Consider the cultural differences inherent in global business as well as the geographic obstacles of home office and remote locations being in different countries.
When considering the cultural difference inherent in global business as well as the geographic obstacles of home office and remote locations being in different countries the first thing that comes to mind is the distance, time differences, and also the cultural differences of the employees from the home office working in the remote location as well as the local citizens working in the remote locations.
Time differences are a major obstacle to overcome, for GE’s LightSpeed team, this frequently meant holding eight-hour global conference calls encompassing numerous time zones. (The call times were rotated so that no single team had to stay up all night for every call.) Many companies try to build variety into their teams in order to maximize responsiveness to the special needs of different countries. (Bohlander & Snell, 2007, pg. 650). If there is an 8 hour time difference it is likely that one company, perhaps the remote location, would be attending the web meeting in the early morning hours where the home office would be attending that same meeting in the late evening hours. In any case it is likely that compromise on both parts is needed to facilitate a worthwhile productive meeting.
Distance will always be a factor; it is not convenient to be located halfway around the world from the home office to the remote location so having the foresight to plan in advance is a must. In this circumstance it pays to be proactive and not reactive, a term that I use almost weekly where I work now. You are simply not afforded the benefit of walking down the hall to get those important documents to someone. Timelines and deadlines must be adjusted so that mailings, emails, or other forms of telecommunicating can take place on time.
Cultural differences and lowering the gap in understanding of cultures is, to me, the most important aspect of the International business. The differences in the way business and hiring is executed can be vastly different. As you might imagine, selection practices vary around the world. In the United States managers tend to emphasize merit, with the best-qualified person getting the job. In other countries, however, firms tend to hire on the basis of family ties, social status, language, and common origin. The candidate who satisfies these criteria may get the job even if otherwise unqualified. Much of this is changing—there has been a growing realization among organizations in other nations that greater attention must be given to hiring those most qualified. In addition to a person’s qualifications, various other hiring laws, particularly those related to discrimination, are enforced around the world. (Bohlander & Snell, 2007, p. 650)
Summarize the unique challenges of international staffing.
In summary, the unique challenges of international staffing are far more in number than the few I listed above. In the end it entails the cooperation, knowledge, dedication, and diversity of everyone working at the remote and home office locations for it to come together successfully. With the right policies, procedures, and training it can be a rewarding and educational experience for all.
Reference:
Bohlander, G.W., & Snell, S.A., (2007). Managing human resources (14th ed.). Florence, KY: Thomason Learning Higher Education
|
