Cultural Context Recuitment, Selection and Performance Management
Question 4: In which ways and to what extent does the cultural context affect recruitment, selection and performance management?
Different groups of potential employees, different cultures and different methods for recruitment, selection and performance management. Organizational cultures emerge within the context of broader cultural contexts such as national or ethnic groupings. But what is culture, Hofstede (1967) argues: culture is the collective programming of the mind distinguishing the members of one group or category of people from others. Due to globalization strategies cultural distances inside organizations are likely increasing and the development of multicultural workforces in global city labour markets has raised the importance of skills and competencies important for successful ‘within culture functioning’ (Bandura, 2001, 2002; Matveev and Nelson, 2004; Pires et al., 2006).
The added value of the HR function in an international firm lies in its ability to manage the delicate balance between globally coordinated systems and sensitivity to local needs, including cultural differences, in a way that aligns both business needs and senior management philosophy.
RECRUITMENT
Recruitment agents who do not take cultural differences into account will establish one particular profile of desired competences that is in line with the expectations of one culture, while that may not work somewhere else. This is the reason why recruitment campaigns should fit with the culture in which the campaign is set out. BBC World Service Trust, BBC’s international development charity, does this for example with recruitment programs made for particular countries and cultures which are managed in line with overall brand value by HR professionals from London. The professionals offer advice and expertise on the best recruitment media in local labor markets, interviewing, applying for work permit, assisting in new recruits with vise applications and providing training (ARTIKEL
Different groups of potential employees, different cultures and different methods for recruitment, selection and performance management. Organizational cultures emerge within the context of broader cultural contexts such as national or ethnic groupings. But what is culture, Hofstede (1967) argues: culture is the collective programming of the mind distinguishing the members of one group or category of people from others. Due to globalization strategies cultural distances inside organizations are likely increasing and the development of multicultural workforces in global city labour markets has raised the importance of skills and competencies important for successful ‘within culture functioning’ (Bandura, 2001, 2002; Matveev and Nelson, 2004; Pires et al., 2006).
The added value of the HR function in an international firm lies in its ability to manage the delicate balance between globally coordinated systems and sensitivity to local needs, including cultural differences, in a way that aligns both business needs and senior management philosophy.
RECRUITMENT
Recruitment agents who do not take cultural differences into account will establish one particular profile of desired competences that is in line with the expectations of one culture, while that may not work somewhere else. This is the reason why recruitment campaigns should fit with the culture in which the campaign is set out. BBC World Service Trust, BBC’s international development charity, does this for example with recruitment programs made for particular countries and cultures which are managed in line with overall brand value by HR professionals from London. The professionals offer advice and expertise on the best recruitment media in local labor markets, interviewing, applying for work permit, assisting in new recruits with vise applications and providing training (ARTIKEL