Overview
A sales representative at a multinational company with operations in the Netherlands was spoken with for this anonymous case model. She is of Caribbean ancestry, and her upbringing was Caribbean. Due to the large number of residents with various origins, the Caribbean is home to many people with diverse cultures. The interviewee found it easier to work with people from other cultures as a result, though there were some things she needed to learn to fully comprehend the individuals she worked for and with.
The interview questions focused on how she handled situations and topics that were prohibitive and inhibitive for the members of her team or organization who were of different nationalities. Some of these inquiries include: What are the cultural limitations she has noticed in her workplace? How does the organization handle fairness in settings with different cultures? How do you proceed if there are misunderstandings because of culture or religion among your team members or clients? What steps do you take to address the issue brought on by the misunderstandings?
In order for us to understand how a multinational company successfully engages with people of various nationalities, cultures, and religions, all of these questions are addressed in this interview. This summary is intended to provide a concise idea of the interview. The organization the interviewee works for is very inclusive because the founders of the organization, who are from various regions of China, settled in the Netherlands, where the culture is very diverse, meaning that the interviewee works with many people from various backgrounds.
Cultural limitations can be perceived on a case-by-case basis. For instance, compared to Asian cultures, Dutch culture encourages its employees to be more informal with their bosses, which may have come as a shock to them and being possibly even inhibitive or prohibitive.
Due to its blind hiring policy, which only considers qualifications and not a candidate’s appearance, ethnicity, sexual orientation, or gender, the company manages its fairness in multicultural environments. Additionally, there is a zero-tolerance policy for issues like bullying, racism, homophobia, and discrimination. However, there isn’t a separate HR division within the company that deals with discrimination, misunderstandings, and other situations. The majority of employees voice their concerns to their boss, who is frequently lenient due to Dutch cultural norms, and the boss will decide how to proceed based on the gravity of the situation. If necessary, the boss may also consult with the company’s founders, depending on the circumstances.
When there might be a cultural miscommunication or just basic differences between two people. The interviewee will typically make an effort to comprehend the situation first in order to understand the other party’s viewpoint and, ideally, find a solution. Since the interviewee is from the Caribbean and had a different upbringing from some of her colleagues, she has a different moral circle and set of social norms. Additionally, it requires her to adjust to each individual with whom she interacts, which can be demanding. But she is of the opinion that the best course of action is to maintain an open mind and make sure that both parties are trying their best to reach the best result.
Hofstede Dimensions
The Hofstede dimensions lack the necessary insight into the culture present within and amongst the population of Curaçao. A country comparison will thus be drawn using data on the Dutch culture alongside the spoken word of the interviewee.
The Netherlands has a relatively low power distance, making it more egalitarian, according to the Hofstede Dimensions. The majority of the time, communication takes place in a low-context environment with few formalities or barriers. The social norm is for management and staff to communicate as human to human rather than as superior to one another in conversation. Due to the fact that the Dutch are a primarily feminine society, work-life balance and overall wellbeing are valued highly. This contributes to their high level of indulgence as well as the abundance of part-time jobs within the Dutch cultural landscape, as they seek fulfillment and enjoyment from life. The Dutch culture fosters a sense of directness in language and communication. Additionally, the Dutch culture values individualism highly, which may promote a “in-group” or “out-group” mentality or, more accurately, separate “us” from “they.” Finally, people working together may be more affected by a higher long-term orientation because the truth can be perceived as varying depending on the circumstance and context. Consequently, depending on the subject, a less implicit and lesser low context speaking method may be required.
China has a has a higher power distance as well as a higher sense of hierarchy. Within the cultural landscape, individuals have a position making the cultural setting generally less egalitarian. China has a more masculine society, striving for work/ life balance is less of a norm and part-time positions are rare. Due to their high level of restraint, they place little value on leisure activities and exercise restraint when it comes to satisfying their desires. In terms of language and context, China is more traditional, has a strong sense of politeness, and speaks less direct. The way and language used, particularly when using personal pronouns to express respect, depends on everyone’s position in society as well as the position of the person speaking. In contrast to the more monochronic structural approach of the Dutch, which is supported by the long-term orientation of the Dutch culture, the structure within society is rather polychronic, which can result in multiple conversations or tasks happening at the same time. China is a highly collectivist nation with low individualism; people frequently prioritize the needs of the group over their own, leading to a “in-group” mentality.
One can easily see the cultural differences between China and The Netherlands when comparing their cultures using the Hofstede Insights framework. Since the company wants to operate in The Netherlands, it’s crucial that the organization learns how to adapt professionally to collaborate and communicate with clients and coworkers from all backgrounds. They also need to be able to comprehend and use cross-cultural communication.
Outcome
Various topics were also covered during the interview, such as how team members can occasionally miscommunicate. This might be because people have different points of reference based on their personalities and cultural backgrounds. Although the interviewee acknowledged that handling such circumstances can be challenging, she emphasized that the best course of action is to maintain an open mind and be willing to make concessions on both ends.
Furthermore, even though the company’s roots are in China, the majority of its employees are from the Netherlands where the organization is located. In other words, it is still obvious to see that there are some differences even though there are similarities when comparing the two nations using the Hofstede dimensions. And these discrepancies may show up as minor disputes between coworkers, instances of miscommunication, or contrasting expectations with regard to a particular subject.
Possible solutions
Have a separate HR department
The interviewee claims that there isn’t a separate HR department that deals with particular situations of misunderstanding, discrimination, and other issues.
Hence, why it is crucial to have a separate HR department. The HR department can take the appropriate action to address any complaints that may arise, including those regarding sexual harassment and unfair treatment as a result of racism, sexism, or favoritism. HR departments play a far more important role in protecting employees and ensuring their well-being in the organization than simply serving as a solution to staffing and recruitment needs of an organization.
Provide on Intercultural Communications
By holding a few workshops a year to discuss the value of effective cross-cultural communication, miscommunication can be avoided and coworkers can become accustomed to working together. The benefits of this approach are that workers understand the value of adjusting to the way others may speak in their culture and avoiding taking things personally.
Author
Taran Kaur
Student: Amsterdam School of International Business, Amsterdam University of Applied Sciences
Block 4, Semester 2, 2022