KB 38 Cross Culture

KNOWLEDGE BEANS a human resource newsletter

issue no 38 | sept 2011

continued from previous page | OFF SHORING: CREATING A GLOBAL WORKFORCE : Gayatri G. Patil

With rapid technological advancements, soaring business aspirations, dynamic economic reforms and global trading policies, the corporate world is moving towards becoming one entity having world-wide network of stakeholders. This evolving scenario not only offers immense opportunities but also poses challenges that need to be tackled proactively. One of the most important aspects, which need to be addressed, is the – Cross Cultural Dynamics. Each individual comes from a different cultural setting, thus, he/she holds a distinct set of beliefs, values, behavioural patterns, customs and practices. While interacting in the global scenario, the different cultural settings may clash adversely resulting in financial losses and relationship upsets. Thus, professional support is required to ensure that integration of cultures is smooth and constructive. Atyaasaa offers a wide range of culture related interventions of which one day cross-cultural sensitivity workshop is an indispensible yet independent part. This cross culture sensitivity programme starts with helping the participants appreciate the need to understand the cultural nuances. Further, it sensitizes the participants on cross cultural issues in international dealings. By helping the participants learn more about practices as well as etiquettes of diverse cultures, it Neha Kamat - Consultant, Atyaasaa Consulting Pvt. Ltd., has a post graduate diploma and is a Goldmedalist in the field of Human Resources.She is also a DISC certified behavioral analyst.She uses her analytical skills to apply management knowledge in dynamic business context and facilitate people to bring out the best in themselves.She aspires to gain expertise and contribute in all facets of HR. CROSS CULTURAL DYNAMICS THEWORKSHOPWAY NehaKamat Increasingly, global talent pool lies outside the United States and Europe. Since 2000, U.S. based multinationals have consistently reduced the number of workers employed in the U.S. and increased the number employed abroad. Off shoring is no longer under serious challenge anywhere in the world. According to the Everest Research Institute, off shoring decisions are still driven by cost comparisons. With wages rising 6 percent to 15 percent a year in the first-tier and second-tier locations, multinationals are moving into a third-tier. India certainly still appeals to companies, which are seeking customers as well as workers here. Dell Inc. announced plans to double its number of employees in India in three years. Most of the new hires were from the company’s call centres, but Dell also intended to hire for product testing and possibly manufacturing jobs. In several organizations, the process for determining which work is to be off shored and where it will be located is a strategic business decision. Human resource departments assist by providing information related to labour markets and skill/competencies required as well as the viability of sending work to a specific location. This opens up myriad choices for talent and companies need to differentiate on the basis of superior career opportunities to become the ‘employer-of-choice’.

helps them communicate, deal, work, negotiate and partner with people from diverse cultures. Using the experiential pedagogy and adult learning principles the programme presents a simulated environment for participants to effectively deal with complex cross cultural situations. The programme concludes by facilitating participants create a global mindset that helps in cultural amalgamation for accelerating people productivity and building business sustainability. As professional entities in today’s corporate world, all of us - as individuals, teams and organizations - need to imbibe the competence of cross cultural sensitivity, which is an essential element of international diversity management.


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