NHRDN Virtual Learning Session on Internation HRM: Integrating HRM Across Boundaries, Session II
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Facilitator: Mr. Avadhesh Dixit, Global Head HR,
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NHRDN Virtual Learning Session on Internation HRM: Integrating HRM Across Boundaries, Session II
- 2. 30 January 2015 2 Agenda: Some Questions to answer ? •What is culture , diversity , Inclusion? •Why it is important in the context of International HRM/Globalisation •Some examples of how different culture dimensions can affect business and HR decisions? •What are some of the practices that we attempted?
- 3. 30 January 2015 Diversity is about unifying a workforce which comprises unique individuals from different nations, cultures, backgrounds, skills and abilities, who bring their varied experience and ideas to a workplace. It is these differences that are acknowledged, accepted and makes each of us who we are. Molding this diversity will help address our business requirements in a collaborative and effective way. Diversity Inclusion is about ALL of us. Inclusion in a work environment creates a conducive work environment, giving all employees an equal opportunity to participate and contribute to the business. A platform where we value associates for the unique qualities they bring to the company. Inclusion What does Culture, Diversity and Inclusion mean to us ? Culture The set of shared attitudes, values, goals, and practices that characterizes an institution, organization, or group
- 4. 30 January 2015 4 Does Culture Matter?
- 5. 30 January 2015 5 Dimensions of Culture and HR/Business Decisions Based on Trompenaars
- 6. 30 January 2015 6 Dimension 1: Relationship versus Rules UK: Universalism India: Particularism Key Points of Indian Business Focus on relationships Ability to view from several perspectives Strong emphasis on networks Key Points of UK Business Focus on task/objective View overriding rule, then work with in that Strong emphasis on end goal Example: Relationship India: Build relationships to achieve goals together UK: Importance of contract adherence
- 7. 30 January 2015 7 Dimension 1: Relationship versus Rules India • Be prepared for topic divergence – In meetings need for flexibility to deal with important issues • Initial ‘get to know you’ – ““Are you married?”, “where are you from?” “Where did you do your MBA?” • More process driven than ‘rule’ driven UK: Universalism India: Particularism UK • Minimal topic divergence – In meetings need for being prepared with agenda’s and adhere to timelines • Initial ‘get to know you’. – The weather, travel and assignments? • More ‘rule’ driven than ‘process’ driven
- 8. 30 January 2015 8 Dimension 2: The Group versus the Individual Key Points of Indian Business • Operating as a “we” culture not an “I” • Decisions taken with the group, not on behalf of • Achievement is assumed jointly UK:Individualist India: Collectivist Key Points of UK Business • Operating as an “I” culture not a “we” • Decisions taken on behalf of the group not with the group • Achievement is assumed individually Examples: India: Communal tea/lunches Group decisions – involving UK: Self, empowerment
- 9. 30 January 2015 9 Dimension 2: The Group versus the Individual India: • Meetings: Time for consultation – E.g. negotiations • Agreements are often tentative until after consultation with all involved • Conducting business may be with many showing either status or importance to the issue • Build lasting relationships is important UK:Individualist India: Collectivist UK: • Meetings: Time for decision not consultation – E.g. negotiations • Agreements are taken as final • Conducting business may be with one or two, all people in a meeting are expected to contribute • Objectives and individual goals are important not personal relationships. Trust in performance.
- 10. 30 January 2015 10 Dimension 3: Direct versus Indirect India • Polite • Tactful, can be ambiguous • Important to give and ask for direct feedback UK:Specific India: Diffuse UK • In business, use “niceties”, but be straight in what you are trying to say • Tactful, but not ambiguous • Important to give and ask for direct feedback Example: Mentioning subtly across cultures (such as a project delay) will not be understood. Be clear.
- 11. 30 January 2015 11 Dimension 4: Time Sequential or Parallel India • Multi-tasking • Giving time to others is important • Relationships are more important than schedules UK: Sequential India: Parallel UK • Queuing, one task at a time • Keeping to schedules, and finishing on time is important • Schedules can seem more important than relationships Examples: When meeting with seniors in India, they will re-arrange schedules to fit you in and build relationships In the UK this often needs to be booked months in advance
- 12. 30 January 2015 12 Dimension 4: Time Sequential or Parallel • Britain Work-life balance: When at work - work, when at home - do not work. • India Work-life balance: Longer working hours, more relaxed working time. • Britain Focused: Focus on completing and delivering one task at a time. • India Multi-tasking: Ability to multi-task, but able to return to the original task. UK: Sequential India: Parallel
- 13. 30 January 2015 13 Communication
- 14. 30 January 2015 14 Communication Some Indian phrases are more similar to British Phrases of the past The Phrase Indian meaning UK meaning/response How do you do? How are you? Archaic When did you pass out? Year Graduated When did you faint? He/She expired Passed away Expired is what your credit card / cheese does Britishers UK citizens British/Britons Sir/Madam Polite address First name basis is preferred Please find the same Please find attached Confusion – mention what you are referring to For your perusal Please review Archaic Kindly do the needful Please review/action Confusion - prefer bullet points stating actions Please revert Send back with response Send back the original version Pre-pone Bring Forward Word does not exist in the UK Freak out Had fun Lost control / had a panic attack
- 15. 30 January 2015 15 Communication Some British phrases – although many phases are specific to the county The Phrase Indian meaning UK meaning/response Cheers When clink glasses ‘Thanks’ Take the mickey? ??? Make fun of Not bad / Not too bad Bad Pretty good Mate UK citizens British/Britons Pants Trousers Under pants or ‘it’s bad’ Drop dead date Date you pass away Absolutely final delivery date “the loo” Poorly pronounced museum in Paris? Toilet / Lavatory Your round / your shout ? Your turn to buy us all drinks! I’m feeling knackered No idea I am feeling tired Dear X Addressing someone I am close to Formal address to someone I have not met
- 16. 30 January 2015 16 Perceived Indian Norm Indirect “Yes” means “I hear you” Not saying anything means “no” “Yes, but…” or “We can try…” most likely means “No” Perceived UK Norm Direct “yes” means “yes” Not saying “No” means “Yes” “no” means “no” Verbal Speech Pattern Showing Respect: A: ___ ___ __ B: ___ __ Taking turns: A: ___ _____ _____ B: ____ _____ “Adding to the conversation” A: _______ _____ _____ B: __________ ______ _____
- 17. 30 January 2015 17 Non-verbal • Eye Contact: person/situation dependant • Hand shake: beginning and end of interactions • Head shake: yes, no, maybe? • Proximity: Slightly closer • Across genders • Inside / Outside of work Written: Britain Communication: Logic and Clear, explicit communication skills (grammar, spelling) are important. India Communication: Importance is placed on the meaning not on the grammar.
- 18. 30 January 2015 18 Some Practices that work… • Before Departure Culture Awareness session • Foreign Language Training ( Where Required) • Country Specific Manuals – Background of the country, Accommodation, Medical. School, Driving. Banking – Dress Code, Work Culture, Social Etiquette •Location/Site Specific Induction •Cross Cultural Awareness Programme – Culture Shock, – Culture Dimensions – History of the country, Social Culture – Country Business Culture •Cross Cultural Training for Clients •Build both physical and virtual Network
- 19. 30 January 2015 Initiatives : Diversity & Inclusion Employee Engagement Employee Welfare • Leave & Sabbatical Policies • Maternity Leave and Benefits • Progressive policy on childcare leave • Affirmative Action • Flexi Leave Employee Friendly HR Policies & • Global Diversity & Inclusion policy • Equal Opportunities and Non- Discrimination Policy • Flexi Work Arrangements • Nightshift Policies • Security Measures Career Opportunities • Opportunity to work with diverse workforce • Global rotation & travel is a norm • Career and Role Progression • Relocation, Transfers and Mobility • Spouse network • Celebrations through our Maitree Network • Life Skills workshops • Cross cultural training programs • Foreign Language Initiatives • Internship Program
- 20. 30 January 2015 20 THANK YOU Culture is more often a source of conflict than of synergy
Editor's Notes
- Diversity is about unifying a workforce which comprises unique individuals who bring their varied experience and ideas to a workplace Managing Diversity is about the skills and policies that optimise each associates contribution to achieving the organisation’s goals It is Strategically driven, owned by the top, recognises differences and values their integration to create learningDiversity encompasses Gender, Religion, Race, Age, Background, Culture and many more aspects
- This Slide talks about what TCS always did (even prior to DAWN) for promoting diversity in the workplace:Leave & Sabbatical policiesOur leave policies are governed by both statutory and internal dynamics. Employees can opt for leave without pay, leave for higher studies, extended maternity leave, sabbatical for child care etc.Adoption leave for 12 weeks is given for both men and women Maternity leave and benefitsThe statutory leave and related benefits as applicable in each geography are available to women employees in the company.Maternity benefits and medical care is also covered under our insurance policy for women employees. Performance Management & Leave LinkageAssociates who have been on Maternity Leave or any leave greater than 3 months are excluded from RationalizationThis is done to safeguard the women associates performance and not penalize them for their absence during the leave periodEnsures fair appraisal process where the individual is reviewed for the period she has been at the workplace. Individual contribution is recognized and ranked accordingly. Flexi work arrangements Arrangements like “work from home” are being used by select women professionals where the nature of work is in line with the company requirements.TCS acknowledges that employees may need to maintain more flexible hours of work and therefore has a Flexi Time policy that is applicable to most units, unless work times are defined by the client. Equal Opportunity and No Discrimination PolicyStrives to set standards to ensure all employees are treated equally and fairly.Covers discrimination, harassment, victimization, equal opportunities, equal pay and procedures. Night Shift policiesSecurity measures are well in place to ensure a safe and conducive environment for women employees working late hours. With respect to Women employees in BPO, some rules are religiously followed such as:Lady associates are not to be picked first or dropped last. Due to operational commitments if some lady associate is being picked up first or dropped alone, she is to be provided with well proven security guard cover.There are a dedicated group of Security guards who accompany ladies in case they have to be picked up first or dropped last.Male associates drop them if the distance between the lady associate's home is less than 5 kms. Employee MobilityTCS provides the option of transfers to locations where TCS spouse is working, re-location of employee post marriage etc once the associate has spent stipulated time with the organization.Our transfer policy also allows for re-location to home town/close to home town (where TCS has an office).Suitable assignments to help balance work-life commitments are done through healthy dialogue between supervisors, HR and employee. Maitree & Associate EngagementCelebrations through our Maitree network of events like women’s day are done to increase awareness and bring focus on this section of the workforce. Seminars and information dissemination is done through the Maitree network across branches on topics of interest.Health and Hobby Clubs, Yoga programs have been introduced to provide a platform for associates to pursue their interestsDoctors Facility / Resting Rooms are present in most TCS Facilities across locations. Serenity – An employee wellbeing program launched to address concerns like workplace stress, work life balance etc. A trained counselor is present in each location to help associates with their problems.