book

Recruiting, Retaining and Promoting Culturally Different Employees

by Lionel Laroche, Don Rutherford

February 2007

Beginner

320 pages

8h 15m

English

Routledge

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Culture DefinedNational CultureIceberg AnalogyCulture Is About Making ChoicesGeneralizations and StereotypesDefinitions and Terms
North American Recruitment and Selection ProcessComparing North American Recruitment and Selection Processes with Other RegionsRésumé Differences Across CulturesWhy Culturally Different Résumés Do Not Reach Their Target AudienceAction Steps for the Organization
Telephone InterviewsFace-to-Face InterviewsTestingAction Steps for the Organization

Who Are You and How Can You Possibly Help Me?The Résumé Is Not the First Step in the ProcessThe Job SearchKeeping in Touch
Culture Shock and AdjustmentNew Employee Orientation, Coaching, and SupportSummary
Introduction to CommunicationNonverbal Communication DifferencesVerbal Communication DifferencesWritten Communication“The Medium Is the Message”More Communication IdeasSummary
Hierarchy in Manager-Employee RelationsCross-Cultural FeedbackSummary
IndividualismHierarchyRisk ToleranceIssues of Building Cross-Cultural TeamsSummary
Rewards and RecognitionPromotionsHow Can Culturally Different People Reach Their Professional Objectives in North American Organizations?How Can North American Organizations Help Their Culturally Different Employees Reach Their Professional Objectives?
Individual Employee and Manager BenefitsCompany BenefitsFinal Words of Advice

Content preview from Recruiting, Retaining and Promoting Culturally Different Employees

8 Retention—Part 2: Teamwork

Being a “good team player” consistently ranks as one of the most important skills employers around the world look for in candidates. While there is consensus on the need to be “good team players,” people coming from different cultural backgrounds often have very different ideas of what that means. Most people learn how to operate within teams by osmosis; few take courses on that topic. As a result, major issues often arise when culturally different people work together on the same team, because they assume that all teams operate according to the set of unwritten rules with which they are familiar. When team members come from different cultural backgrounds, this implicit assumption often leads to team ...