Overview

An HR manager who works at the head office of the number one cosmetics company in France, whose head office is also in France, is responsible for recruiting talent from around the world and for promoting recruitment that is based on diversity. (Culture, people with disabilities, etc.) The group, present in 140 countries, has nearly 90,000 employees. The main languages spoken are French at the head office but also and especially English. With 170 nationalities divided into 68 subsidiaries, the company must adapt its communication to engage all its stakeholders in the mission it has made to sublimate all the beauties without forgetting its identity: excellence in the French way. It must then adapt to different cultures that enrich it as much as they impose constraints on it. This has been rightly emphasized by the Director of Inclusiveness of the company, whose mission is to harmonize these different profiles in order to build sustainable collaborations and make each of the workplaces associated with the groups, a safe and reassuring environment during his interview.

One of the examples which is most representative of the differences in the relationship to work is working time and in particular working hours. In France since January 1, 2017, a right to disconnect exists. It allows French workers to “disconnect from working life outside their working hours.” Workers in other countries and states do not operate in the same way. The United States, for example, or South Korea are two cultures that advocate meritocracy values where only hard work pays. For these workers, working outside the designated hours is not a problem. The French are complaining about receiving emails outside of their working time, finding that their right to disconnect is not respected and go so far as to complain to their manager about a lack of respect for other workers. So, how to conduct an HR policy that respects everyone’s balance? What balance to find? 

Another difference between French and American culture is the way we communicate and work as a team. The Americans tend to nurture an individualism not always compatible with the transversal projects that the enterprise tends to want to develop. The French might, in view of this, think that their work is not appreciated to its fair value because the Americans prefer to work on their own and arrive with a finished presentation even before the next working session on a topic begins. This can create a climate of conflict based on a lack of understanding of these cultural differences, with the French feeling that Americans are overzealous when that is their way of doing things..

Hofstede Dimensions

Outcome

Individualism vs collectivism (IDV)

As seen above, there is a rather large gap between France and the United States in terms of individualism. With 71 and 91 respectively, the United States has a very individualistic culture where workers only trust their own work. The meritocracy model on which they are based explains this vision where only work pays. In France, society is more collectivist. This is reflected in the confidence that French workers have in teamwork. The objective performance in the company is more related to cross-functional soft skills rather than individual skills.

Power distance index (PDI)

With a score of 68, France scores an important Power Distance. They are attached to the strict framework of a very hierarchical company, whether they are large groups or small companies. From school, the French are used to following rules and not to transgress what is felt in this result. If they work, according to studies more than the French, the Americans are more flexible at the executive level and more independent. They take initiatives more easily.

Uncertainty avoidance index (UAI)

With an extremely low score of 46, it is not a problem for Americans to deal with uncertainty in both society and business. It is the opposite for the French who, because of their achievements and their many rights, do not like when their habits are changed or when constraints arrive at the last moment with 86. They tend to plan everything using calendars or to do lists. They are used to following rules in a very hierarchical and protocol structure and leave very little room for the unexpected. (Hofstede, n.d)

Masculinity vs femininity (MAS)

France is considered with a score of 43 as being not very masculine even if the French would tell you the opposite. It tends to leave more and more space for women in society as well as in the professional environment. We are seeing more and more women in the executive ranks of large corporations, especially in this group. French society wants to be more inclusive and promote the values of equality, equity and parity to create safer and less competitive spaces. The United States is considered more masculine. In the case of this company, this is felt in the envy of its workers to do everything by themselves without making any effort to work with the other. 

Long-term orientation vs short term orientation (LTO)

France is more focused on the long term. This is reflected by the desire to contribute to a more just and sustainable society to serve future generations. The HR managers want to involve its employees to engage and show initiative by working on the ability of each one to adapt to the new norms and constraints imposed by the company and the new vision of the company’s world. (Hofstede, n.d) The United States has a shorter-term vision that aims to think about profit before thinking about profitability for the world.

Possible solutions

We noted during this study that the American and French cultures are very different in the way they perceive the business world and their commitment within the group. To overcome these problems, our HR manager can implement several things that have already been proven. Send the agenda very shortly before each meeting to avoid that some Americans arrive with everything to prepare and send work tracks to everyone so that everyone takes part in the work of research and monitoring that the company asks for. Blocking the sending of emails from a certain time until the next day allows everyone to work as he or she wishes without disturbing his or her colleagues.

The group is setting up simulation days where the French will be able to follow the way the Americans work and vice versa and this over several nationalities. Make coffee-exchanges and meals around the world in order to share the best practices of the employees and the various departments to share each one and work for the patronage of competence. It devotes thematic days to each nationality present in the company. To find a balance that suits each nationality and is respectful of everyone’s problems (disability, young mothers, etc.), the company dedicates parental leave but also schedules arranged if necessary for medical follow-up for all persons with disabilities. The group is also committed to promoting all forms of diversity through a demanding gender parity policy through flagship measures (reducing the gender wage gap, developing women’s careers to improve their skills through certifications, etc.) Including telework, everyone can experience working at home and test new ways of considering personal and professional balance. It also commits itself through video capsules to highlight each of the riches related to multiculturalism or disability. The international environment in which the company is immersed, and its employees is a source of wealth. Despite some difficulties in interpersonal relationships that employees may encounter, the international company is one of the only ones to make such strong commitments with a policy of zero tolerance for intolerance to make the company a safe place and carry its inclusive values beyond the walls of the group through conferences, thematic days or participation in several partner events such as forum on the theme of the fight against homophobia.

Authors

Noha Noufé-Voisin (LinkedIn)
Student: International Management Kozminski University
Block 4 Semester 2, Year 2022