiencedininterculturalcommunication.All intervieweeswereidentifiedthroughnetworkingwithpersonalandprofessional contacts,wheretheresearchercontactedindividualsviaemailandtelephone. Interviewswereconductedfacetoface,overSkype,andwiththemajoritydoneover thephone.Interviewsrangedfrom35-55minutesinlength. Bothquantitativeandqualitativedatawascollected.Oneoftheinterviewees istheresearcher’sgirlfriend,whoprovidedsomeoftheinspirationforthisstudy. ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 12 Sincethecloseconnectionbetweenthesetwoindividuals,theresearcherrecognizes thesubjectivitywithwhichdatahasbeencollectedandanalyzed. Interviewswereconductedwithsixforeign-bornemployees,threemenand threewomen,workingatmultinationalcompanieswhohavebeentransferredfrom theirhomecountriestotheUnitedStates.TwoarefromEngland,onefrom Germany,onefromTheNetherlands,onefromIsraelandonefromBrazil.These individualsarebetweentheagesof22and45.Interviewswereusedtogather qualitativedataaddressingtheirlivedexperiencesuponmovingtotheUnited States,andthesupporttheyreceivedfromtheirHumanResourceoffices. Participantswerealsoaskedtorankaspectsoftheirexperienceonascaleofoneto fivetogatherquantitativedata,supplementingthequalitativeinformation.See AppendixCforthegeneraloutlineofinterviewquestions. ThreeindividualsatHumanResourcesofficesfrommultinational corporationsworkingwithhiring,andexecutingprocessestoacculturateforeignbornemployeeswhoaretransferredtotheUnitedStateswerealsointerviewed. Thereweretwomenandone-woman.Theseinterviewsweremostlyqualitative, andincludedafewquestionswhereintervieweeswereaskedtoratequestionsona scaleofonetofivetogatherqualitativedata.SeeAppendixDforthegeneraloutline ofinterviewquestions. Finally,theresearcherconductedinterviewswithtwoprofessionalcoaches whoworkwithbothAmericanandinternationalemployeesonwaysto communicatemoreeffectively.Theseinterviewwereusedtogaintheperspectiveof expertswhoaretrainedinworkinginthefieldofinterculturalcommunication. ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 13 Throughtheseconversations,theresearchergainedrecommendationsonbest practicesforbuildinganon-boardingprogramforforeign-bornemployees.These interviewswerewithtwowomeninthere30s,andgatheredqualitativedata.See AppendixEforthegeneraloutlineofinterviewquestions. NeedsAssessment Estimatedcostsofworkplacestresstoemployersareestimatedat$200-300 billion,asrelatedtoreducedproductivity,healthcare,declineinperformance,and employeeturnover(Soylu,2007,p.1).Yet,thereis“limitedliteratureonwaysto facilitateacculturationandassimilationofforeignbornworkersintheUnited States”(Taylor&Finlay,2009,p.685).Inregardstopracticallogistics,PRNewswire (2015)citessuchthingsaspayrollproblemsandhousingissuesastwoofthe biggestchallengesinglobalrelocation.Theconceptofresidentialuncertainty, foreign-bornemployeesnotknowingwherethey’regoingtoliveplaysintothe stressesofforeign-bornemployees(Soylu,2007p.2).Thisisalsotruewhenit comestosupport.AccordingtomanagingdirectorDeanFosterofBerlitzCrossCulturalDivisionWorldwide,“oneofthebiggestcomplaintswehearfromnonAmericansworkingintheUnitedStatesisthattheyfeelabandoned–theyfeelthey getnodirectionandarenottrainedproperly”(Virtualadvisor,2000).However,“the vastmajorityoforganizationswillhaveneithertherequiredexpertiseorresources tohandlealloftheseaspectsin-house”(Tindale,1999,p.32).Bybuildingaprogram thatcompaniescanusetohelpwithbothlogisticaltasksandsocial-emotional adjustment,companiescanhelpreducethecoststhatcomewhentransferring internationalemployees. ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 14 Therearethreemainreasonswhypeoplemove,accordingtoRoy,whohas 25yearsexperienceworkinginHumanResources(personalcommunication, 03/2016).Theseare: someonehasauniquetalentordegreeofexperienceinanothercountrythat youwanttobringtotheUnitedStates;there’savacancyinaleadership positionandinthesuccessionplanyouneedsomeonewithinternational experience;orthereisadevelopmentplanforanindividualtodevelop knowledgeandskillswhichtheycanapplytotheirhome-countryaftera certainperiodoftime. Thisisdifferentfromtheeducationworld,accordingtoJohn,whohas workedinbothhighereducationandthecorporateworld.“Inthecorporateworld, thereasonsofmovingareusuallytoforwardthebusiness.Thepriorityisthe business,nottheperson”(personalcommunication,02/2016).Johnworksasan ImmigrationSpecialist,arolethathasexistedforsevenyearsathiscompanyofover 7,000people.HeisthesolepersonresponsiblefortransferstotheUnitedStates, andjustrecently(early2016)introducedthefirstpolicyofficialforworkingwith intercompanytransfers,allocatingmoneyformovinghouseholdgoodsandother relocationcosts. Tobetterunderstandtheexperiencesofforeign-bornemployeeswhohave beentransferredtotheUnitedStates,sixindividualsweresurveyedinthisstudyto gatherquantitativedataregardinghowcompanieshelpedthemwiththeirmoveand adjustmenttotheUnitedStates.Allsixparticipantswereaskedtomarkthe ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 15 appropriatenumberonascaleofone-to-five,withaonebeingabsolutelyno,five beingabsolutelyyes,inresponsetothefollowingstatements: 1. Facilitationprocess-Therewereclearlydefinedprocessesandproceduresin placetofacilitatemytransfer 2. Acculturation-Therewasanacculturationprocessuponarrivinginthe UnitedStates 3. Priorinformation-IhadenoughinformationpriortomymovetotheUnited States 4. Expectations-MyexpectationsalignedwiththeinformationIreceived 5. Logistics-Ifeltsupportedthroughthephysicalpartofmoving 6. Supportperson-TherewassomeoneatthecompanyintheUnitedStatesI feltIcouldgototalkaboutthingsthatwereonmymind 7. Community-Therewas/wereinformation/activitiesmycompanyprovided metoorienttolivingintheUnitedStates 8. Overallrating-Ifeltmycompanydidagreatjobinfacilitatingmytransfer Table1belowsummarizestheresponsestothesequestions. ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 16 Table1:Surveyresponsesofforeignbornemployees Note.Forafullbreakdownofthisdata,gotoAppendixC Areastonotearethescoresbelow3.0,whichindicatewheretheforeign- bornemployeesgenerallyfelttherewerenotprocessesattheircompaniestohelp theminthefollowingareas:adjustingtotheculturaldifferencesoflifeintheUnited States(Acculturation–2.33),providingasupportperson(Supportperson-2.83), andcreatingcommunity(Community-2.58). AsimilarsurveywasgiventoHumanResourcesemployeestogatherdata fromtheirperspective.Usingthesamescaleofone-to-five,withaonebeing absolutelyno,fivebeingabsolutelyyes,threeparticipantswereaskedtorespond withtheappropriatenumbertothefollowingstatements: 1. Facilitationprocess-Thereareclearlydefinedprocessesandproceduresin placetofacilitateatransferforforeign-bornemployeestomyoffice 2. Acculturationprocess-Thereisanacculturationprocessforforeign-born employeesuponarrivingintheUnitedStates ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 17 3. Information-Foreign-bornemployeesreceiveenoughinformationpriorto movingtotheUnitedStates 4. Officesupport-Myofficesupportsforeign-bornemployeeswhoare transferredthroughthephysicalpartofmoving 5. Supportperson-ThereissomeoneatmycompanyintheUnitedStates wheretransferredforeign-bornemployeescangototalkaboutthingsthat areontheirmind 6. Community-Thereisinformation/activitiesprovidedtohelpforeign-born employeeswhoaretransferredtoorientthemtolivingintheUnitedStates 7. Overallrating-Ouroffice/companydoesagreatjobinfacilitatingthe transferofforeign-bornemployeestotheUnitedStates Table2belowdisplaystheresultsfromthesurveyresponses. Table2:SurveyresponsesforHumanResourcesemployees HumanResources AverageScore 5 4 3.67 3.00 3 2 1.67 3.50 3.00 3.00 2.00 1 - Note.Forafullbreakdownofthisdata,gotoAppendixD ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 18 HumanResourcesprofessionalsinthisstudyalsonotedthattheircompanies lackedprocessesforacculturation(1.67)andhelpingemployeestobuild community(2.00).Inaddition,theygavetheircompaniesanoveralllowerrating (3.00)comparedtoforeign-bornprofessionals(3.83).Thisquantitativedata,and thequalitativedatalaidoutbelowhelpstoidentifythegapsthatexistandwhereto prioritizeresourcesinhelpingforeign-bornprofessionalsadjusttolifeintheUnited Statessotheycanbemoreproductiveandhappieremployees. GapsinRelocationPrograms Socialemotional.Themostcommonreportedissueamongtheinterviewees inthisstudywasthelackofsocialemotionalsupportduringthetransferprocess anduponarrivingintheUnitedStates.Whileallofthestudyparticipantshadaccess tocolleagues,HumanResourcesorrelocationspecialists,havingadesignated persontogotoforchallengesaroundadjustmentwasaneedthatwasnotbeing met.WhenDavidfromIsraelwasaskedabouthisadjustment,heresponded (personalcommunication,02/2016): ThereweretwothingsIwasreallyconcernedabout;notaboutthejob,visa, nothing.Iwasconcernedaboutmydog,andaboutmypartnerbecausewe werenotmarried….Nobodyansweredthat.Icallittheemotionalpart... Apartfromthrowingsomelinksandarticlesorwhatever,nobodyreallygave meanemotionalsolution.…Ittookawhileuntilthiswassortedoutbecauseit tookalotofenergy,frustration,andtimetodigthisup.Noonerecognized that.Nobodyrecognizedtolistentowhatthatguysays,andthiswastheonly ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 19 thingthatIcared….mycompanydidnotdotoowellinrecognizingwehavea personhere.Notanumber,notanemployee,wehaveDavidandDavidhas painpointsandhowcanwesupporthiminthat. Davidalsobelievesthathavingaccesstoatherapistwhospecializesin relocationwouldhavebeenhelpful,orattheveryleastitwouldmakeabig differencetobeabletocommunicatewithhim/heraboutleavingbehindfriendsand family(personalcommunication,02/2016). Probablymostofpsychologistsknowthisprocessorknowwhat’sgoingon whensomeoneleavesorsomeonemoves,butsomeoneneedstospecializein thesecasesbecausetherearesomanythings[todealwith],like[leaving]my sister,myfriends[inIsrael]. GiselefromBrazilfeltthesameway:“Atthisoffice,wedidn’thavea psychologistoranyprofessionaltohelpinthisaspectbutforsurethatwouldbe reallynicetohavesomeoneyoucouldgoandtalkto”(personalcommunication, 02/2016]. Notallparticipantsfeltstronglyabouthavingatherapist.Fiveoutofsix explicitlystatedthattheywantedtohaveanassignedbuddy,inadditiontoa relocationspecialistinorderimprovetheirtransferprocess.SarahfromEngland said,“Iwoulddefinitelysuggestthatyouhaveabuddywho’sinthesameofficeas youwhocanhelpyouwiththesethingsbutalsosomeonewhoseeducatedinthe processes[ofwhatit’sliketomovefromaforeigncountry]”(personal communication,02/2016). ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 20 EvenforpeoplecomingfromaWesternculturewhereEnglishistheirfirst language,thereneedstobesupport.EricafromEnglandsaid(personal communication,02/2016), You’dthinkit’dbeprettyseamlessbecausewebothspeakEnglishandwe’re prettysimilar,but…eventhoughit’sanEnglishspeakingcountryit’sstilla bigmove.…ForthefirstthreemonthsIwasstayingclosetoourofficesbutit wasn'tinthecitysoitwasprettyisolatingandIwaskindofonmyown.It wasabigadjustment. Practicallogistics.Inadditiontothesocialemotionalaspect,having practicalmatterslikeunderstandingthecostofliving,andfindingaplacetolive needstobeaddressed.AccordingtoRoy“everythingthepersonneedstodois difficult;openingabankaccount,puttingadepositdownonanapartmentorsigning aleaseorgettingutilitiesbecauseyouneedahistorygetthat.Everythingtheperson doesisdifficult”(personalcommunication,03/2016).Evenifsomeonefeels comfortabledoingthesethings,theydon’tnecessarilyhavealltheinformationthat theyneedtobeawareofbeforearriving.That’swhathappenedwithTrevor (personalcommunication,02/2016)fromGermanywhosaid Havingaconversationaboutcostoflivingandhowfarmymoneywouldgo would’vebeenhelpful…economicaspectswerecompletelydisregarded.I wasbaffled,andstillamabouttherent.ThatwassomethingIwouldhave likedtohaveknownbeforeIgotherethenIwouldhavenegotiated differently.Iwould’vebeenbetterpreparedeconomically. ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 21 Findinggrocerystoresorplacestobuyitemsthatoneisusedtoissomething tobeawareofinordertotransitionsmoothlytoanewenvironment.Fortunately, someintervieweeswereabletoleanontheircolleaguestodoso.Ericafrom Englandsaid(personalcommunication,02/2016), ThepersonwhomovedmeherewasoriginallyfromtheUKandthatwas reallyhelpful...toaskaboutthingslike,whydoIhavetogotofourdifferent storesformygroceries.Thatwasabigone,wheredoIgotogetlittlethings becauseifIwasintheUKIwouldknowwheretogotogetthingsIneeded. Soitwashelpfultohavesomeonetogotobutitwasn’tcompanyorganized. Thiswasacommontheme,thatitwasdifficultforindividualstofindbasic thingstheywereaccustomedto,oritwaschallengingtodothingslikeshopforfood. ThiswasthecaseforGiselefromBrazilwhosaid(personalcommunication, 02/2016), Doinggrocerieswasnottheeasiestthing.Firsttofindagrocerystoreclose towhereIwaslivingthatIlike.EverythingintheUnitedStatesseemssobig, eventhegrocerystores.You’dgoandthey’rereallybigyoudon’tknow wheretofindtheproductsandI’dgetlost.Iwouldspendlikehoursinthere lookingforitems. Otherlogisticalchallengesrevolvedknowingthetaxsystem,obtaininga socialsecuritynumber,andgettingadriverlicense.ForSarahfromEngland,she foundherselfindeepdebtbecauseofthecomplexityofthesesystemsintheUnited ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 22 States(personalcommunication,02/2016). Ourtaxesaredoneautomaticallyforyou[intheUK]andtherewere definitelythingsthatweren’texplainedtomethatwould’vebeenhelpful…I basicallygotconfusedwithsomeofthelanguageanditturnsoutIwasn’t payingtaxforlikeayearandIendedupowingtheIRSabout$20,000. LuckilyIdidn’tspendthatmoneybutitwasinterestingtherewerelarge thingstheytellyouaboutbutsometimesthoseminutethingstheydidn’ttell youaboutareactuallyreallyimportantpiecesofinformation Thiscanalsobecostlyandtimeconsumingfromthebusinessesperspective. Royexperiencedthis,asdescribedbelow(personalcommunication,03/2016). WehadaguycomeovertotheUSanddidn’tknowwhathewasdoingwhen hewasfillingouthistaxes.Ittookustwoyearstofigureouthewasdoing somethingwrong,andthenthenextfouryearstohelpreadjusthistaxes SettingupabankaccountforSarahwasalsodifficult.Shesaid(personal communication,02/2016), IactuallyhadabitofahardtimewhenImovedhereforthefirstmonthorso becausewhenyoucametothecountryasanalienyoudon’thaveaphone number,youdon’thaveanaddressmostlikely,youdon’thaveaSocial SecurityNumber…youdon’thaveabankaccount.Tryingtoobtainoneof thosethingswithouttheotherisverydifficultandeventuallyIendedup goingaroundincircles. ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 23 Giselefacedasimilarsituationanditputherinaverydifficultposition,whichshe describesbelow(personalcommunication,02/2016). RightafterIarrivedintheUnitedStates,HumanResourcestoldmeIwould havetoopenabankaccounttodepositmyAmericansalaryintothisbank accountbuttheprocessonhowtodoitwasnotveryclear…Thewhole processtookmorethanacoupleofweekssomysalaryendedupbeing delayedwhichwasaproblembecauseIwaschangingfromatemporary residencetoamorepermanentresidenceandIhadtopaymyfirstmonth rentandthesecuritydepositandIbasicallydidn’thavemysalarythatmonth andthewholeprocesswasreallyconfusingandkindofuncomfortablefor mebecauseIwasreallyembarrassedtoasktodelayrentalpaymentbecause mysalarywasdelayed. Communication.AnoticeabletrendforAndrea,whohasworkedforeight yearsasarecruitingmanager,isthatheremployees“arenotasgoodatthe communicationsideofthejob”.Forexample,“someoftheemployeesdon’talways understandthesubtletiesofthings,assomeofouremployeestakethingsasvery blackandwhite.“Also,“foreign-nationalsaremuchmoresensitivetohierarchyand don’twanttospeakup”(personalcommunication,02/2016).AtAndrea’scompany, thereareanumberofpeoplefromRussia,Vietnam,ChinaandIndia,whichcanbea moredifficultadjustmentthancomingfromaWesternculture.Thoughfiveoutof sixintervieweesacknowledgedthattheycomefromculturessimilartotheUnited ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 24 States,waysofcommunicatingwerealsodifficultforthem.DavidfromIsraelsaid (personalcommunication,02/2016), InIsraeleveryonesitstogetherandeveryonetalks.Here,Iwenttoacaféand Ijoined[thepeoplewhoworkunderme],andtheyset-upthespacesoI’dsit inthemiddle,let’sgivehimthespaceandrespect.Thisisaculturalthing. RankinIsraelislessimportant. MeetingswerealsoconductedabitdifferentlytheninEngland,whichSarah describesbelow(personalcommunication,02/2016). IrememberthefirstcoupleofmonthsIwashereandIwasgoingtoseea vendorbecauseIwasworkingcloselywiththemediateamandyoudoalot ofmeetingswithvendorsandpeoplewerehugginganditwasverystrange.I justmetyou,Idon’tknowwhywe’redoingthis…itwasinteresting.Iguess we’remuchmoredirectinthewaywecommunicateintheUK,asIfelt peopleherewouldtalkaroundthesubjectversusjustgettingtothepoint... ThosewerethekindsofthingsthatstuckouttomewhenIgothere. Community.Anotheraspectthatneedstobeaddressedisfindingwaysto buildcommunity,asalloftheseintervieweesleftfamilyandfriendsbehind. Facilitatingwaystomakeconnectionscanhelpforeign-borntransfereesfeelmore athome.DavidfromIsraelsaid(personalcommunication,02/2016), Mostly,ourfriendsareIsraeliswhorelocatedherewhowemetonFacebook, [bywordofmouth],orfriendsoffriends.You’reinvitedtolunch,andthen ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 25 youjustmeetmoreandmorepeople.Wekindofdon’thaveAmerican friends,wehaveourneighborswherewedrinkbeersandtakeourdogout. Butwestillhaven’t,in8months,foundtheAmericanfriends. Creatingorganicopportunitiestoconnectwithpeoplefromthesame country,ormakefriendswithAmericanscanbechallenging.Thiswasthecasefor EricafromEngland(personalcommunication,02/2016)whosaid, [Buildingcommunity]wassomethingIstruggledwith.WhenImovedhereI waslookingattennisclubsbecauseIwantedtojoinoneandlivenearone andcreateacommunitythatway.WhenImovedhereitbecameclearthat that’snothowitworks…[Atfirst]Ireallystruggled....Yougotoa housewarmingpartyandeveryone’slike‘ohnewperson,whoareyou,what doyoudo’andtheyhearyourstoryandthentheyretreattotheirgroup friends,itwasstrange….itwashardtotryandgetintoafriendshipgroupor dothings. SuccessesinCurrentPrograms Whiletherearealotofgapsthatneedtobeaddressed,therearealsoa numberofareaswheretheintervieweesfeltsupported.Lookingatthesesituations canhelpprovideinformationonhowtobuildsuccessfulacculturationprograms. Somebestpracticesinclude“havingasystemset-upinternallyorexternallywhere someoneknowshowto[helpsomeonerelocate]andsupportsthepersoncoming over”(Roy,personalcommunication,03/2016). ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 26 Relocationpackages.FrankfromtheNetherlands,forexample,whoarrived intheUnitedStatesjustonemonthago,hashadasmoothtransition.Thecompany heworksfor“hasalotofexperiencewithinternationalmoves.There’sahighlyset process…notreallyonanyculturalstuff…moreonpracticalaspectssuchascostof living,rentalprices,visa,flight,temporaryhousing,allthatkindofstuff.”(personal communication,02/2016).Hewasveryhappywiththerelocationpackage, describedbelow. Theygiveyouacertainnumberofrelocationpointsthatyoucanspendon differentaspectsofrelocationsupport.One-monthtemporary accommodationis20points,onedayofrelocationsupportis10points, movingallofyourarticlesis20points.Youcancherrypickalloftheservices youprefertohavewithinthe100pointsthatyouhave.Mytotalpackagewas threemonthsoftemporaryaccommodation,twomonthsofrentalcar,ship containershipmentofhouseholdgoods,threedaysofrelocationsupport, flightsandticketsformeandmyspouseandvisasupport.Verygenerous, extremelygenerousrelocationpackage.Itreallyhelps,getsallofthathassle outofthewayandmakesitmuchlessstressful. Frankwasalsoprovidedanexternalrelocationconsultantbyhiscompany who”help[ed]meset-upabankaccount,socialsecuritynumber.They’recurrently helpingusouttofindamorepermanentaccommodation.Theyhelpedsetupan appointmentwiththeDMVforaCaliforniaIDanddriverlicense“(personal communication,02/2016). ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 27 David,whoworksforthesamecompanyasFrank,wasalsoextremelyhappy withwhathereceived(personalcommunication,02/2016).”Whentherecruiter startednamingthedetailedpackage,Iwasgoingintotears,andcamehomeintears, becauseIfeltlikeIwonthejackpot,wonthelottery.”Thiscompanyobviouslyhas accesstoalotofresources,andisveryaccustomedtotransferringemployees internationallyasevidencedbythedetailedprocessesandprocedures.Sameistrue forTrevorfromGermany,whowasprovidedathirdpartyconsultanttohelphim getsettledwhichhedescribesbelow(personalcommunication,02/2016). HumanResourcesorganizedformalitiesintermsofcontracts,andthey contactedtheimmigrationagencyandalsoacompanywhichhelpedme adjusttothenewenvironment…forthreedaysin-a-row[thiscompany]got someonewhoshowedmearound,showedmethearea,possibleareaswhere Icouldliveandgoapartmenthunting,wherethesupermarketsareorwhere themallsare,helpedmeset-upabankaccount,helpedmeset-upamobile phone,andbasicallytheessentialsIneeded. Trainingprograms.Inregardstoformaltraining,Trevorwastheonlyone whoreceivedculturaltraining,whichwasheldinGermanybeforecomingtothe UnitedStates(personalcommunication,02/2016).Hesaid, ItwasalikeabriefintroductiontothehistoryoftheUnitedStates,historyof [thetownImovedto].AndgenerallyshortstoriesaboutAmericanculture,of waysofinteraction,differencesbetweeninteractions,interpersonal interactionsbetweenAmericaandGermanyaswell….stereotypesandall ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 28 that.Wealsodidrole-playsaswell,toillustratehowanAmericanwouldact orhowIwouldactinthatrespect. WhileTrevorfoundthishelpful,heappreciatedthesupportforpractical logisticsmorecomparedtotheculturaltraininghereceived.Frankwasalso thankfulforhelpinthisarea,andwasabletotakeaclassovervideoconferencerun outoftheHumanResourcesoffice(personalcommunication,02/2016).He describestheexperiencebelow. There’sacoursecalledUS101.Whenyouarrivethe2nddayor2ndweek, there’sbitoftrainingonthebasics:healthinsurance,finances,andyougetan accountanttoassistwithyou.Theyhavehealthinsurancecompaniescomein andsharedifferences,andthisisrunbyaninternalrelocationteam organizedbyHumanResources. Theseweretheonlyformaltrainingprogramsthatwerespecifictoforeignbornemployeesoutofthesixparticipantsinterviewed.WhileEricaandSarahwere requiredtogothroughnewhireorientationagain,astheirjobroleshadchanged uponarrivingintheUnitedStates,noneofthetrainingtheyreceivedwasspecificto beingforeign-born. LeveragingtheexperiencesoftheseemployeesandHumanResources professionals,thereissignificantinformationtopullthepositiveaspectsandfillthe gapstoprovideaframeworkforbestpracticesinbuildinganacculturationprogram forforeign-bornemployeesmovingtotheUnitesStates.Usingthisdata,alongwith informationgatheredfrominterculturaltrainers,whichwillbepresentedlater,the ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 29 researcherhascreatedgoalsandobjectivestoguidetheconstructionofaprogram tobetterprepareforeign-bornemployeesandtheofficesthattheyworkfortheir transitiontotheUnitedStates. GoalsandObjectives Thepurposeoftheprogramistoprovideaframeworkforforeign-born professionalscomingtotheUnitedStatesandtheiremployeestobetterhandlethe challengesofintegratingintopersonalandprofessionallifeintheUnitedStates.It establishesamethodologyforfulfillingbasicneedssuchashousingandshopping forfood,aswellasotherpracticalmatterslikesetting-upabankaccountand obtainingadriverlicense.Oncetheseareaddressed,thenextgoalistoprovide participantswiththeskillsnecessarytobeabletocommunicateclearlyand effectivelyintheirprofessionalenvironment.Bysettingtheseindividualsupfor successandhelpingtheircompaniesaccomplishtheirbusinessgoals,these individualswillbeabletoflourishintheirrolesandbuildoffoftheconfidencethat theygainfrombeingsuccessfulintheirworkenvironments.Finally,participants willhaveavenuestoexploreanddevelopalifestyleoutoftheworkplacethatbrings personalfulfillment,personallyandsocially.Byusingthisframework,Human Resourcesofficeswillbeabletoworkcloselywiththeseindividualstoachievethese goals. ProgramGoals • Provideastructureforimplementingprocessesandproceduresfor companiestousewhentransferringforeign-bornprofessionalstotheUnited ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 30 States • Provideforeign-bornprofessionalspracticalexercisesandresourcesto adequatelypreparethemandprovideon-goingsupportthroughtheir transitiontotheUnitedStates ProgramOutcomes • Companiesarebetterpreparedtobringforeign-bornprofessionalstothe UnitedStates • Relocatedstaffwillachievebetterresultsfortheircompanies • Foreign-bornprofessionalshavepositiveexperiencesmovingtoandlivingin theUnitedStates GoalsforProgramParticipants • Raiseawarenessofone’sowncultureintermsofcommunicationstyleand valueswithinabusinesscontext • Buildconfidenceandcommunitybydevelopingprofessionalcloutand personalrelationshipsthroughthrivinginaforeignculture • Contributetotheircompanygoalsthroughoperatingasahigh-performing professional • Feelacceptedasapositive,contributingmembertotheirhostcommunity ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 31 ProgramDescription Potentialparticipants Theparticipantsforthisprogramareanyforeign-bornemployeeswhoare transferredwithintheircompanyfromoutsideoftheUnitedStatestoanoffice withintheUnitedStates.Otherindividualswhocanengageinaspectsofthis programincludeHumanResources,potentialbuddiesforthetransferredforeignbornemployees,andtheteamsinwhichtheseindividualsarejoining. ProgramScope Theproposedprojectfocusesactivitiesandresourcesinthreestages:prior todeparture,thefirstmonth,andmonthstwothroughnine.Belowisatimeline representingthescopeofthisprogram. ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 32 Table3:Pre-departure,MonthOneCurriculumTimeline When Week Tobe complete Pre-departure d1week priorto departure 1 Uponarriving inUSA 2 3 4 Activity Responsiblestaffmembers (+foreign-bornemployee) Onlyforeignbornemployee Onlyforeignbornemployee TeamintheUnitedStates HumanResources Location •Check-ins •Logistics(SSN, bankaccount, DMV) •Offeringtherapy Buddy DestinationServices USAoffice Off-site Therapist •Answering questions •Check-ins •Communication skills •Community Cross-culturalawareness coach Buddy Cross-culturalawareness coach Humanresources Officeofthe therapist Designatedsafe space USAoffice USAoffice •CCI Homecountryoffice •De-stressors Homecountryoffice •Insights Homecountryoffice •Introduce Homecountryoffice supportteam •Logistics HumanResources Homecountryoffice •Selfawareness Onlyforeignbornemployee Homecountryoffice •Values Onlyforeignbornemployee Homecountryoffice •Check-ins Buddy USAoffice •Discussinsights Managerand/orbuddy USAOffice •Formal Manager USAoffice introduction •Officeorientation Buddy USAoffice •Touraround Destinationservices Townofrelocation town •US101 HumanResources USAoffice •Visitpermanent Destinationservices Townofrelocation accommodation •Answering Cross-culturalawareness Designatedsafe questions coach space •Check-ins Buddy USAoffice •High-context/low Cross-culturalawareness Designatedsafe context coach space Video-Conference ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 33 Table4:CurriculumTimelineMonthsTwo–Nine Months Regularity Activity Responsiblestaff members (+foreign-born employee) Cross-culturalawareness Bi-weeklymeetings •Answeringquestions coach Weeklymeetings •Check-in Buddycheck-ins 2to4 Weeklymeetings •Check-in HRcheck-in •Practicewestern Cross-culturalawareness Bi-weeklymeetings communication coach Biweekly •Therapy Therapist Cross-culturalawareness Biweekly •Answeringquestions coach Biweekly •Check-in Buddycheck-ins 4to6 Biweekly •Check-in HRcheck-in •Practicewestern Cross-culturalawareness Biweekly communication coach Biweekly •Therapy Therapist Cross-culturalawareness Asneeded •Answeringquestions coach Biweekly •Check-in Buddycheck-ins 6to9 Biweekly •Check-in HRcheck-in Biweekly •Therapy Therapist •Practicewestern Cross-culturalawareness Asneeded communication coach Curriculum HumanResourcesprofessionalstakeonanumberofrolesinfacilitatingthe transfersofforeign-bornindividualstotheUnitedStates.Inadditiontohelpingwith thelogistics,HumanResourcesspecialistsshouldalso“understandtheirroleas interculturalguideandrecognizepatternsofculturaladjustment”thatmighttake place,aswellashelpingto“establishpositiverelationshipsandrecognizepotential patterns…ensuringthat[participants]understandsupportsystems(Spencer& ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 34 Tuma,2007,p.141).Whilesomecompaniesrelyonrecruitersormanagersto executetheseroles,accordingtoallthreeHumanResourcesprofessionals interviewedinthisstudy,itisthepurviewoftheirofficestocreateandimplement thesepolicies.Thus,itistheseemployeeswhoarerecommendedtoberesponsible forimplementingtheplanproposedbelow.Itisadvisedthattheyarebasedoutof thecompany’sheadquartersintheUnitedStates.Bybeingclosetothecenterof majorbusinessactivities,theHumanResourcesemployeescanhaveaccesstothe resourcestheyneedtosuccessfullyacculturateforeign-bornemployees. Pre-departureCourseworkandOrientation Thistakesplaceinthehomecountryoftheemployeepriortodeparture, wheretheparticipanttakespartinpersonalreflectionandsolidifieslogistical detailsinanticipationofarrivingintheUnitedStates. Self-awarenessActivities.Thefollowingself-awarenessactivitiesareaimedto helpparticipantsunderstandthemselvesandhowtheywillinteractintheirnew environment.First,theywillcompletetheCulturalContextInventory(CCI),atool usedtounderstandhowonewillrespondincross-culturalsituations(seeAppendix FandG).AccordingtoSpencerandTuma(2007)“Agood,honestunderstandingof one’sownresponsesinthefaceofinterculturalinteractionscanhelponeprepare fordealingwithculturalsituations”(p.169).Thiswillhelpforeign-bornemployees understandwheretheymightstruggleorfeelmorecomfortablebeforetheydepart. Dependingonanumberofdifferentfactors,includingone’scountryoforigin, andupbringing,anemployee’svaluesystemmightbemuchdifferentfromthe ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 35 UnitedStates.Havinganexplicitunderstandingofthethingstheycareabout,what theyenjoyandwhatmightchallengethemintheirnewenvironmentcanhelp preparethem.Alice,whohasworkedasacoachforthepast10yearswithboth internationalandforeignemployeesonhowtoimprovetheirlifestyle,recommends thattransferredemployeesdothefollowing(personalcommunication,02/2016): writealistofwhattheirtopvaluesare.Iaskthemtowritealistaboutthe10 thingstheyvalueabouttheirwork,andthenIaskthemtostarthetop3.If youhadtoonlylivewith3outofthese10whatwouldtheybe.Gettingclear onwhatsomeonereallyvaluesissohelpfulforunderstandingwhotheyare andhowtheyfunction. Finally,establishingroutineinanewenvironmentcantakesometime,and withsuchabigadjustmentmovingtoaforeigncountry,itisimportanttoremember whatonedoestofeelgoodaboutthemselves.AccordingtoAlice(personal communication,02/2016),“confidencegoesdowninanewenvironment”so identifyingwaysinwhichone“canfeelstrong,andconfidentindependentofwork [ishelpful].Forinstance;talkingaboutwaystode-stress.”Toaddressthis,all transfereeswillbeaskedtomakealist(AppendixH)oftheactivitiesthatthey enjoy,makethemfeelgoodandhelpthemde-stress.Havingalistwhichtheycan refertocanprovidestructureforbuildingaroutineintheirnewenvironment. Itisnotonlytheresponsibilityoftheforeign-bornemployeestoraisetheir self-awareness,theteamonwhichtheseemployeeswillbejoiningcantakestepsto ensureasmoothtransitionandefficientworkingenvironment.Doingafewsimple ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 36 exercisespriortothetransferees’arrivalcanreducethechallengesthatcancome withtheadditionofaforeign-bornemployeetoateam. AccordingtoAlice,(personalcommunication,02/2016)“it’sreallyeasilyto stopconflictbeforeitstarts,whichiswhyIreallyencouragecompaniestogo throughsomekindoftrainingtogetheronself-awarenessoremotionalintelligence, usingsomethinglikeInsights.”Insightsisatoolthatisaimedtohelpspeople understandtheirworkingstyles,andprovidesa“gatewaytosuccessfor [company’s]people,leaders,teamsand[the]entireorganization”(Insights,2015). Byhavingindividualsspend20minutefillingoutthisquestionnaire,theyget feedbackregardingthingssuchaswhattheydo/donotdowell,whattheydo/donot enjoy,allrelatedtotheirworklife.Withthisknowledge,teamscandebriefasa grouporhireanoutsidefacilitatortohelpthembetterunderstandhowtheywill workwithboththeircurrentcolleagues,andnewmembersoftheirteam. Logistics.Thelogisticswillbecoveredthroughtwoone-hourvideoconference sessionsconductedbytheHumanResourcesprofessionalpriortodeparture. KnowingwheresomeoneisgoingtoberesidinguponarrivingintheUnitedStates andwhetherthataccommodationwillhavelinens,isfurnished,andhascooking utensilscanhelpreduceuncertainty.Withaclearunderstandingofoptionsfor shoppingforfood,wheregrocerystoresareandtake-outfood/restaurantsaswell asothernecessitiesonemightneed,suchasapharmacy,canhelpreducethestress ofmoving.Usingvideo-conferencingsoftwarelikeGoogleHangoutsorSkype,the HumanResourcesprofessionalcansharetheirscreenandwalkthetransferees throughthelogisticssuchaswheretheywillbeliving,howtheywillbegettingto ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 37 work,aswellasensuretheyhavetheresourcestheyneedandalltheirquestions answeredpriortodeparting.Additionalaspectstoaddressincludehowmuch moneytohaveon-hand;sincetransfereeswillnotbeabletoset-upabankaccount withoutasocialsecuritynumber,whichcanonlytakeplaceafter10daysofbeingin theUnitedStates.Identifyingalocalhospitalincasethereisanemergencyshould alsobeaddressed. ThisvideoconferencetimeisalsowhentheHumanResourcesprofessional willeducatethetransfereeabouttherestoftheirsupportteam.Thisincludes destinationservices,acommunicationcoach,culturalawarenessconsultant,and psychologist.HumanResourceswillalsomatchthetransfereeupwithabuddy,who willworkwiththetransfereeforthefirstninemonthsupontheirarrival. AfterarrivingintheUnitedStates Firstmonth.Thefirststageofacculturationiscontact,andbyschedulingan orientationontheirfirstdayofwork(AppendixJ),thiscanhelpforeign-born employeesgetsettledin.Thiswillinvolveshadowingtheirbuddyfortheentireday, aswellasfocusingongettingaphysicallayoutofthenewofficewheretheywillbe working.Taskssuchasfindingthedesktheywillbeworkingat,beingintroducedto membersoftheirteam,theITdepartment,wherethebreakroomandoffice suppliesare(ifapplicable).Sharingofficenormsregardingwhattimetoarriveat theofficeandwhattimetodepart,howtofillouttimesheets(ifapplicable), lunchtimeetiquettewillallbeaddressed. Aformalintroductiontotheentireteamshouldtakeplacewithinthefirst threedaysofarrival.Dependingonthecompany’scultureintermsofwhenthey ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 38 holdteammeetings,haveteam-lunches,happyhours,etc.willdeterminethebest contextinwhichtowelcomethisindividual.Itcansimplybeanannouncementfrom theemployee’smanagerorcolleague,orcanbea‘gettoknowthisperson’over lunchorhappyhour.Eitherway,makingapointtointroduceandannouncethis person’sarrivalcanhelpthemfeellikeamemberoftheteam. AsFrankhadduringhistransfer,itisrecommendedthatHumanResources offeraUS101courseovervideoconferencewiththeforeignbornprofessional. Duringthistime,anypaperworkthathasnotbeenfilledoutwillbeaddressed.In addition,HumanResourceswillwalkthroughthevariousbenefitsthattheforeign bornemployeehassuchashealthinsurance,holiday,vacation,sickdays,401k, health,dental,visioninsuranceoptions,aswellasanyotheraspectsthatneedtobe addressedthatmightbenew. Timeshouldbebuiltinthatfirstweekofworkfortheemployeetospend outsideoftheofficegettingsettled(AppendixK).Assumingthatthefirstdayof workisonaMonday,allottingtimeonWednesdayand/orFridayintheafternoons toworkwithadestinationservicesconsultanttoshowthemaroundthearea, exploreplacestolive,purchaseproductsthatmayhavebeenforgottenathome, learnaboutthetransportationoptions,andsatisfyinganyotherbasicneedscan facilitateaquickeradaptationperiod.Amountoftimeallottedtothiswillbe dependentontheemployee,butbuildingtimeintheirfirstweekscheduleto anticipatefulfillingtheseneedsisarecommendedpractice. Inweektwo,whileitisstillveryearlyintheacculturationperiod,itis expectedthattransfereeswillhaveexperiencedaspectsofthesecondstageof ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 39 acculturation,conflict,specificallyintheworkenvironment.Theywillprobablybe noticingdifferentcommunicationstyles,andthisisagoodtimetointroducethe differencesbetweenhighcontextandlowcontextcultures,andidentifyingwhereon thespectrumthisemployeelies.Lindsey,whohasabackgroundinintercultural serviceandteachesWesterncommunicationskillsinabusinesscontext,believesit isabestpracticetoexplicitlyacknowledgedifferencesincommunicationtohelp foreign-bornindividualsthriveintheirbusinessenvironment(personal communication,02/2016). AmericanscommunicatethiswayandIdrawastraightarrow.AlotofAsian culturescommunicatethiswayandIdrawaspiralwithmoreofabeatingaround-the-bushtypeofcommunication.Andthenromancelanguages communicatethiswayandthenIshowthearrowbeingzigzagged.I’mnot sayinganythingismorevaluable,however,it’simportantthatforthemto knowthisinformationtobesuccessfulfromaUSperspective. UsingthechartinAppendixAasareference,anhourduringthesecondweek willbededicatedtotalkingabouthowtheUnitedStatesisalow-contextculture, andusingtheircompletedCCItheycancomparewheretheyareonthespectrumto theUnitedStates.Facilitatedinpersonoroverthephonebytheculturalawareness facilitator(describedbelow),thiscanhelpindividualsunderstandif“theyaremore concernedwithwhatpeoplesayorhowpeoplesayit,whattheirrelationshipisto space,totime,tonon-verbalcues”(Lindsey,personalcommunication,02/2016)to bringunderstandingtotheircurrentworkenvironment.Raisingawarenesstohow ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 40 theemployeeexperiencesthesedifferencesandprovidingthisframeworkmayhelp copewiththeconflictstageintheacculturationprocess. Astheforeign-bornemployeescontinuetoexperiencenewthings,“findinga spaceforinternationalemployeestoaskwhateverquestionstheywanttoaskabout Americancultureisareallyimportant”(Lindsay,personalcommunication, 02/2016).Aliceagrees,sayingthat“knowingpeoplecangotoaphysicalspaceto talkaboutthings”(personalcommunication,02/2016)isimportant.Dependingon thesizeoftheofficeandthenumberofinternationalemployees,thiscanbedoneas agroupactivityoronanindividualbasis.Inordertomakethespacefeelsafe, someoneoutsideofthecompanywhoisprofessionallytrainedincross-cultural awarenessshouldfacilitatethisactivity(forexample,a‘cross-culturalawareness coach’).Thefirstmeetingshouldtakeplaceforonehourafterwork,andthen continueonabi-weeklybasisforthefirstsixmonths,inadesignatedspacewithin theofficebuildingoratanoff-sitelocationwhichisdeterminedbytheHuman Resourcesprofessionalandcross-culturalawarenesscoach. Whilenotallemployeeswillwanttheservicesofapsychologisttotalkabout issuesregardingacculturation,offeringthisasanoptionisrecommended.Thethird weekisanopportunetimeforHumanResourcestointroducethisservice,andsetupatimeforanindividualtomeetone-on-one,and/orforspousesandfamilieswho havemovedalongwiththeforeign-bornemployee.Itisrecommendedtooffer biweeklymeetingstomembersofforeign-bornemployeesandtheirfamiliesforthe firstninemonthsuponarrivingintheUnitedStates. ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 41 Itisalsoduringthethirdweekwhenthetransfereewillbeabletoobtain theirsocialsecuritycard,whichinturnwillallowthemtoset-upabankaccount, andgetadriverlicense.Settingasidetwohalfdaysduringthisweekfordestination servicestohelpsolidifytheselogisticswillallowthetransfereetodepositpay checksintotheiraccountandeventuallycanleadtothemgettingacreditscore (whichisoftenrequiredforrentinglong-termaccommodation),gettingcreditcards, andpurchasingacar,tonameafew.Thisisalsoagoodtimetorevisithowthe housingsearchisgoing.Nowthattheforeign-bornpersonhashadsometimeto learnaboutthearea,itisrecommendedtoprovidetimetoallowthemtosearchfor aplacetolive,ifnecessary. Thethemeofweekfouriscommunityandcommunication.Itcanbedifficult tobuildcommunitywhenmovingtoaforeigncountry.TheHumanResources professional,theforeignbornemployeeandtheirbuddy,canworktogethertoput togetheranactionplanregardingwaystogetengagedinthecommunity,usingthe documentthatthetransfereecompletedbeforemovingtotheUnitedStates (AppendixH).Recommendedactivitiesinclude:attendingaculturaleventsuchasa concert,play,orgoingtothemovies:tryingtofindasportsteam/leaguetojoinora runningclub;partakinginmusicorartlessons;and/oridentifyingplaceswithinthe communitywherethereareotherindividualswhospeakthesamelanguageorwho arefromthesamecountry. Weekfourwillalsobeatimetostartthecommunication-trainingportionof theprogram,whichwillfocusonpracticalWesterncommunicationtechniques. Workingwiththecross-culturalawarenesscoach,foreign-bornemployeeswilllearn ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 42 aboutthebusinessnormsthatcomewithbeinginaWesterncontext.“Inourculture [theUnitedStates]youneedconfidencetobelistenedto,itisveryhighlyvalued. Standinguptall,havingopenbodylanguage,havingdirecteye-contactiswhat comesacrossascompetentandvalued”(Lindsay,personalcommunication 02/2016).Understandinghowtocommunicatewithinhierarchyisalsoanareathat foreign-nationalshavedifficultywith,accordingtoAndrea,whohasworkedforthe lasteightyearsasarecruitingmanagerforherHumanResourcesoffice.Another areatoaddressishavingdirectasks,andhowtoaskquestions.Communication styleisdependentoneachcultureandcompanywhereoneworks,butthereare generalnormsthatarevaluedinWesterncultureandthesecanbeintroduced duringweekfourofthetrainingprogram. Secondmonth.Thesecondmonthafterarrivalinvolvesalotlessformalinstruction fortheforeign-bornemployees,andwhentheregularrhythmofsupportbecomes solidified.Thisincludeshavingoneformalandoneinformalcheck-inwiththeir buddieseachweek.Informaltimesincludegoingonwalksorhavingacupofcoffee, andformaltimesincludeschedulingameeting,perhapsoverlunch,toprovidea forumtohaveconversationsabouttheaccessibleresourcesemployeeshave.Itis recommendedtohaveoneformalmeetingperweekforthefourmonths,andthen onemeetingeverytwoweeksthroughninemonths. Otheron-goingsupportincludesthebi-weeklycross-culturalawareness meetings.Asemployeescontinuetoprocesssimilaritiesanddifferencesbetween theUnitedStatesandtheirhome-country,itisadvisedtocontinuallyofferan opportunityforthemtoaskquestionsregardingwhattheyareexperiencing.ina ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 43 safespaceideallywithindividualswithintheirowncompanyorperhapsother companies,whogettogethertomeetanddiscusswhattheyareseeingandfeeling. Thedifferencebetweenhavingacross-culturalawarenesscoachandatherapistis thecross-culturalawarenesscoachistheretoanswerquestionsregardingthings thatforeign-bornemployeesseeinregardstoculturaldifferencesandsimilarities, andthetherapistprovidesanopportunitytotalkaboutpersonalandfamilial challengesthatonepotentiallyfacesduringwhatcanoftenbeadifficulttransition. Itisrecommendedtoofferoptionalbi-weeklytherapysessionsforemployeesand theirfamiliesforthefirstninemonthsoftheirtransitionperiod. Communicationcoachingisalsoanotheron-goingsupportthatshouldbe offeredonabi-weeklybasis.Duringthesesessions,employeescanpracticeroleplaying.Forexample,Lindseyrecommends“Ask[ing]themaboutwhatthetypical conversationislikethatyouhaveaclient,orwhat’sadifficulttopicyouhavewitha boss.Videotapethem,andshowittothem”(Lindsey,02/2016).Byprovidingthem theopportunitytopracticereal-lifesituationsandreviewvideo-tapewiththem,the cross-culturalawarenesscoachcanpointoutthepositiveandnegative communicationcharacteristicsoftheforeign-bornemployeeswithinaWestern context,andworkwiththemonhowtocontinuetoimprovetheircommunication andpresentationsskills.Thesemeetingscanbecompletedafterthesixthmonthof theforeign-bornemployee’sarrival,andbeofferedasneededafterthat. Throughoutthesecondandthirdmonths,throughweeklymeetingswiththe HumanResourcesprofessional,theforeign-bornemployeecanhaveanopportunity toaddressoverallaspectsoftheirtransition.TheHumanResourcesprofessional ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 44 cankeepaneyeonmakingsurethatthepracticalaspectsofthetransition(findinga placetolive,setting-upabankaccountandreceivingpaychecks,etc.)aretakencare of.ThemainjoboftheHumanResourcesprofessionalduringthisstageistoensure thatemployeesarecontinuingtofindopportunitiestode-stress(AppendixI), developcommunity,andarebeingproductiveemployees.Themorethatthe foreign-bornemployeeisabletodeveloparoutineandlifestylethatisenjoyable andappropriatefortheirvaluesandinterests,theeasiertheemployeewillbeable tomovethroughthestagesofacculturationtoadaptation. StaffingPlan TheHumanResourcesprofessionalisthemainpointofcontactforthe transferee.Theyareresponsibleforbuildingthesupportteam,whichwillincludea destinationservicesprofessional,across-culturalawarenesscoach,anofficebuddy, andatherapist.Withsuchanextensiveteam,payingforalloftheseservicesisan areaofnote.Apointstructuringsystem(seepage46)whichisdependentonthe employee’slevelwithinthecompanywilldeterminetheamountofresources availabletothetransferee.TheHumanResourcesprofessionalwillworkwiththe transfereetoputtogetherasupportplanbasedontheallottedpoints. Thegrounddestinationservicesprofessionalwillaccompanythetransferee tohelpthemexploretheareatheyareliving,bearesourceforfindingaplacetolive, aswellasmakeappointmentsattheDMVforadriverlicense,obtainasocial securitycard,andset-upabankaccount. Thecross-culturalawarenesscoachissomeonewhowillworkwiththe employeeonaone-on-onebasistopracticetheircommunicationskillstosucceedin ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 45 aWesternbusinessenvironment.Itistheassumptionthattransfereeshave sufficientEnglishlanguageskills,thusEnglishasaSecondLanguagesupportisnot offeredinthisprogram.Thiscoachcanalsoservetoansweranyquestionsthatthe transfereehasinasafeenvironment. Inaddition,apeerlevelbuddywillbeassignedtothetransferee.Ideally,this buddywillalsohavemovedfromaforeign-countrytotheUnitedStatesand understandsthisexperience.Finally,havingaprofessionaltherapisttrained specificallyinworkingwithissuesofacculturationandassimilation,forindividuals andfamiliesisapositiveresourcethatcanaddressthepersonalchallengesforeign bornemployeesmightface.Forafullstaffingplan,seeingAppendixL. ProgramMarketing,ParticipantRecruitmentandAdmissions MarketingforpossibletransferstotheUnitedStatescantakeplacebothvia wordofmouth,andthroughmoreformalchannels,suchaspostingsoninternaljob boards.Alloftheforeign-bornintervieweesinthisstudyvolunteeredtomovetothe UnitedStates,thusthereisnorecruitmentoradmissionsprocessaspartofthis program. Logistics Thespecificsoftheforeignbornemployee’sdeparturefromtheirhome country,arrivalintheUnitedStatesandfirstdayofworkwillbecoordinatedbythe HumanResourcesprofessionalassignedtoeachcase.Theinformationregarding howtogettoandfromtheairport,short-termaccommodation,transportationto andfromworkwillallbecoveredinthevideo-conferencemeetingpriortothe ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 46 employeeleavingtheirhome-country.Findinglongertermaccommodationwillbe coordinatedwiththedestinationservicesteam,alongwithotherlogisticssuchas findinggrocerystoresforshopping,obtainingasocialsecuritynumberand subsequentitemssuchassettingupabankaccountandadriverlicense.(See ‘Curriculum’sectionformorein-depthmethodologyregardinghandlinglogistics). HealthandSafetyPlan Findinghealthcareoptionscanbechallengingforforeign-bornemployees notaccustomedtotheAmericanhealthcaresystem.AspartofUS101trainingupon arrivingintheUnitedStates,theHumanResourcesprofessionalwillwalkthrough thehealthcareoptionsfortheforeign-bornemployee.Thiswillincludethecostsof regularcheck-upswhenitcomestogeneralhealthcare,dental,visionalongwith situationsthatarespecifictotheindividualregardinganyon-goingillnessesthey mighthave.Inaddition,theregularcheck-insbetweenHumanResourcesandthe foreign-bornemployeewillprovideanopportunityforemployeestoaskquestions regardingresourcestheymightneedforanythinghealthrelatedforthemortheir family. CrisisManagementPlan Themainareasofcrisismanagementwilladdressnaturaldisasters,terrorist activities,andmedicalemergenciesthatareconsistentwithcompanypolicies.This includes:havinguptodateemergencycontactinformationbothintheUnitedStates andoutsideoftheUnitedStates;anemergencyphonenumberslist;resources availabletoknowhowtohandlesuchthingsasearthquakes,fires,terroristattacks ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 47 andastep-by-stepplaninregardstomethodsofcommunication,accesstohospitals and/ortemporarysafetyzones,aswellashowtoprepareemergencykitsforthe homeandoffice.Thisinformationwillbeincludedaspartoftheon-goingweekly communicationbetweenHumanResourcesprofessionalsandtheforeign-born employees. BudgetandBudgetNotes Eachbusinesswillhavedifferentprioritiesintermsofhowmuchoftheir operatingbudgettoallottoforeign-bornemployeetransfers.Thiswillalsodepend ontheleveloftheindividualwhoistransferring,iftheyarebringingtheirfamily, andthecitytowhichtheyaremovingfromandto.Withlimitedaccesstofunding, companieswillhavetomaketheirowndecisionsforhowtoprioritizefunding,from thelogisticsofthemovetoon-the-groundsupportuponarrival.Inaddition,notall employeeswillneedthesamesupport,assomearemorelikelytowanthelpin findingaplacetolive,otherswillwantideasregardingfindingcommunity,and otherswillprioritizehavingcross-culturalcommunicationskillsand/ortherapy sessions.Givingemployeesoptionsforhowtoprioritizeresourcescanhelp minimizebudgetconstraints.Inaddition,bycollectinglongitudinaldatafocusingon whereforeign-bornemployeestendtorequirethemostsupport,companiescanget aclearerpictureonwheretodevotetheirfinances. Toaddressthis,itisrecommendedtouseapoint-structuringsystemsimilar towhereFrankandDavidwork.Eachemployeewillreceiveacertainnumberof relocationpointsdependingontheleveloftheirtransfer.Thentheywillhavethe optiononwheretoapplytheirpoints,dependingonthesupporttheyrequire. ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 48 Havingawrittenpolicywiththispointsystemcanallowindividualstoaccess variousservicesbasedontheirindividualneeds.Belowisanexample. JaneDoe–20Totalpointsallotted Table5:SamplePointAllotmentSystem Task Points DestinationServices 1pointperhourused Psychologist 1pointpermeeting Communicationworkshops 1pointpermeeting Cross-culturalawarenessmeetings 1pointpermeeting *Costsofeachtaskwilldifferbasedonthelocationofthemove **Flightsandrelocationcostsarecoveredbythecompanyseparateofthispoint system EvaluationPlan Soylu(2007)hasshownthatimprovingtheacculturationprocessofforeignbornemployeesleadstodecreasedstressandimprovedproductivity.Operating underthisconclusion,addressinghowemployeesareaffectedbytheirmovecan helpevaluatorsunderstandhowtoprioritizeresources.Surveyswillbedistributed totheforeign-bornemployees,theirmanagers,andHumanResourcesprofessionals (seeAppendicesM,N,O).Distributingthissurveyonaregularbasiscanprovidea longitudinalperspectiveaboutemployees’experience,theirabilitytowork efficientlyandeffectivelyintheworkplace(fromthemanager’sperspective),and theareasthatneedattentioninregardstowhereresourcestendtobeallocated (fromtheHumanResourcesperspective).Attheendoftheyear,datafromthe surveyswillbecollectedbytheappropriateHumanResourcesstaffmember,and usedtoaddressgapsthatarepresentedthroughthisevaluation.Whileideallythe datacollectedwillbedoneanonymouslytoobtainthemosthonestanswers,this ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 49 mostlikelywillnotbepossible.Asdemonstratedinthisstudy,transfersoftentake placeonanindividualbasisandthustherewillnotenoughsurveyssubmittedatone timetoallowforanonymity. Conclusions/Implications Theproposedframeworkprovidesastructurethatcompaniescan implementandforeign-bornemployeescanusetopreparethemastheyembarkon theirmovetotheUnitedStates.Everyonehasdifferentexperiencesbasedonthe culturetheyhavegrownupin,theirfamily,education,andanumberofotherfactors soprovidingaprogramthatcanbetailoredtotheindividualisidealforthevarious distinctchallengesonewillface.Withclearlywrittenpolicies,companieswillbe moreadeptateasingthetransitionofforeign-bornemployees,resultinginamore productiveandefficientworkforce.Throughraisingself-awarenessofone’sown cultureandworkingstyle,expectationswillbetemperedallowingthesetransferees tobuildconfidenceintheirworkingenvironment.Andthroughprovidingon-going support,itwillallowtheseemployeestothrive,andbecomecontributingand acceptedmembersintheUnitedStates. Companiescanusedifferentservicesdependingonthesizeandexpertiseof theirworkforcetoexecuteon-boardingprograms.Forlargercompaniesthatare accustomedtothesetypesoftransfers,likeFrank’s,David’sandTrevor’s,theyhave clearlydefinedprocessesthatincludethesupporttheywillprovide.Through workingwithrecruiterswithinHumanResources,alongwithproceduresonhowto useexternalconsultantslikedestinationservices,companiescanleveragetheir knowledgeandproficiency.ForJohnandAndrea,whoareboththesoleindividuals ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 50 responsibleforrecruitingandon-boardingforeign-bornemployeesintheUnited Statesattheircompanies,theyaretheoneswiththeburdenandresponsibilityof buildingandexecutingtheseprograms.Whilethisstudydoesnotaddressthe budgetaryconstraintssmallcompanieslikethesearefacing,thisprogramclearly laysoutoptionsthatcanbeused,andthuscanserveasatemplatefromwhich servicesandofferingscanbeaddedandremovedtofiteachcompany’spriorities. Byfront-loadinginformationandprovidingon-goingsupport,thisprogram aimstoreducethestressesofforeign-bornemployeeswhentheymovetothe UnitedStates,helpingthemtomaintaintheirownsenseofidentitywhile assimilatingtotheworkculturewithintheirAmericanoffices.Astheyaretheone’s adjustingtoAmericanworknorms,theyarestilloperatingwithinthe‘one-down’ construct,buttheywillhavethetoolstobeabletocommunicateandoperatewithin thesenewnorms.Throughunderstandinghigh-contextandlow-contextcultures andthedifferencesofcommunicationstyle,theycanbegintoadaptandpractice whattendstohelpAmericansbesuccessfulintheirroles,relyingontheimportance ofconfidenceportrayedthrougheye-contactandothersocialcustoms.Inaddition, makingresourcesaccessiblefortheseindividualstofindcommunity,partakein activitiesinwhichtheyfindjoyandmeetotherpeople,canhelpincreaseselfesteemandjobsatisfaction. Futureiterationsofthisstudyshouldinvolveamorethoroughanalysisofthe correlationbetweenjobperformanceandtheacculturationprocess.Whilethisis addressedaspartoftheevaluationplanthroughsurveyswithmanagers,if researchersareabletoshowthatthereisaconnectionbetweenprofitabilityand ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 51 investinginforeign-bornemployees’transfers,thiscanpersuadestakeholdersto investmoreintheseservices.Inaddition,theevaluationplanshouldprovidemore dataonwheretoprioritizeintermsofimprovingtheacculturationprocessfor companiesandtransfers. Otherareasoffocusforthisproposedprogramincludetryingtofindalarger andmorediversesamplesize.Thiscanbeinregardstoprovidingmoreglobal representation,includingindividualsfromAfricanandAsiancountries,fromother LatinAmericanculturesaswellasgatheringdataabouttheexperiencesofthe spousesandfamiliesoftheforeignborntransfers.Eventhoughtwoofthesix transfersbroughttheirspousesandtheresearcheraddressedissuesaroundtheir transition,limiteddatawascollectedtobetterunderstandtheirchallengesfrom theirownperspective.Thereisanopportunitytoconductfurtherinquiryintothis subjectmatter.Havingawiderbreadthofexperiencesofwhatitisliketomoveto theUnitedStatescanprovidemoreinformationintobuildinganappropriate, personalizedacculturationprogram. Finally,withtheadventoftechnologicaladvances,itisworthexploringhow toleveragedifferentsoftwaretoreplicatethetypeofsupportprovidedbythe variousstakeholdersinthisstudy.UsingprogramslikeInsights,tounderstandone’s ownworkstyle,isoneexamplethatisproposed.Otherexamplesincludeseeingif thereisanapplicationwhereemployeescanpracticecross-culturalcommunication, oraforumtowhichtheycangettheirquestionsansweredinreal-time.Whilethis researcherwouldarguethatthereisnosubstitutionforin-personconversationand ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 52 connection,findingappropriatecomputerprogramsthatcanreplacecostlyservices, especiallyforthecompaniesthatlacktheresourcesisanareaworthpursuing. 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ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 58 AppendixA:ViewsofCommunicationinHigh-ContextandLow-Context Cultures HighContext LowContext Relianceonwordsto Low High communicate Relianceonnon-verbal High Low signstocommunicate Importanceofwritten Low High word Agreementsmadein Notbinding Binding writing Agreementsmade Binding Notbinding orally Attentiontodetail Low High Locker,K.Kaczmarke,S.,etBraun,K.(2007).BusinessCommunication3rdEdition. Communicatingacrosscultures–Module3.p.48 ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 59 AppendixB:CulturalContrastsinBusinessIntroductions Purposeof introduction Imagineof individual Information Useoflanguage Values NorthAmerica Establishstatus andjobidentity: network Independent Japan Establishposition group,build harmony Memberofgroup Relatedtobusiness Relatedto company Informal,friendly; Littletalking usefirstname Openness, Harmony,respect, directness,action listening ArabCountries Establishpersonal rapport Partofrichculture Personal Formal;expression ofadmiration Religiousharmony, hospitality, emotionalsupport Locker,K.Kaczmarke,S.,etBraun,K.(2007).BusinessCommunication3rdEdition. Communicatingacrosscultures–Module3.p.56 ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 60 AppendixC:InterviewGuide–Foreign-bornemployees Name: Genderidentity: Jobtitle: Jobdescription: Company: Numberofyearswiththecompany: Countryofresidencepriortotransfer: 1. HowdidyoulearnabouttheopportunitytotransfertotheUnitedStates? 2. Whendidyoustartreceivinginformationaboutthetransfer? a. Howdidtheinformationyoureceivedhelp? 3. Didyourfamilymovewithyou?Ifso,whattrainingavailableforthem? 4. Whowasyourmainpointofcontactforfacilitatingthistransfer? a. Inyourhomecountry b. IntheUnitedStates c. n/a 5. Whooutsideofyourcompanyhelpedfacilitatethetransfer? a. i.e.AnorganizationsponsoredbytheUnitedStatesgovernment b. Otherorganizationsthathelpedwithrelocation c. n/a 6. Whatprocesseswereinplaceatyourorganizationfor onboarding/acculturationupontransferringtotheUnitedStates? a. Whatwasthetrainingprogram? 7. Whowasthespecificpersonorgroupofpeoplewithwhomyouwere assignedtogotoforsupport? a. Whatsupportdidyoureceive? 8. WhatwashelpfulineasingyourtransitiontotheUnitedStates? a. Whattrainingsdidyoureceive? 9. Inwhichareasdoyouwishyoureceivedmoresupport? a. Whatdidn’tworkwell? 10. Whatspecificsuggestionsdotheyhaveforbothfuturetrainingsandfor otheremployeesofthesamecompanywhowillhavethisexperienceinthe future? ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 61 11. Whatadvicewouldyougivetoforeign-bornemployeeswhoaretransferred withintheirorganizationstotheUnitedStates? 12. Whatarethedifferencesinpoliciesandprocedures? a. Whocommunicatedthistoyouandhow? 13. Onascaleof1-5,witha1beingabsolutelynot,5beingabsolutelyyes,please marktheappropriatenumberforthefollowingquestions: a. Therewereclearlydefinedprocessesandproceduresinplaceto facilitatemytransfer b. TherewasanacculturationprocessuponarrivingintheUnitedStates c. IhadenoughinformationpriortomymovetotheUnitedStates d. MyexpectationsalignedwiththeinformationIreceived e. Ifeltsupportedthroughthephysicalpartofmoving f. TherewassomeoneatthecompanyintheUnitedStatesIfeltIcould gototalkaboutthingsthatwereonmymind g. Therewas/wereinformation/activitiesmycompanyprovidedmeto orienttolivingintheUnitedStates h. Ifeltmycompanydidagreatjobinfacilitatingmytransfer Results Question Trevor Gisele Sarah Frank David a b c d e f g h 4 5 3 4 5 4 4 4 2 1 3 2 1 2 1 3 3 2 3 2 4 4 2.5 3 5 1 5 4 5 3 2 5 4 3 4 4 5 3 5 4 Average score 4.13 1.88 2.94 3.75 4 Lindsey Average Score 5 3.83 2 2.33 3 3.5 4 3.33 5 4.17 1 2.83 1 2.58 4 3.83 3.13 ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 62 AppendixD:InterviewGuide–Humanresourceprofessionals Name: Genderidentity: Jobtitle: Jobdescription Company: Locationofyouroffice(city,state): Numberofyearsinthisrole: 1. Whatisyourroleinfacilitatingthetransferforforeign-bornemployeesto yourUnitedStatesoffice? a. Whatisyouroffice’srole? 2. Whataretheprocessesandproceduresinplacefortransferringforeign-born employeestotheUnitedStateswithinyourorganization? 3. Whataretheprocessesandproceduresforacculturatingforeign-born employeestotheUnitedStateswithinyourorganization? 4. Whatkindofsupportdoyouprovideforeign-bornemployeeswhotransfer totheUnitedinthefollowingareas: a. Housing b. Obtainingdriverlicense c. Obtainingsocialsecuritynumber d. Settingupabankaccount e. Foodculture(i.e.shoppingatgrocerystores,eatingoutvs.eatingat home,mealtimes/sizes,etc.) f. Establishingsocialnetworks g. Forfamilymembers h. Whereelsedoyouprovidesupport? 5. Whodotheforeign-bornemployeesgotowhentheyhavequestions regarding: a. Compensation b. Benefits(i.e.healthinsurance,retirement) c. Relocation(i.e.findinghousing) d. Social-emotionalissues 6. Whatdoyoufeelyourcompanydoesreallywellineasingthetransitionof foreign-bornemployeestoyourofficeintheUnitedStates? 7. Whatareasdoyoufeelyourcompany/officecandobetterinsupportingthis transition? ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 63 8. Onascaleof1-5,witha1beingabsolutelynot,5beingabsolutelyyes,please marktheappropriatenumberforthefollowingquestions: Results a. Thereareclearlydefinedprocessesandproceduresinplaceto facilitateatransferforforeign-bornemployeestomyoffice b. Thereisanacculturationprocessforforeign-bornemployeesupon arrivingintheUnitedStates c. Foreign-bornemployeesreceiveenoughinformationpriortomoving totheUnitedStates d. Myofficesupportsforeign-bornemployeeswhoaretransferred throughthephysicalpartofmoving e. ThereissomeoneatmycompanyintheUnitedStateswhere transferredforeign-bornemployeescangototalkaboutthingsthat areontheirmind f. Thereisinformation/activitiesprovidedtohelpforeign-born employeeswhoaretransferredtoorienttolivingintheUnitedStates g. Ouroffice/companydoesagreatjobinfacilitatingthetransferof foreign-bornemployeestotheUnitedStates Question John a b c d e f g 3 1 2 4 3 1 2 Roy(preacquisition)* 3 2 3.5 2 2 2 2 Roy(post– acquisition)** 5 2 3.5 4.5 4 3 5 Total Average 3.67 1.67 3 3.5 3 2 3 Total 2.26 2.36 3.86 average *ThisisbeforeRoy’scompanywasacquired,pre-2012 **ThiswasafterRoy’scompanywasacquired,post-2012 Note–Thethirdresearchparticipantinthiscategorywasinvolvedwithonboarding foreign-bornemployeesalreadyintheUnitedStatesandthuswasnotasked thesequestionsaspartofthisstudy. ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 64 AppendixE:InterviewGuide–Interculturaltrainers Name: Genderidentity: Jobtitle: Jobdescription: Company: Numberofyearsinthisrole: 1. Howdidyoucometobeaninterculturaltrainer? a. Personalandprofessionalbackground 2. Whatisyourphilosophyasaninterculturaltrainer? 3. Tellusabouttheworkyoudowithcorporations? 4. Whataretheareasofsupportthatareessentialforindividuals(andtheir families)movingintoanewenvironment,personallyandprofessionally? 5. Whoshouldberesponsibleforonboarding/orientingforeign-born professionalstotheirlivesintheUnitedStates? a. Whatkindoftrainingshouldtheyhave? 6. Whataresomebestpracticesfororienting/onboardinganindividualtoa newculturalenvironment? 7. Whatsuggestionsdoyouhaveforcreatinganonboardingprogramfor foreign-bornemployeeswhoaretransferredtotheUnitedStates? 8. Inyouropinion,whataresomecommonmistakesthatcorporationsmakein notbuildinganinclusiveandsupportiveworkingenvironment? ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 65 AppendixF:Cultural-ContextInventory Instructions:Foreachofthefollowingtwentyitems,circle1,2,3,4,or5to indicateyourtendenciesandpreferencesinaworksituation. Hardly Almost Sometimes ever always 1.Whencommunicating,Itendtousealotoffacial expressions,handgestures,andbodymovements 1 2 3 4 5 ratherthanrelymostlyonwords. 2.Ipaymoreattentiontothecontextofa conversation—whosaidwhatandunderwhat 1 2 3 4 5 circumstances—thanIdotothewords. 3.Whencommunicating,Itendtospellthingsout quicklyanddirectlyratherthantalkaroundand 1 2 3 4 5 addtothepoint. 4.Inaninterpersonaldisagreement,Itendtobe moreemotionalthanlogicalandrational. 1 2 3 4 5 5.Itendtohaveasmall,closecircleoffriends ratherthanalarge,butlessclosecircleoffriends. 1 2 3 4 5 6.Whenworkingwithothers,Iprefertogetthe jobdonefirstandsocializeafterwardratherthan 1 2 3 4 5 socializefirstandthentacklethejob. 7.Iwouldratherworkinagroupthanbymyself. 1 2 3 4 5 8.Ibelieverewardsshouldbegivenforindividual accomplishmentsratherthanforgroup 1 2 3 4 5 accomplishments 9.Idescribemyselfintermsofmy accomplishmentsratherthanintermsofmyfamily 1 2 3 4 5 andrelationships. 10.Iprefersharingspacewithotherstohavingmy 1 2 3 4 5 ownprivatespace. 11.Iwouldratherworkforsomeonewho maintainsauthorityandfunctionsforthegoodof thegroupthanworkforsomeonewhoallowsalot 1 2 3 4 5 ofautonomyandindividualdecision-making. ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 66 12.Ibelieveitismoreimportanttotbeontime thantoletotherconcernstakepriority. 1 2 3 4 13.Ipreferworkingononethingatatimeto workingonavarietyofthingsatonce. 1 2 3 4 14.Igenerallysetatimescheduleandkeeptoit ratherthanleavethingsunscheduledandgowith 1 2 3 4 theflow. 15.Ifinditeasiertoworkwithsomeonewhois fastandwantstoseeimmediateresultsthanto workwithsomeonewhoisslowandwantsto 1 2 3 4 considerallthefacts. 16.Inordertolearnaboutsomething,Itendto consultmanysourcesofinformationratherthan 1 2 3 4 gototheonebestauthority. 17.Infiguringoutproblems,Ipreferfocusingon thewholesituationtofocusingonspecificpartsor 1 2 3 4 takingonestepatatime. 18.Whentacklinganewtask,Iwouldrather figureitoutonmyownbyexperimentationthan 1 2 3 4 followsomeoneelse’sexampleordemonstrations. 19.Whenmakingdecisions,Iconsidermylikes anddislikes,notjustthefacts. 1 2 3 4 20.Ipreferhavingtasksandproceduresexplicitly definedtohavingageneralideaofwhathastobe 1 2 3 4 done. Halverson,C.B.(2008).Socialidentitygroupandindividualbehavior.InC.B. Halverson&S.ATirmizi.(Eds.),Effectivemulticulturalteams:Theoryand practice(p.39-41).NewYork,NY:Springer. 5 5 5 5 5 5 5 5 5 ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 67 AppendixG:Cultural-ContextInventoryScoringSheet Instructions:Transferthecirclednumberstotheappropriateblanksprovided below.ThenaddthenumbersineachcolumntoobtainyourtotalsforHighContext andLowContext. HighContext(HC) LowContext(LC) 1.________ 3.________ 2.________ 6.________ 4.________ 8.________ 5.________ 9.________ 7.________ 12.________ 10.________ 13.________ 11.________ 14.________ 16.________ 15.________ 17.________ 18.________ 19.________ 20.________ Total________ Total________ Subtractyoursmallertotalfromyourlargertotalusingoneoftheequationsbelow. Thiswillgiveyoueitherahighcontextscoreofalowcontextscore.Ifyourtwo totalsareequal,yourscoreiszero ________HighContextScore ________LowContextScore -________LowContextScore -________HighContextScore ________HighContextScore ________LowContextHighCon Halverson,C.B.(2008).Socialidentitygroupandindividualbehavior.InC.B. Halverson&S.ATirmizi.(Eds.),Effectivemulticulturalteams:Theoryand practice(p.39-41).NewYork,NY:Springer. ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS AppendixH:CareerValues Fromthelistbelow,circlethetop10professionalvaluesthatyouhold Advancement Friendships Practicality Adventure Funandhumor Precisionwork Aesthetics Groupandteam Profitgain Affiliation Helpothers Publiccontact Artisticcreativity Helpsociety Recognition Challenging Higherearnings problems anticipated Security Changeandvariety Honestyandintegrity Spirituality Community Independence Stability Competition Influencepeople Status Creativeexpression Intellectualstatus Steeplearningcurve Creativity Jobtranquility Structureandpredictability Diversity Knowledge Supervision Environment Location Tradition Exercisecompetence Makedecisions Workalone Excitement Moralfulfillment Worklifebalance Workonfrontierof Family Personnelsafety knowledge Fastpace Physicalchallenge Workwithothers Freedom(time) Powerandauthority *AdoptedfromKnowdellCareerValuesWorksheet Fromthesecircled10values,listthetopfiveinorder. 1. 2. 3. 4. 5. 68 ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS AppendixI:De-stressors Makealistofthetopactivitiesthatyouenjoydoingtode-stress. 1. 2. 3. 4. 5. Belowareafewexamples: Art(Painting/drawing) Goingouttodinner Reading Bicycling Goingtothemovies Running Cooking Hiking Spendingtimewithfamily Dancing Playinganinstrument Swimming Drinkswithfriends Playingteamsports Walking 69 ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS AppendixJ:ThingstocoveronDay1 Officeorientation–Buddy Coverarrival/departurenorms LearnhowtocontactITdepartment Coverlunchtimeetiquette Tourofoffice(bathrooms,breakroom, officesupplies,etc.) Transportationoptionstoandfrom work US101–HumanResources Discussholiday/vacationtime Emergencycontacts Finalizepaper-work Insurance Taxes 70 ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 71 AppendixK:DestinationServicesTimeline Week1 • • Tourof neighborhood Identify grocerystores toshop Week 2 Week3 • • • • Week4andon Setupsocialsecurity number Bankaccount Makeappointmentfor driverlicense Helpwithaccommodation asneeded Helpwith accommodationas needed ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 72 AppendixL:Staffing Buddy Cross-cultural awarenesscoach Destination services HR Therapist Tourof the office Highcontext versuslowcontext Housing Mainpointof contact Adjustmenttothe UnitedStates Socialsecurity number Logisticsofthe move Familytherapy(if necessary) Bankaccount Community Office work style/ Safespacetotalk Answerquestions Teaching Western communication skills Driverlicense ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 73 AppendixM:Surveyforforeignbornemployees TobeadministeredpriortoforeignborntransferarrivingintheUnitedStates 1. Onascaleof1-5,witha1beingnotatall,5beingabsolutelyyes,pleasemark theappropriatenumberforthefollowingquestions: a. Howusefulwerethefollowingactivitiesinpreparingyouforyour move?(Pleasecommentwhereappropriate) i. Selfreflectionactivities(overall) 1. CCI 2. Valueslist 3. De-stressors 4. Insights b. Humanresources(overall) i. Discussinglogistics ii. Introducingsupportteam Tobeadministered1monthafterarrivaloftheforeignbornemployee 1. Onascaleof1-5,witha1beingterrible,5beingexcellent,pleasemarkthe appropriatenumberforthefollowingquestions: a. Howwasthesupportyoureceived/arereceivingthefollowingareas? i. Logistics(findinghousing,settingupbankaccount,gettinga driverlicense,etc.) ii. Adjustingtotheneighborhood(knowingwheretoshop,get food,dolaundry,etc.) iii. Establishingsocialnetworks iv. Socialemotionalsupport v. Communication b. Overall,howwouldyouratethesupportyou’vereceivedduringyour transfer? 2. Onascaleof1-5,1beingnotvaluableatall,5beingextremelyvaluable,how wouldyouratethefollowingintermsofhelpingyouadapttoworkingand livingintheUnitedStates? a. Officeorientation b. US101 c. Insightsactivities d. SupportfromDestinationservices e. Crossculturalawarenesscoach f. Workwithbuddy g. Humanresourcescheck-ins h. Pleasecomment 3. Onascaleof1-5,with1beingneverand5beingallthetime,howoftendo youreferencethefollowingitems? ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS a. b. c. d. e. 74 CCI Valueslist De-stressors Insights Pleasecomment 4. Whatareasdoyoufeelyouneedmoresupport? Tobeadministered3monthsafterarrivaloftheforeignbornemployee 1. Onascaleof1-5,with1beingnotatalland5beingextremely,pleaserate thefollowingintermsofhelpfulness: a. Buddy b. Cross-culturalawarenesscoach c. HumanResources d. Communicationcoach e. Therapist f. Pleasecomment 2. Pleaselistonascaleof1-5,with1beingneverand5beingallthetime,how oftendoyoureferencethefollowingitems: a. CCI b. Valueslist c. De-stressors d. Insights e. Pleasecomment 3. Whatareasdoyouwishyouhadmoresupport? Tobeadministered6monthsafterarrivaloftheforeignbornemployee 1. Onascaleof1-5,with1beingnotatalland5beingextremely,pleaserate thefollowingintermsofhelpfulness: a. Buddy b. Cross-culturalawarenesscoach c. HumanResources d. CommunicationCoach e. Therapist f. Pleasecomment 2. Whichoftheabovedoyoufeelyoudon’tneedanymore(ifany)? 3. Pleaselistonascaleof1-5,with1beingneverand5beingallthetime,how oftendoyoureferencethefollowingitems: a. CCI b. Valueslist ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS c. De-stressors d. Insights e. Pleasecomment 4. Whatareasdoyouwishyouhadmoresupport? 75 Tobeadministered12monthsafterarrivaloftheforeignbornemployee 1. Onascaleof1-5,with1beingnotatalland5beingextremely,pleaserate thefollowingintermsofhelpfulness a. Buddy b. Cross-culturalawarenesscoach c. HumanResources d. CommunicationCoach e. Therapist 2. Whichoftheabovedoyoufeelyoudon’tneedanymore(ifany)? 3. Pleaselistonascaleof1-5,with1beingneverand5beingallthetime,how oftendoyoureferencethefollowingitems: a. CCI b. Valueslist c. De-stressors d. Insights e. Pleasecomment 4. Whatareasdoyouwishyouhadmoresupport? ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 76 AppendixN:SurveyforHumanResources TobeadministeredpriortoforeignborntransferarrivingintheUnitedStates 1. Onascaleof1-5,with1beingnotatall,5beingextremely,howproductive didyoufindyourconversationswiththeforeignborntransferpriortotheir departure? a. Why? 2. Whataresomeofthequestionstheyasked? 3. Whatotherinformationdidyouneedtobetteranswertheirquestions? Tobeadministered1monthafterarrivaloftheforeignbornemployee 1. Onascaleof1-5,with1beingnotatall,5beingextremely,howusefulare yourconversationswiththeforeignborntransfer? a. Why? 2. Whataresomeofthequestionstheyask? 3. Whatotherinformationdoyouneedtobetteranswertheirquestions? Tobeadministered3monthsafterarrivaloftheforeignbornemployee 1. Onascaleof1-5,with1beingnotatall,5beingextremely,howusefulare yourconversationswiththeforeignborntransfer? a. Why? 2. Whataresomeofthequestionsthey’vebeenasking? 3. Whatotherinformationdid/doyouneedtobetteranswertheirquestions? Tobeadministered6monthsafterarrivaloftheforeignbornemployee 1. Onascaleof1-5,with1beingnotatall,5beingextremely,howusefulare yourconversationswiththeforeignborntransfer? a. Why? 2. Whataresomeofthequestionstheyask? 3. Whatotherinformationdoyouneedtobetteranswertheirquestions? Tobeadministered12monthsafterarrivaloftheforeignbornemployee ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 77 1. Onascaleof1-5,with1beingnotatall,5beingextremely,howusefulare yourconversationswiththeforeignborntransfer? a. Why? 2. Whataresomeofthequestionsthey’vebeenasking? 3. Whatotherinformationdid/doyouneedtobetteranswertheirquestions? ANACCULTURATIONPROGRAMFORFOREIGNBORNWORKERS 78 AppendixO:SurveyforManagers Tobeadministered1monthafterarrivaloftheforeignbornemployee Onascaleof1-5,witha1beingnotatall,5beingabsolutelyyes,pleasemarkthe appropriatenumberforthefollowingquestions: 1. Thetransfereehasbeenaproductivememberofourteam a. Whyorwhynot? 2. Thereareareasinwhichtheforeignbornemployeeneedsextrasupport. a. Whatarethey? 3. Whatinformationdoyoufeelthetransfercould’vehadpriortoarrivalthat wouldhelpthembeamoreproductivememberofyourteam? Tobeadministered3monthsafterarrivaloftheforeignbornemployee 1. Onascaleof1-5,witha1beingnone,5beingabsolutelyyes,pleasemarkif thetransfereehasadjustedfullytoworkingonmyteam a. Whyorwhynot 2. Thetransfereestillstrugglesinthefollowingareas: Tobeadministered6monthsafterarrivaloftheforeignbornemployee 1. Onascaleof1-5,witha1beingnone,5beingabsolutelyyes,pleasemarkif thetransfereehasadjustedfullytoworkingonmyteam a. Whyorwhynot 2. Thetransfereestillstrugglesinthefollowingareas: Tobeadministered12monthsafterarrivaloftheforeignbornemployee 1.Pleasecommentontheareasofgrowthyou’veseenintheforeignborntransfer, andtheareasinwhichhe/shestillstruggles.
