In an effort to compare survey responses and combine results, we have divided the world into the following areas: North America, Latin America, Europe, Asia, Africa, Middle East, Australia, and Russia. This division was based on recognizing significant cultural differences while maintaining a limited number of regions for the sake of simplicity.
| Our subjects came from the following regions: |
| Europe |
12 |
| North America |
4 |
| Asia |
4 |
| They reported working in the following areas: |
| North America |
6 |
| Asia |
4 |
| Europe |
3 |
| Africa |
1 |
| Middle East |
2 |
| Latin America |
1 |
| Australia |
1 |
| Russia |
1 |
Survey participants were asked five questions regarding similarities, differences, culture clashes, success factors, and advice. Responses are based on participants’ personal work experiences. As a result, company cultures, managers, specific industries, and the like significantly influenced answers.
The first question we asked participants was, “What are the biggest differences between workplace culture in your home region and in North America as a work region?”
The following are summaries of responses grouped by region.
North America
Survey results from North America demonstrated an interesting paradox. Respondents consistently thought workplaces in North America tended to be more demanding of employees. The results suggest work-life imbalances, with more time spent at work at the sacrifice of personal time. In addition, respondents believed that North American workplaces are less hierarchical compared to the regional origins for the group. Essentially, the study shows North American workplaces as more demanding and to the point, while providing a more casual environment to employees (i.e., demanding, but friendlier).
Specific responses include:
“Employee performance expectations are much higher. Employees are expected to sacrifice personal time. …where I come from, time for family and social life are ‘untouchable.’”
“Where I come from, there is little or no concept of personal space. Being close to someone is considered as a sign of affection or camaraderie.”
“Where I come from, businesses have a very rigid hierarchy. People often address each other formally. ...titles are always used to address superiors.”
“There is a greater reliance on individual contribution in North America and less on the group, unless there is a strong mandate for action.”
“There is easier communication between co-workers and less hierarchy here.”
“[There is] greater meritocracy here. The flip side is less job security, leading to more rivalry for advancement and poor teamwork.”
“Far greater emphasis [is placed] on cohesive corporate identity and teams in North America.”
“Formal training and professional qualifications are more important here.”
“There tends to be superficially flatter organizations, but ultimately greater respect for authority in North America.”
“Work spaces are usually separated into offices where I come from; while here, there is a greater use of ‘open space planning’ or cubicles.”
“People seem more professional and organized in everything they do, whatever the subject handled. It’s almost always an advantage, but sometimes it can be a waste of time.”
“I think management here keeps tabs on the employees more than where I come from.”
“There is a lack of sincerity here and a tendency to micromanage.”
“At times cutting to the chase without establishing strong business and interpersonal relationships.”
“[There is] too much emphasis on political correctness.”
“Business hours are long.”
Asia
Results from Asia were consistent. Although one respondent working in Japan provided a different viewpoint on company loyalty, survey results demonstrated a strongly hierarchical and relationship-oriented workplace. Indirect communication and maintaining status (“saving face”) are important communication aspects of this environment.
Specific comments include:
“Age equals rank and respect.”
“Personal identity is subsumed into group identity. There are no individual work cubes; it’s a large open area.” (Japan)
“People give you the answer they think you want, rather than the truth.”
“In Asia, it’s vital to ensure that no one is seen to lose face. Status and position are all-important.”
“The culture in Asia is indirect; people will take a long time to come to the point and business relationships are built slowly.”
“Face culture: answers to questions are usually tailored to the staff members’ own issues. You cannot rely on people to be honest about their feelings.
“A job is largely seen as a temporary assignment.”
“Money and title have greater meaning than loyalty to the company/organization.”
“Asians are not as direct.”
“They tend to be ‘married’ to the company and not to their wives or husbands.” (Japan)
“No one person makes any decisions, so things are slow.”
“Asians are very relationship-oriented in business.”
“Saving face/losing face are key factors in an Asian’s identity, business or personal [life].”
“Asians see time as a rubber band. It can be stretched or shortened as needed.”
Europe
European workplaces, as demonstrated by survey results, provide a more hierarchical, less “friendly” environment, with lower expectations for employees. This is almost the direct opposite of North American survey results.
Specific comments include:
“[There is] more formality and emphasis on good manners.”
“Business attire is very important … elegant, classy, and expensive.”
“In European-owned companies, there is an enormous gap between upper, middle, and lower management. Lower, and perhaps middle management, would never call their president by his first name.”
“There is more hierarchy in Europe than North America.”
“Women are less recognized than in North America.”
“[There is] more emphasis on education in Europe.”
“The pace seems slower, less…urgency.”
“There seems to be less risk-taking.”
“The amount of management coordination of employees seems less in Europe.”
“[There is] much more emphasis on work-life balance, especially with time off.”
“In French companies, people are more self-driven, whereas in North America, there seems to be more friendship in the workplace. Perhaps, this is because people call each other by their first names in North America, or from the fact that there is no ‘vous’ problem—a more formal way to say ‘you.’
In general, North Americans seem to view work, and the workplace, as an integrated part of their life. Consequently, they spend more time in the workplace, have a more casual and “friendly” atmosphere, and tend to have less hierarchy and more socialization. However, the downside includes heavier workloads, more demands, and longer work hours.
Surveys for Asia, with the exception of Japan, demonstrate greater commonality with Europe rather than with North America. The three key areas in which North America differs with Asia and Europe are the directness of communication, the amount of concern for saving face, and the amount of loyalty to employers.
One particular area of interest was responses regarding the question, “what behaviors would make someone effective, regardless of the cultural differences between regions?”
Specific comments include:
“Adapting personal style of communication to what works.”
“Ability to communicate at all levels.”
“Willingness to learn the local language. Language is a window on culture. A language that has 20 different words for snow, for instance, feels that snow is important.”
“Confidence.”
“Have a happy disposition.”
“Open-mindedness.” (Several respondents.)
“Ability to laugh at oneself.”
“Flexibility and willingness to modify your own behavior.”
“Genuine curiosity in the other culture.”
“Good communication.”
“Learn the history and culture before you get there.”
“Smile and be humble.”
“Observe, observe, observe.”
“Be integrated in the local culture. Make local friends.”
“Patience, and plenty of it.”
Finally, we asked our respondents to summarize their advice to someone about to begin working in a different business culture.
Specific comments include:
“A respectful attitude is usually reciprocated.”
“Listen before you talk. Look at others before you act.”
“Go with wide eyes and an open mind and enjoy everything the new culture has to offer.”
“Have patience, sensitivity, and acceptance of the culture you are going to work in.”
“It’s not better or worse. It’s just different, so open your eyes and enjoy it.”
“View it as an adventure. The greatest challenges offer the greatest rewards.”
“It’s the adventure of a lifetime.”
While experiences varied, survey results show that the majority of assignees were not only able to appreciate the diversity between work cultures, but were able to adapt for success despite those differences.
Demonstrating openness, patience, humor, humility, and success knows no cultural boundaries. Ultimately, that is what Worldwide ERC® members are interested in: the successful transition of employees to new assignments, whether cross-country or around the world.
Matt Spinolo, CRP, is president of Primacy Relocation, LLC, Memphis, TN. He can be reached at +1 901 291 5510 or e-mail matt.spinolo@primacy.com.