The HR manager of ComInTec, Thomas Koch is facing a global recruitment task as his company decides to hire twenty-five new employees in the APAC (Krause and Piske 1). The main challenge Koch needs to solve is the development of the new international selection system that would be applicable internationally.
Attempting to work out a set of requirements, modules, and dimensions for the new selection system, a team comprised of both German and Chinese professionals engaged in a lengthy debate. From their interaction, it became clear that an Asian collectivist culture clashed with a European individualistic one. Expressing their opinions, the Chinese employees emphasized the collective agreement while their German colleagues relied only on personal perceptions and competencies emphasizing individual perspectives.
The proposed selection system included two tiers, each of which consisted of several steps. Tier One was comprised of document review by six selectors, individual telephone conference, and the collection of references from previous workplaces. Tier Two included panel interview, biography-oriented in-depth interview, simulation and a test. HR practices are affected by the cultural requirements of the nations to which they are intended to apply, and it is crucial to take into consideration various cultural differences and dimensions outlined by Hofstede (Dessler 3). The global factors that entered it were the need for different cultural perspectives on cooperation and management, the consideration of cultural peculiarities of the candidates, and potential conflicts in diverse teams.
Strengths of Proposed Model
Koch’s team attempted to develop a system that would be applicable both in Europe and Asia, which definitely could benefit the company. Discussing modules and competencies, the professionals focused on those valued cross-culturally. Moreover, the team decided to focus on the evaluation of each candidate individually based on the most important skills and experiences, as well as their personal qualities. This approach was intended as a method of detailed and objective evaluation of all the applicants. Besides, taking into consideration cultural differences of the candidates coming from different cultures, the biography-oriented interviews were decided to be evaluated by the psychologists originated from the same cultures as the applicants.
Shortcomings of Proposed Model
As it became noticeable from the discussion process, the diverse team led by Koch faced multiple cultural conflicts and misunderstandings. That way, it is highly unlikely that such team could have worked out a diverse selection practice working well for the candidates from Europe and Asia. First of all, some of the German members of the team (its leader Koch included) are intolerant towards their Chinese colleagues and often offend them disregarding their cultural standards (the importance of food, the demonstration of respect to their opinions, their collectivism, fear of losing face, and politeness). Relying on the individual evaluations of the candidates, the team automatically discriminated against the Asian applicants making them compete in a system orientated at the European individualistic culture. For instance, during a simulation, placed in teams together with European contestants, the Asian individuals would come across as lacking leadership and initiative due to their respectful behavior and attempt to work in harmony with the others. Female applicants from the collectivist cultures may feel under pressure grouped with the individualistic males due to power distance image typical for Asian cultures. Besides, the Asian candidates are likely to be uncomfortable evaluated for their individual achievements. Moreover, former workplaces references may not work in Asia the same way they do in Europe.
What Could Be Changed
Creating cross-cultural teams it would be better to select candidates who have experience working in such groups who possess the knowledge of potential clashes and ways to address them. The evaluation of the diverse employees needs to include both Asian and European perspectives on valuable qualities, skills, and respectable behaviors. In addition, to develop more successful selection practices Koch’s team is to be coached as to cross-cultural teamwork and mutual respect as the members do not seem to have much knowledge about each other’s cultures.
Works Cited
Dessler, Gary. Human Resource Management. New York, New York: Prentice Hall, 2000. Print.
Krause, Diana E., and Reiner Piske. Development of a multinational personal selection system. London, Ontario: The University of Western Ontario, 2007. Print.