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

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10 Conclusions

Jack Welsh, the former leader of GE, repeatedly stressed it was the company's diversity that was its greatest strength. By diversity he referred to both its varied business divisions and its multicultural employees. While the popular management thinking of the 1980s and 1990s was to focus on a core business and “stick to the knitting,” Jack Welsh helped the multifocused conglomerate GE to thrive. He did it, in part, by taking best practices from one division, reworking them, and applying them to other divisions in the company. As with diverse corporate divisions, so with multinational employees—take the differing and often-conflicting ideas, work them, and come up with something better.

The two biggest reasons immigrants ...