Intercultural Trainings and Competency Management

Dr. Jörg Klukas 约克可如卡斯博士Lan, Lixiu 蓝丽

Multicultural Trainings

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Human Resources Management

CULTURE VS. CULTURECULTURE VS. CULTURE

International Human Resources Management, Dr. Jörg Klukas/Lan, Lixiu 2

Direct vs. Indirect(1/8)( )

Lose face.

Source: designed by Liu Yong International Human Resources Management, Dr. Jörg Klukas/Lan, Lixiu 3

Direct vs. Indirect - Cases

Case 1:Y t ith Chi b i t H t You meet with a Chinese business partner. He wants to know whether you will buy the product in large quantities. But the quality does not meet your q q y ydemands. How will you answer him?

Case 2:In a party, you see that the tie that he put on it’s too short Will you tell him and how? short, Will you tell him, and how?


Direct vs. Indirect - Evaluate


Equality vs. Hierarchy(2/8)q y y( )

• All are manages in sell department


Individualism vs. Collectivism(3/8)( )

Collectivism Individualism

Chi F ji P i F h China Fujian Province Fuzhou Guyu road 19#

Lan, LixiuLixiu Lan

Zwickauer Straße01187 D d G


01187 Dresden Germany

Individualism vs. CollectivismIndividualism

• The well-being of the individual is in the

Collectivism

• The well-being of the group is in the The well being of the individual is in the foreground.

• Decisions

• The group membership is not bound

The well being of the group is in the foreground

• Decisions

• The sense of belonging is very strong in The group membership is not bound to a specific group, changing is always possible

• Job changes

The sense of belonging is very strong in groups

• Loyalty is very important

• The family is very important for every • The family have no such special

meaning• retirement homes

The family is very important for every single member

• Usually, the aged are taken care of at home lovely

• Humans are judged based on their group • Humans are seen as individual, not as

part of a group• Lapses of the individual are not automatically

ff h

• Humans are judged, based on their group belonging and position within the group

• Lapses of the group are affect every member and vice-versa

affect the group

8

Individualism vs. Collectivism

“I” d “WE”• “I” and “WE”• “Inside” and “Outside”• The attitude to strangerThe attitude to stranger• “The nail that sticks up mostly gets hammered down”

International Human Resources Management, Dr. Jörg Klukas/Lan,lixiu

Sequential vs. Synchronous timing(4/6)q y g( )

• Who come first, who serve• Alles in ordernung?

• Bus plan• Queue

• Did you eat?• Meeting


Sequential vs. Synchronous timing-Evaluation


Work vs. Free time(5/8)( )

• Work and life balance• “Live to work” or “Work in order to live”.• Re-employment in China after retirement


DESCRIBE A WORKING DAY IN Lisa

YOUR HOME-COUNTRY.


Working in Chinag• Average salary in 2009• Overtime in Guangdong province in Overtime in Guangdong province in

2009 = 15h pre week• Engel's coefficient: 37%in the city, in

countryside 43% countryside 43%

e.g. Income and expenditure every month in 2006Wu ** female worked in a IT company Graduated as bachelor in Beijing first year in WorkingWu **, female, worked in a IT company. Graduated as bachelor in Beijing, first year in Working1 € ≈ 9.3 ￥

Income: 2500 ￥Rent: 500 ￥Rent: 500 ￥Cellphone: 100 ￥Food: 800 ￥R l ti hi 200 ￥


Relationship: 200 ￥Other: 200 ￥

Work vs. Free time-Problems• Due to the different lifestyles there are sometimes problems

between work- and leisure-oriented. This may ultimately negatively

affect the development of professional relationships and trust.

• People, who are leisure-orientated, are more difficult to motivate for overtime.


Subject-vs. Relationship orientation-Communication content(6/8)( )

Statements aboutthe objective of

Content level

the objective ofcommunication

R l ti l lDescribes the

l i hi Relation levelrelationship tothe respective part.

Story about the “how to get the documentation”


Cases in Subject-vs. Relationship orientation

Hallo Guo,Sehr geehrter Herr Kleiber,

How are you? What about your trip in American?I have a very good weekend at Beijing and met

hiermit bestätigen wir Ihnen den genannten Trainingstermin! Herr I have a very good weekend at Beijing and met

a person who told me that, he is your classmate in the university.

Liang wird sich umgehend bei Ihnen melden.

I know you are quiet busy after your trip but I still have to ask you to give me some time in this week to discussion the next step of the project When is appropriate for you?

Mit freundlichen Grüßen, Lan, Lixiu

project. When is appropriate for you?

Best wishes!Lan Lixiu


Lan， Lixiu

Risk-vs. Caution orientation(7/8)( )Typical for risk orientedpeoplep pShort-term changes (for example, plans) for people from risk-oriented cultures usually not a problem.

Typical for Caution orientedpeopleSh t t h d l Short-term changes and unusual ways to solve problems in these cultures often cause confusion and chaos.


Reason-vs. Emotional orientation(8/8)( )

ReasonableEmotional

• I control my feelings and show them only in situations

I show my emotions l ith t them only in situations

attached.• People who do not control their

openly, without regard to how other people react. p

emotions enough , will "loss of face" .


WHAT ARE THE ADVANTAGES Hanna

AND DISADVANTAGES OF MULTICULTURAL?


INTERCULTURAL INTERCULTURAL COMPENTENCE


Opennessp

• More similar than difference –the some problem we have to More similar than difference the some problem we have to deal with

• A positive attitude is one of the most important prerequisites for successful international contactsfor successful international contacts.


Flexibilityy

• Wardrobed di th it ti d f i• depending on the situation and person you are facing,choose the right outfit / the right attitudes!

• Language• At least a few words


Emotional Strengthg

• Tolerance of ambiguityC ff b k di i f l i ti• Coffee break - dinner are informal communication

• HumorHumor• Release the stress

• Culture shock


What is Culture Shock


Source: http://www.nhtvwiki.nl/wiki02/index.php?title=Culture_shock

Source: http://www.emeraldinsight.com/journals.htm?articleid=1410510&show=html 26

Other• Information Processing

• EmpathyEmpathy• Active listening

• Cultural Studies• Personal Development


HOW TO BUILD AN EFFECTIVE Jana

MULTICULTURAL COMMUNICATION?


EXPATRIATION AND EXPATRIATION AND REPATRIATION


Terms

Term Explain

Expatriation is a person temporarily or permanently working in a country and culture other than country and culture other than that of the person's upbringing or legal residence.

R t i ti i th f t i Repatriation is the process of returning a person back to one's place of origin or citizenship

Auslandsentsendung Expatriation and RepatriationAuslandsentsendung Expatriation and Repatriation


Aim

Company Expatriate

• Transfer of Know-How • Salary improvement• Coordinate and control the

affiliates

• enhance the communication

• Foreign country

• Career advantageenhance the communication with parent company

• Personal development ti / bl d

• Challenge

executive / new blood management


Sorts of the Expatriationp

Sort Duration Saraly and ContractBusiness trip(Dienstreise)

3 months sending company

Delegation 3 – 12 months generally sending company, Delegation(Abordnung)

3 12 months generally sending company, delegation contract(Abordnungsvertrag)

Relocation (Versetzung)

1 – 5 years generally receiving company., resting contract(Ruhevertrag)

Transfer(Übertritt)

more than 5 years receiving company, working contract with receiving company


Characteristics / problems with expatriation and repatriation p p

• Culture differences between foreign country and home country

• Lack of knowledge about the culture / conventions in guest country

• Moving

• Language problems and familiarization

• Changing living and working situation, even the relatives

• Limited contact and long time absence from parent company;

• Arrangement of the contract and administration (Visa, Tax, social

insurance)

• Additional expenses for the company


Process of the expatriation and repatriation p

1 2 3 41 2 3 4

employee selection

Preparation for the deployment

Working in the target country

Repatriation

p y

• EmployeeC• Company


Employee selection – requirements p y q

• activity-related requirementse.g. technical ability, management competence, the knowledge about the

company

• Relationship skillsRelationship skillse.g. tolerance, flexibility, open-minded, culture empathy

• MotivationMotivatione.g. agree with the career plan, interest in foreign experience

• Family situationye.g. The other family member also prepare to move to foreign country

• Language ability


Prepare to the expatriationp pEmployee/ Family Company

• Language training• Learning about the country

• Agreement about the content of the contractI t (i hi h t th • Intercultural training

• Sensitivity training• Income tax(in which country pay the

tax)• social insurance law• Residence in target country(visa and

working license)• Cooperation with the human resource

department in target country• Consideration of the repatriation


Get into the guest country- phaseg y p

Expectance AdjustmentCulture shock

E th i

Expectance AdjustmentCulture shock

Crisis: IntegrationEnthusiasm• Friendly, but

superficial

Crisis:• insecurity inside / outside

emigration critic

Integration• Acceptance of the

local customs, ownid titrelations Recovery:

• Understanding • Reactivation of the home

identity

• Reactivation of the home related frame of reference


Staff deployment in the guest country –Mentoring in…g• Technical aspect

questions/problems at the working placeq p g p

• Human resource aspectPersonal development, experience exchange

• Administrative aspectFormality of governmental authorities, schools, taxes, living (maybe assign external service provider)

• Social aspectContact person, sponsorship

• Also: stay in contact with parent company


Repatriation - return of the employeep p ySituation of the employee Situation in the company

• Impulse from cultural experiences, e.g. toleranceN ti th h

• Changes in the company during assignmentE t ll l i t t i th • New perspective on the home

country (smaller area of responsibility)E t ti f th f t

• Eventually low interest in the experiences of the employee

• Eventually unspoken iti i i ttit d t d • Expectations from the future,

career, improve of the foreign assignmentL f k h (t h i l )

criticizing attitude towards the foreign assignment

• Loss of know-how (technical area)• Danger of a “culture shock in

reverse”


Repatriation –Phases of the reintegrationgPhase A

Naive integrationPhase B

Re-integration shockPhase C

Final Integration

• Friendly, superfical understandungO i d d

• Reintegration shock• Euphoria crumbles

L k f d di

• Realistic expectations• Adjustment without

lf b d• Open-minded• Optimism • Euphoria („finally back

at home“)

• Lack of understanding by the colleagues

• Resignation• Unhappiness,

self-abandonment• Extension of behavior

spectrum• Recognition of old at home ) Unhappiness,

arrogance• „Do not feel like home“

Recognition of old behavior patterns

Up to 6 months after return

6 – 12 months after return

After 12 months after return


INTERCULTURE INTERCULTURE TRAINING


Intercultural TraininggThe goal of training

Affective CognitiveBehavior Attitude

The content of training

Culture specific intercultural trainingCulture general intercultural training

The method of t i i g

Knowledge-oriented intercultural trainingi i d i l l i itraining Experience-oriented intercultural training

The duration Days/Weeks/ months/ 1 yearThe moment for training

Before expatriationA i i h training Arriving the guest countryReintegration training

Didactic approach Information-oriented trainingCulture oriented trainingCulture-oriented trainingInteraction-oriented trainingUnderstanding-oriented trainingCulture assimilated

42vgl. Kinast, Eva-Ulrike / Thomas, Alexander: intercultural Personalentwicklung in internationalen Unternehmen, in: Thomas, Alexander / Kinast, Eva-Ulrike / Schroll-Machl, Sylvia: Handbuch Intercultureelle Kommunikation und Kooperation, Band 2, Göttingen 2003, S. 259 - 272

Methods of intercultural trainings (description 1)( p )

contents General of culture Specific of culture

GoalsGeneral of culture Specific of culture

C iti Presentation about intercultural Country knowledge based Cognitive Presentation about intercultural communication, anthropology

Country knowledge based information-seminars

Roll-play /case-study which Affective Case-study about intercultural

Problems

p y yreference to the culture of the target country culture assimilator

AttitudeSimulation practices, sensitivity trainings with the members from different cultures

Guest family which from the target country


Methods of intercultural trainings (description 2)( p )

Methods Technical Aim

Information Reading materiel, videos, films Region research, the activities from the institutions in the company from the home country

Intercultural experience

Cultural assimilator, simulations, roll-play, case study

The technic of dealing with the dependent and independent cultureP ti f lf Sensitivity-

trainingCommunication workshops, T-Groups, trip in foreign countries

Promotion of self-awareness communication style, effective listening

Meet the former expatriate Know about the customs, values, Field experience worker, mini-culture, guest family

surrogatebelieves, religion, nonverbal behaviors.

Video Film internet language Promotion of the communication

44

Language ability Video, Film, internet, language partner between people for requirement of

the work and daily life.

Intercultural training of expatriation and repatriation(1)p p ( )

Preparation Phase General culture sensitization training

Employee selection

Selection methods:InterviewIntercultural knowledgegRehearsal visiting

Decision for assignment in

Culture specific oriented training:P ti f th i t lt l l i bilit d tassignment in

foreign countryPromotion of the intercultural learning ability and competenceTraining methods (e.g. “intercultural training” – didactic approach)

Departure phase Adjustment to the new job training:Departure phase Adjustment to the new job training:Culture shock adaptationAcculturation accompanimentBuild intercultural learning and experience competence


Intercultural training of expatriation and repatriation(2)p p ( )

Activities in foreign country

Accompaniment training:Intercultural reflections and attributions competencepSpecific working learning and operating competenceIntercultural coaching

Return back phase Reintegration training I: Prepare to “new working situation” in parent companyHanding over the working in guest country

Return back phase Reintegration training II: Culture shock-adaptationAdjustment back to the job in company and the national cultureReflection of the intercultural working and living experience

Di t t h G ti i d Distract phase Generation experience and usageReplaying the follower and new worker in foreign countryPut the intercultural experience into the information pool


TIPS FOR DOINGTIPS FOR DOINGBUSINESS IN CHINA


PunctualityPunctuality

P t lit i it l h Y h ld l b • Punctuality is vital when doing business in China.

• In private up to 10 min later

• You should always be punctual in business meetings

• Also for private meetings, it • In private, up to 10 min later is okis important

•Sometimes Germans come 5 min or more earliermin or more earlier


Hierarchy, formalityy, y

• Usually flat hierarchies • Enter the meeting room in hierarchical order

• Employees may talk directly with boss about problems

hierarchical order

• Only correspond with personal on same hierarchy personal on same hierarchy level

• Treat everybody with equal y y qrespect


Negotiations 1g

• Starts talking about business from the beginning of the

ti

• Only senior members speak.

meeting.

• Discussion should follow strict meeting plan

• Be prepared for the agenda to become a jumping off point for other discussionsstrict meeting plan.

• Be prepared to meet with several lower levels of people

point for other discussions.

• Do not demonstrate anger.several lower levels of people before getting to the actual decision maker.


Negotiations 2g

• Like to do things efficiently:

• Germans speak directly, even

• Use strong negotiation tactics(delay, reiterate, bargain)

• Chinese do not criticize critic

• Can be upset, if other partyd l ith i t ti ( f

directly. (lose face)• Under no circumstances

should you lose your temper ill l fdelay with intention (cf.

Chinese negotiation tactics)

• Separate private and working

or you will lose face• Mix private and work, e.g.

gifts and going out is necessary before making Separate private and working

lifenecessary before making business


Negotiations with womeng

• Few Germans have problems • Only some educated women pto negotiate with women

yinto economic and political ranks.


Eye contacty

• In Germany, eye contact is extremely important, it infers trustworthiness and

• Do not look straight into the eyes of Chinese colleagueinfers trustworthiness and

sincerity

• However, it shouldn’t be too

colleague

,long and intensive.


Greetingg

• Handshake is the common form of greeting

• Greetings are formal and the oldest person is always greeted first

• Women usually greeted firstfirst.

• Handshakes are the most common form of greeting common form of greeting .

• To show respect, Chinese usually greet with both handsy g


Gifts

• wine, flowers or sweets forthe host.

• 4 is an unlucky number, 8 is the luckiest number.

• In general, gifts are opened when received;

• Gifts may be refused three times before they are accepted. G ll b i if • Guests usually bring gifts to host

• Gifts opened later in private


Contact me!Dr. Jörg Klukas• XING: https://www xing com/profile/Joerg KlukasXING: https://www.xing.com/profile/Joerg_Klukas• Facebook: http://www.facebook.com/home.php?#!/joerg.klukas• Slideshare: http://www.slideshare.net/pludoni• Twitter: http://twitter com/pludoniTwitter: http://twitter.com/pludoni• Email: [email protected]

International Human Resources Management, Dr. Jörg Klukas 56