Carefully planning the expatriate selecting and recruitment process is essential to ensure that the foreign assignment is completed successfully. Certain criteria can be used to determine which candidates are more likely to contribute to the achievement of the organization’s goals in Zurich, Madrid, and Tokyo. To choose seven managers to be assigned to work in these cities, I would include adaptability to cultural changes and a relatively high level of language training as the main selection criteria (Bonache et al., 2020). Living in the new environment can be stressful and distracting for many people, so it is important to identify candidates who are sufficiently adaptable. In terms of language training, it can be noted that English is increasingly being used in Madrid and Zurich, and Tokyo has an even higher percentage of English-speaking population. However, to converse and integrate with their colleagues’ culture both socially and linguistically, candidates would benefit from developing at least an intermediate level of the local languages.
Learning about the work culture specific to each particular country is another important aspect to take into consideration while planning the expatriate selection and recruitment. For example, studies have shown that companies in Zurich put significant emphasis on providing comfortable work conditions for their employees (Janicke, 2021). In addition, Swiss organizations tend to focus on formalities, as well as planning the working process and ensuring that all the members of the team follow it (Janicke, 2021). That is why the managers sent to the Zurich office will need to carefully review the plans for their work trip and demonstrate active participation in implementing them. In turn, most companies in Madrid demonstrate stronger focus on relationships and communication between employees, and work environment is often casual and friendly. Therefore, managers travelling to Madrid will need to learn more about specific cultural aspects of interpersonal communication there. In contrast, work culture in Tokyo is characterized by the emphasis on hierarchy, order, and responsibilities assigned to different employees based on their ranks (Yamamoto & Lloyd, 2019). As a result, it will be important for the managers sent there not to interfere with their colleagues’ tasks and responsibilities.
Some aspects of the work culture in the US are different from those described above in relation to Zurich, Madrid, and Tokyo. For example, the majority of offices in the US do not have a strict hierarchy between employees and the management. The environment is informal, and all individuals are encouraged to express their views and suggestions about their work conditions. That is why many workplaces in the US involve numerous meetings to engage employees and increase their productivity.
One of the general incentives that can be suggested to the managers is studying specific characteristics of the country’s culture, including conventional norms of politeness and manners prevailing in the society targeted. Another incentive is planning short-term language training programs that will allow managers to improve their language skills and increase their interest in intercultural communication (AlMazrouei & Zacca, 2020). This will not only allow them to avoid misunderstandings while communicating with their co-workers, but also ensure seamless cooperation and increased efficiency in accomplishing their foreign assignments.
It can be concluded that the recommendations offered to the managers as expatriates travelling to Zurich, Madrid, and Tokyo will differ due to certain distinctive features of work cultures in those countries. Therefore, it is essential for the company leadership to take account of cultural differences when preparing managers for the work in their foreign offices. Language training, cultural awareness, and interpersonal communication are some of the skills that expatriate managers will have to develop.
References
AlMazrouei, H., & Zacca, R. (2020). Cultural intelligence as a predictor of expatriate managers turnover intention and creative self-efficacy. International Journal of Organizational Analysis, 29(1), 59-77. Web.
Bonache, J., Brewster, C., & Froese, F. J. (2020). Global mobility and the management of expatriates. Cambridge University Press.
Janicke, M. (2021). Business culture in Switzerland. Expat Guide to Switzerland | Expatica. Web.
Yamamoto, K., & Lloyd, R. A. (2019). Ethical considerations of Japanese business culture.Journal of Business Diversity, 19(2), 113-122. Web.