Yorka Sontowski
The shortage of skilled workers is on everyone’s lips.
Often, companies can no longer fill their open positions through the local or national job market and consider applicants from abroad. However, even if the qualifications and profiles of potential candidates match the requirements and the hiring process has been successful, it does not guarantee that the hiring will be a success. It is often forgotten that it is not only about professional aspects, but rather about entirely different expectations towards colleagues and superiors, and differing ideas and views on work culture clash. “Oh, they should know that or they can do it alone,” are phrases I often hear in practice when I address the topic. However, this is often a misconception, and cooperation does not go as smoothly as expected. The new colleague does not prepare for a meeting as expected, the new colleague refuses to take on certain tasks because they are “beneath their dignity,” and anyway, both are “dependent” or “demanding” or “know-it-alls.” Supervisors and colleagues are then often puzzled and even offended. They have clearly stated what they want and what needs to be done. And “one knows how to behave,” right? So what is going wrong here? Quite simply: both parties may have completely different ideas about the working world and how to collaborate.
In some cultures, it is not customary or desirable to show initiative, but rather, it is expected that the boss precisely says what needs to be done. Meeting preparation and execution are also handled differently. Or there are assistants for so-called menial tasks, such as taking a package somewhere. If one is not aware of this, misunderstandings are inevitable. This is especially true for cultures that are perceived to be similar. We often think that cultural differences do not play a big role with our European neighbors. But even in Great Britain or France, there are significant differences compared to German work culture. The directness typical in Germany is often perceived as rudely impolite by Britons, and the sometimes more subtle way the British express themselves is not understood in Germany.
How, then, can successful integration of foreign skilled workers be achieved?
Do not assume anything is “clear”:
First and foremost, assume that nothing is “simply clear.” Explain precisely what expectations you have and how and by whom things should be done in your company. If you feel that something is not going as planned, gently address it and ask why something is being done the way it is or why someone is omitting something, even though it was discussed that it should be done. Explain how you envision cooperation and also ask your counterpart about their expectations.
Appoint a mentor:
Furthermore, it can be very helpful to appoint a mentor who will guide the new employee for the first six months, providing informal and trust-based support.
Offer the opportunity for intercultural training:
This can be very enlightening and helpful for both the new foreign colleagues and yourself and your existing team.
Organize assistance with bureaucratic procedures and housing and school search:
Imagine having to find an apartment in India. Would you know what is common in an Indian lease agreement? Or how to obtain a German Schufa credit report if you have not lived here and have no history? Exactly 😉 To allow your new colleagues to focus on work as soon and as well as possible, it can be very helpful to utilize the mentorship system mentioned above or to engage a professional relocation agency that can assist with bureaucratic procedures, housing search, or school and kindergarten enrollment.
With these often not even expensive or complicated strategies, you can significantly ease the start in your company for yourself and your new colleagues and contribute to avoiding such misunderstandings or resolving them as quickly as possible. A win-win situation for both sides, therefore. And this is much cheaper and, above all, better for your reputation as an employer than hiring from abroad, which fails due to cultural differences.
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Yorka Sontowski has been working in the international human resources field for more than 17 years. Currently, she works at the All for One Group in Filderstadt as a Global Mobility Manager, advising employees and executives on all types of cross-border work. Her particular interest lies in new forms of cross-border work, such as Workation or Permanent Remote Work. She always welcomes exchanges with individuals interested in Global Mobility, preferably via LinkedIn.