INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
“The manager who knows only his or
her own country is doomed to
become obsolete.
Most organzations can no longer
afford to employ culturally myopic
managers”
Philip R. Harris and Robert Moran, Managing Cultural Differences
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
By the end of this presentation you will ….
• Have a deeper understanding of the cultural differences
between China and Germany and the importance they
play on business expansion for your company, Speedline.
• Become acquainted with IBCT’s bespoke training
methods and why we are the most acclaimed crossculture training team in our industry.
• Be informed to make the right decision to hire IBCT to
ensure your candidate has the best possible advantage
during her stay in China – benefitting her, Speedline,
and your Chinese partners & customers.
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
• Founded in 1990, with 160 employees
• We are the largest team in industry, specialising on managing multinational challenges
• We assist both the private and public sector and hold a large portfolio of MNCs
• We offer a wide scope of tailored packages to suit individual client needs.
• We are an integral part of learning and development for many global clients
Meet The Team
Business Strategy &
Development Managers Dr. Lisa
Skipton and Liz Cherry, MBA
Cross Cultural Analysis
Consultants – Helen
Kellaway Ph.D, and Anna
Gorak Psy.D
Cross-Cultural Training
Programme Managers George Ritchie MSc and
Chris Davis PhD
OUR PROMISE
We will always:
• Gain an understanding of your key business drivers
• Grasp your strategic objectives and the challenges they bring
• Understand the current skills, knowledge and attitude of your
organisation at all levels
Philip R. Harris and Robert Moran, Managing Cultural Differences
TESTIMONIALS
“The Japanese briefing delivered to De Beers personnel
provided not only an invaluable insight into working
effectively with our Japanese counterparts but also an
understanding of Japanese society and values – key to the
success of our new operations in Japan”
“IBCT’s training was particularly
interactive and provided our teams with an insight
into cultural differences and how to maximise
cross cultural relationships”
Shearman & Sterling:
Working successfully
across cultures
De Beers: Working
successfully with the
Japanese
“The cultural awareness and language training offered by IBCT has
given our trainees going on international secondments the key knowledge and skills
that make their settling into a new country that little bit less daunting! All courses
have always followed careful discussion with each individual about their level of
language ability and experience of a country and are perfectly tailored to ensure
each trainee really does get the most from the training offered. “
Ashurst: Developing
Employees for
International Success
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
• A brief introduction to Guangzhou, China
• An explanation of what cross-culture studies are.
• Theoretical comparisons between Germany and China, focusing on Hofstede,
Trompenaars, Edward Hall and the GLOBE Project.
• Business practice differences between Germany and China
• Female managers in Germany and China.
• Top 10 challenges your candidate may face.
• Our bespoke training plan.
• Our methods and training schedule.
• The benefits of our cross-cultural training to be gained by Sophia.
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
General information
Guangzhou -CHINA
Official Language
Cantonese
Population
5,162,000
Government
Communistic
Currency
Yuan
Religion
Multi-religious:
Buddhism, Taoism, Islam,
Catholicism, Protestantism,
Confucianism
Time zone
GMT/UTC + 08:00 hour
Climate
Sub- tropical
Source: Former et al, 2010; Miller, 2010
Hofstede:
culture is the “software of the mind”
Source: Hofstede, 2011
Hofstede
Germany
Small Power
Distance
Individualist
China
Large Power
Distance
Collectivist
High Uncertainty
Avoidance
Low Uncertainty
Avoidance
Medium-term
Orientation
Long-term
Orientation
Source: Eurochambres Academy, 2011; French, 2010; Hofstede, 2011; Kohun et al, 2007, Luthans and Doh, 2009.
China
Trompenaars
Germany
Universalism
Particularism
Individualistic
Communitarian
Specific
Diffuse
Achievement
Ascription
Sequential
Synchronic
Internalistic
Exernalistic
Neutral
Affective
China
Need personal space
Work/live closely
Low-context
communication
High-context
communication
No groups
In-groups and out-groups
Monochronic
Polychronic
Task Oriented
Relationship Oriented
Edward Hall
Source: Broda, 2011: Forbes, 2011; Geng, 2010; Hutchings, 2004; Gesteland, 2005.Hutchings et al, 2004;
International Business Culture; 2011 Luthans, F., and Doh, J., 2009; Medlock Method, 2011
Main differences identified by
GLOBE PROJECT
7
6
5
4
4.8
4.4
3.8
4.7
3.8
3.2
Germany
3
2
1
0
Humane
Orientation
Institutional
collectivism
Assertiveness
Source: Busch et al, 2011 p.16; House et al, 1999; Javidan et al 2006 & 2009;
China
Business Practice Differences
GERMANY
CHINA
Efficiency, rules & procedures
Relationships: guan xi
Contract
Trust
Punctuality expected
Relaxed about time
Gift giving not expected
Gift giving can win contracts
Hierarchy: respect for position
Hierarchy: respect for elders
Individuals working within team
Teamwork
Low level corruption
Still high levels of corruption
Few rituals
Many rituals, e.g. Business cards
Problems: tackled directly
Problems: avoided, ”face saving”
Source: Gibson, 2010; Kwintessential, 2011; Lau, 2007; Selmer, 2005; Wang, 2011
Glass ceiling: societal
influence
Glass ceiling: female modesty
Wide pay gap
Narrow pay gap
Weak childcare support
Strong family childcare support
Women behave like men
Women behave like women
Constant need to prove herself
Easier once gains trust
Source: Gunkel et al, 2007; Krieg, 2006
1.
Things are done slowly. They may deliberately test your patience.
2.
Relationships are more significant than contracts.
3.
Saving face” is considered superior to truth.
4.
Group harmony is valued more than individual progress.
5.
Initiative is rarely shown by subordinates.
6.
Communication is high context –“yes” often means “no.”
7.
Chinese do not trust those outside of their “in-groups”
8.
Guan xi often requires obligation and favours.
9.
Respect to elders is given over younger, more senior mangers.
10. There is little distinction between work and social relationships.
.
Source: Bing 2010; Burke, ; Castle, 2008; Chen and Partington, 2003; Dereksy, 2011; Hodgetts et al, 2006;
Kwintessential, 2011; Sartor, 2007; WorldBusinessCulture.com, 2011
“A little cultural knowledge goes a long way”
IBTC, 1990
“Estimated cost of a three year
assignment = $ 1 MILLION”
“Failure can cause – Damage to company
and company's Global image”. (Source Evans 2002)
(Source: Brewster 2001)
“Done well, expats say cross cultural training
makes their moves easier, especially when it
focuses on practical information about their
host country, Done poorly, they add, it is a
waste of money and time.”
(Source: New York Times)
“Cross cultural training is vital if
organisations are to avoid high levels
of expatriate failure rates (premature
returns)”
(Source: Black and Medenhall 1990)
Training Programme
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Source: Harzing & Ruysseveldt, 2004: 286
Meet with senior management to discuss aims and
objectives of assignment to confirm type
• Driving Speedline business into new Chinese territory.
• Ensuring local staff are aware of and have knowledge of
Speedline’s corporate culture and “brand equity”
• Creating new strategic alliances with third party companies
in China.
Assignment
type:
STRATEGIC
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
1. Organisational Level:
•
•
•
Jerry Johnson 1992
Full audit on culture, strategy and structure in UK
HQ and Chinese subsidiary using the Jerry
Johnson model (1992) to understand
organisation culture, via questionnaires,
observation and interviews.
Evaluating UK & Chinese market positions, local
staff requirements and skills match.
Test staff brand awareness and knowledge of
corporate strategy in both countries via
questionnaires, interviews and focus groups.
2. Assignment level:
•
Full job audit to establish duties, tasks and expected functions to understand the
complexities of the assignment. Establish quality of output and levels of
responsibility. Measure knowledge, experience, qualifications and the level of
cross-cultural skills required to carry out the job effectively. Carried out through
work measurement, job description comparisons, on-line skill assessments.
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
3. The expatriate’s Level
We will check Sophia’s personality suitability for
expatriation by testing her:
• Flexibility and Openness
• Intercultural Abilities
• Communication Style
• Cross Cultural Awareness
• Acceptance of Cultural Differences
• Family considerations
Our 3 step personality test:
1. A self-evaluation test undertaken by Sophia which comprises of a psychometric
assessments and evaluation of her motives & willingness for the assignment.
2. A one to one “reality check”, private session with a trained counsellor to establish
her goals, understanding of the assignment and general overview of Chinese
norms and values.
3. A half-day workshop with approximately 8 people to exchange ideas, resolve HR
issues and prepare for the next stage in expatriation.
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
4. The level of Sophia’s readiness for
expatriation CCT
We will check Sophia’s cultural readiness for
expatriation by evaluating her:
•Prior experience of China- no matter how little
•Existing cross cultural knowledge
•Existing levels of cross cultural skill
•Her language skills – English and Chinese
• Her perception of CCT
Our 3 step cultural readiness test:
1. On-line assessment of international previous exposure and knowledge
2. Completion of our specific “Chinese Culture Awareness Test”
3. Language tests in English and Chinese.
Training Programme –
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Phase 3 (Goals and measures)
SHORT-TERM
GOALS
BEHAVIOUR
GOALS
How is Sophia
adapting her
behaviour
/building
relationships?
COGNITIVE
GOALS
How quickly and
easily Sophia
absorbs the
Chinese culture
AFFECTIVE GOALS
How the Chinese culture
is affecting Sophia. How
is she managing ‘culture
shock?’
Training Programme –
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Phase 3 (Goals and measures)
Longer- term Goals
•
•
•
•
•
Continual improvement plan
Repatriation planning
Set the standard for future assignments
Handling of reverse culture shock
Assignment hand-over after 2 years
Training Programme –
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Phase 3 -Goals and measures
Short term
Accomplishments at end of CCT programme
•Improved understanding of international assignments
•Improved understanding of Chinese culture
•Successful co-operation with Chinese colleagues
•Project targets met, e.g. sales targets, production targets
•Understanding of the need for anticipatory adjustment
Measurement Methods
Personal Tutoring
Online tests
Longer term
For Speedlink
•Completion of Speedline’s strategic implementation in China
•Acceptance and adoption by Chinese staff of Speedline’s global
mindset
•Chinese staff performance increasing Chinese market share.
•Speedline’s confidence in future assignments.
For Sophia
• Personal satisfaction
• Personal betterment
• Increased confidence
In person interviews/
Phone interviews
Performance appraisal
Company performance
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Pre-Departure
CCT and
In-country CCT
In-country CCT
and
Sequential
CCT
Training Programme – Phase 4
(Developing and delivering the training
programme )
Didactic culture
(cultural
information for
Sophia)
• General training on what it's like to
work and live abroad - lectures,
seminars, reading material, videos,
on-line training, websites etc.
• Specific training about what it's like
living and working in China - studies,
lectures, orientation briefings, case
studies etc.
Experiential
culture
(cultural impact
on Sophia)
• General training on the impact of
how cultural differences in
general have an affect on
individual's behaviour - workshops
and immersion programs.
• Specific training on Chinese
culture - through role-playing,
Skype, Chinese cultural training
and language training.
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Experiential cultural specific
workshops:
• Preparing For Expatriation
• Women Expats in China
• How To Make Guan Xi Work For You
• Chinese Relationship Building
• Group Behaviour in China
• Understanding Chinese Culture & Confucianism
• Successful Communications in China
• How To Cope With Missing Home
• Language Skills
• Preparing For Returning Home
“Women Expats in China”
Does anyone like
this model? Or
shall we stick to
just the next
slide?
Training Programme –
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Timescales
Training Schedule and Timescales
Training Programme –
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Phase 5 (Evaluating the training
programme )
Developing outcome measures
1. Short term goals
Cognitive outcomes
• Use on-line tests and written papers to check how Sophia has absorbed
Chinese culture.
Affective outcomes
• Face to face interview or focus group to see test how Chinese culture has
affected Sophia’s emotions.
Behavioural outcomes
• Test Sophia’s behaviour and communication skills within a role-play
2. Long term goals
Test for longer-term effectiveness through questionnaires, interviews and on-line
surveys:
- Was the overall project successful for Sophia / Speedline / our Chinese colleagues?
- How successful was Sophia’s repatriation?
- What would we keep? What would we change?
INTERNATIONAL BESPOKE CROSS CULTURAL TRAINING
Training Programme –
Beneficial outcome
1. Increased motivation to develop and progress.
2. Learning about others will deepen the Sophia’s knowledge about herself as
well.
3. Cross-cultural training will encourage her confidence.
4. It will break the barriers down and thus allow for more open relationships and
dialogue.
5. Our training will help Sophia to achieve mutual understanding at new
workplace and then build trust.
6. It will also encourage Sophia to adopt new creative strategies when
approaching challenges at new workplace.
7. It will teach Sophia how to deal with people with a sensitivity and
understanding and thus develop great "people skills”.
8. Will develop her listening and communicating skills.
9. Sophia will learn how to establish mutual understanding as a mean to
overcome culturally challenging situations.