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Go Mobile, go globalUniversity of Piraeus
13/05/2011
www.pwc.gr
Global MobilityPwC 2
Content
International experienceCultural factors
PwC Global Mobility programme
13/5/2011
Global MobilityPwC 3
What do we mean with international experience?
International Experience
Study
Training
Meetings
Work
13/5/2011
Global MobilityPwC 4
What are the drivers of global mobility
Companies go global Generation Y
Talent development
Technology & transportation
13/5/2011
Global MobilityPwC 5
What are the benefits for the organizations?
13/5/2011
Resourcing
Talent development
Retention of key talent
Meet business critical
objectives
Understanding of the global
role
Global MobilityPwC 6
What are the benefits for you?
13/5/2011
Life enriching
Exciting experience
Developing your skills
Challenging your beliefs
Providing broader
perspective
Global MobilityPwC 7
Who is the right candidate for an international assignment?
Three important personality traits:
•Flexibility
•Judgment
•Maturity
13/5/2011
Global MobilityPwC 8
Content
International experience
Cultural factors PwC Global Mobility programme
13/5/2011
Global MobilityPwC 9
What is culture
13/5/2011
• Culture is a set of beliefs and values about what is desirable and undesirable in a community of people and a set of formal or informal practices to support the values.
• An individual is not just a member of one cultural group, but of many groups.
Nationality
Gender
Ethnicity
ProfessionEducation
Social Back-groundCompany
Religion
Global MobilityPwC 10
Cultural misinterpretations
We are looking through the lens of our own cultural
expectations. Unconsciously we expect other people to
think, feel and act the way we do. When they don‘t conform to
our expectations, we put our own interpretations on their
behavior. But when you are working across cultures,
interpretation often becomes misinterpretation.
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Global MobilityPwC 11
Cultural misinterpretations
13/5/2011
• Unconsciously, you bring your own cultural frame of interpretation to any situation. Postpone interpretation until you know enough about the other culture.
• Around 50-60% of behavior is influenced by national culture
“To know one’s self is wisdomBut to know one’s neighbor is genius.”
Global MobilityPwC
The culture shock curve
PwC
Positive mood
Negative mood
Honey-moon
Adjustment
Recovery
Hostility
The Culture Shock Curve
Disorientation
13/5/2011
Global MobilityPwC
Visual reality, behavior
Norms & rules
Values
We don‘t see things as they are. We see things as we are.
13/5/2011
Global MobilityPwC
Power Distance
Small Power Distance
•Hierarchy means inequality of roles, established for convenience
•Superiors consider subordinates to be „people like me“ and vice versa
•Superiors are accessible
•All should have equal rights
•Those in power should try to look less powerful than they are
PwC
Large Power Distance
•Hierarchy means essential inequality
•Superiors consider subordinates to be a different kind of people and vice versa
•Superiors are inaccessible
•Power-holders are entitled to privileges
•Those in power should try to look as powerful as possible
Source: Motivation, Leadership and Organization, Hofstede, Organizational Dynamics
Low Power Distance Medium Power Distance High Power Distance
Austria, Scandinavia,
Switzerland, Germany, UK,
Ireland, Netherlands, Israel,
New Zealand, Australia, Canada
USA, Italy, Japan, Hungary,
Argentina, South Africa,
Pakistan, Estonia, Latvia,
Jamaica, Mauritius
Eastern/South-Eastern Europe,
Spain, Asia, Russia, Turkey,
France, South America, Central
America, Africa
13/5/2011
Global MobilityPwC
Individualism
Low Individualism
•Everyone is born as part of an extended family and group
•Identity is based in the social system
•The emphasis is on belonging to organisations, membership is the ideal
•There should be as few rules as possible
PwC
High Individualism
•Everybody is born alone
•Identity is based in the individual
•The emphasis is on individual initiative and achievement, leadership is the ideal
•There is a need for written rules and regulations
Source: Motivation, Leadership and Organization, Hofstede, Organizational Dynamics
Low Individualism Medium Individualism High Individualism
Central America, Pakistan,
South-East Asia, Peru, Chile,
Africa, Portugal, Romania
South-Eastern Europe, Turkey,
Brazil, Uruguay, Arabic
Countries, Argentina, Japan,
India, Russia, Spain, Israel,
Austria, Hungary
South Africa, Germany,
Switzerland, Western Europe,
Italy, New Zealand, Australia,
Canada, USA
13/5/2011
Global MobilityPwC
Femininity vs. Masculinity
Femininity
•Gender roles in society are more fluid
•Quality of life is important
•You work in order to live
•People and environment are important
•One sympathises with the unfortunate
•Men can also assume nurturing roles
PwC
Masculinity
•Gender roles in society are clearly differentiated
•Performance is what counts
•You live in order to work
•Money and things are important
•One admires the successful achiever
•Men should be assertive. Women should be nurturing
Source: Motivation, Leadership and Organization, Hofstede, Organizational Dynamics
Low Masculinity (Femininity) Medium Masculinity High Masculinity
Scandinavia, Netherlands, Costa
Rica, Chile, Romania, Portugal,
Thailand
Central America, South Korea,
Taiwan, Russia, Africa, Peru,
Spain, Arabic Countries,
France, Turkey, Israel, Brazil,
Bulgaria, Singapore, Malaysia
Argentina, Canada, Belgium,
India, HongKong, Greece, Poland,
New Zealand, Australia, USA,
South Africa, China, Germany,
Ireland, Mexico, Switzerland,
Italy, Austria, Japan
13/5/2011
Global MobilityPwC
Uncertainty avoidance
Low Uncertainty Avoidance
•The uncertainty inherent in life is more easily accepted
•Deviation is not considered threatening, tolerance is shown
•There is more willingness to take risks in life
•There should be as few rules as possible
•The authorities are there to serve the citizens
PwC
High Uncertainty Avoidance
•The uncertainty inherent in life is felt as a continuous threat that must be fought
•There is a drive to conform
•Risks are managed or avoided
•There is a need for written rules and regulations
•Deference/respect is automatically given to authorities
Source: Motivation, Leadership and Organization, Hofstede, Organizational Dynamics
Low Uncertainty Avoidance Medium Uncertainty
Avoidance
High Uncertainty Avoidance
Singapore, Jamaica, Denmark,
Sweden, HongKong, UK, Ireland
Malaysia, China, India,
Philippines, USA, Indonesia,
Canada, New Zealand, South
Africa, Norway, Australia,
Africa, Netherlands,
Switzerland, Finland
Thailand, Germany, Eastern /
South-Eastern Europe, Southern
Europe, Austria, South Africa,
Russia, Japan, Belgium, France
13/5/2011
Global MobilityPwC
Polychronic - Monochronic
Polychronic
•Do many things at once, are subject to interruptions
•Consider time commitments an objective to be achieved, if possible
•Change plans often and easily
•Interpersonal relations coordinate activity, appointment times are flexible
PwC
Monochronic
•Do one thing at a time & concentrate on the job
•Take time commitments (deadlines, schedules) seriously
•Adhere religiously to plans
•Schedule coordinates activity, appointment times are rigid
Source: Motivation, Leadership and Organization, Hofstede, Organizational Dynamics
Monochronic Moderately monochronic Polychronic
Nordic and Germanic Europe,
North America, Japan
Australia/New Zealand, Russia
and most of East/Central and
Southern Europe, Singapore,
Hong Kong, Taiwan, China,
South Korea, South Africa
The Arab World, most of Africa,
Latin America, South
and Southeast Asia
13/5/2011
Global MobilityPwC
High vs. low context cultures
High-Context
•Establish social trust first
•Value personal relations and goodwill
•Negotiations slow and ritualistic
•Agreement by general trust
•Less verbally explicit communication, less written/formal information
•More knowledge is below the waterline - implicit, patterns that are not fully conscious, hard to explain even if you are a member of that culture
PwC
Low-Context
• Get down to business first
• Value expertise and performance
• Negotiations as efficient as possible
• Agreement by specific, legalistic contract
• Rule oriented, people play by external rules
• Written/formal information, direct language
• More knowledge is above the waterline - explicit, consciously organized
13/5/2011
Global MobilityPwC
High vs. low context cultures
High Context Cultures Low Context Cultures
• Asia
• Arab Countries
• Southern Europe
• South-East Europe
• Latin America
• Northern, Western and Central
Europe
• North America
• Australia
• New Zealand
• South Africa
PwC13/5/2011
Global MobilityPwC
Data and dialogue orientation
Dialogue-oriented
Latin Americans
Italians, Spanish, Portuguese, French, Mediterranean
Arabs, Africans
Indians, Pakistanis
Chileans
Eastern Europeans
Slavs
Chinese, Japanese, Koreans
British, Australians, Benelux
Scandinavians
North Americans, New Zealanders, South Africans
Germans, Swiss, Finns
Data-oriented
PwC13/5/2011
Global MobilityPwC
Communication styles
Sequential communication: One person speaks, while the others wait for him/her to finish before they speak. This leads to a task-oriented, direct and focussed discussion style
Intermittent communication: One person speaks, which is followed by a pause, allowing time for the group to reflect. Then another person speaks and there may be more silence before another person comments.
PwC
SEQUENTIAL COMMUNICATIONExamples: Germany, USA, Sweden
Speaker 1: ****** ****** ******
Speaker 2: ******* ***
Speaker 3: *********
INTERMITTENT COMMUNICATIONExamples: Japan and Britain
Speaker 1: ****** *
Speaker 2: * ***
Speaker 3: * ********
13/5/2011
Global MobilityPwC
Communication styles
Simultaneous communication:
People frequently go from one subject to another and think nothing of interrupting each other. This style is considered to be creative and relationship-enhancing. Interruption is not considered rude but rather a sign of emotional interest in the conversation.
PwC
SIMULTANEOUS COMMUNICATIONExamples: France, Italy, Spain, Brazil, Greece
Speaker 1: ************* ****** ****** *********
Speaker 2: ***** ******** ********* ********
Speaker 3: ******** ********* ********* **********
13/5/2011
Global MobilityPwC 24
Content
International experience
Cultural factors
PwC Global Mobility programme
13/5/2011
Global MobilityPwC 25
PwC Global Mobility programme
•2500 PwC people on international assignments around the
globe
•Four types of International assignments for staff: a) Strategic
Deployed, b) Development Deployed, c) Short term
assignments and d) International Transfers.
•Level of PwC investment differs by assignment type
•Basic elements of our mobility programme: Business case
and Repatriation plan.
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Global MobilityPwC 26
EPIC programme
•EPIC is Early PwC International Challenge
•It has been started on 1st July 2008 and has over 450
assignees deployed to 40 countries.
•All high performing employees below the level of Manager
are eligible for a two year international assignment.
•Employees would generally participate in an EPIC
assignment in their 3rd, 4th , or 5th year with the firm.
13/5/2011
Global MobilityPwC 27
Global Mobility in Greece
•It is a talent development tool for our high performing
employees.
•Global Mobility programme is re - launched on 1/7/2010 in
Greece
•Current size: Five PwC people at Los Angeles, New York and
Washington D.C. for two years. Eight were sent to New York
from January – April 2010. Three will start their assignments
on Luxemburg and Rotterdam on September 2011.
•Leadership is supporting the programme and our goal is to
increase the number of assignees the next two years.
13/5/2011
Thank you!
© 2011 PricewaterhouseCoopers SA and PricewaterhouseCoopers Business Solutions SA. All rights reserved. In this document, “PwC” refers to PricewaterhouseCoopers SA and PricewaterhouseCoopers Business Solutions SA, which is a member firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity.