Balancing the need for consistency of process globally with the need to adapt to and respect local culture is a common challenge in global workplaces. However, this is not as simple as an either/or proposition. Sometimes there is the expectation that ‘When in Rome’ you should do as the Romans do.
When we are managing global workforces, the ‘what’ is often non-negotiable and universal. For example, in the mining industry, safety is a non-negotiable ‘what’ or practice. Yet, ‘how’ we achieve safety needs to be adjusted to fit into the local cultural context. In some cultures, there is a belief that nothing is ‘real’ or mandated until it is put in writing from management, and key safety processes need to be documented and distributed. In other more oral cultures, nothing is considered ‘real’ or significant unless it is heard from the mouth of a trusted friend or colleague. In such cultures, safety processes need to be discussed on a regular basis among teams.
What motivates is also a highly culturally specific thing. For example, avoidance of bringing shame onto ones’ own group will motivate appropriate behaviour in some cultural contexts, whereas in other cultures such as that in Australia individual responsibility is emphasized. Particularly when it comes to performance incentives and motivation, cultural differences can have a huge impact on what works and what doesn’t. To try to introduce 360 degree feedback into a hierarchical culture can be disastrous and be a disincentive rather than engendering positive feedback.
So to ensure your global workforce is achieving, don’t forget – the ‘what’ and the ‘how’. And if you’re not sure ‘how’ and to adapt to local cultural norms, ensure you get specialist advice.