Welcome to Hofstede Insights The key to Culture The Nordic Paradox- how equality drives inequality. Presentation Nordic HR Forum, Helsinki May 24 th 2018 Egbert Schram @Hofstede Insights
@Hofstede Insights
@Hofstede Insights
The top expat Destinations 2016 @Hofstede Insights
Empathy country map In grey were not studied due to small sample sizes. Source: https://msutoday.msu.edu/news/2016/is-america-still-an-empathetic-and-generous-giant/ @Hofstede Insights
@Hofstede Insights
Refugee crises Asylum Applications Filed in Scandinavian Countries by Top Countries of Origin, 2015 Source: “Overwhelmed by Refugee Flows, Scandinavia Tempers its Warm Welcome” Arno Tanner - February 10, 2016 @Hofstede Insights
The Trust Factor 2006 AUS BEL DEN ESP FIN FRA GER GRE HOL ENG IRL ITA LUX POR SWE 1 AUS 3.57 2.84 3.22 2.66 3.30 2.69 3.04 2.33 2.91 2.88 2.91 2.65 2.95 2.14 3.52 2 BEL 2.93 3.10 2.97 2.69 3.07 2.96 2.76 2.36 3.00 2.84 2.85 2.65 2.74 2.24 3.22 3 DEN 2.94 2.97 3.60 2.76 3.31 2.93 2.94 2.30 3.36 3.07 2.92 2.78 2.97 2.27 3.57 4 ESP 2.57 2.59 2.68 3.42 2.59 2.74 2.59 2.57 2.81 2.57 2.73 2.65 2.76 2.29 2.84 5 FIN 2.93 2.92 3.19 2.71 3.70 2.90 2.87 2.42 3.25 2.98 2.91 2.79 2.94 2.19 3.49 6 FRA 2.61 2.74 2.68 2.29 2.91 3.24 2.90 2.43 2.49 2.24 2.83 2.72 2.89 2.53 3.03 7 GER 3.09 2.62 2.96 2.65 2.90 2.83 3.51 2.04 2.88 2.25 2.70 2.79 2.85 2.20 3.12 8 GRE 2.50 2.47 2.51 2.35 2.67 2.48 2.47 3.35 2.48 2.43 2.61 2.38 2.47 2.01 2.87 9 HOL 2.95 2.78 3.31 2.83 3.14 2.86 2.86 2.24 3.38 3.08 2.93 2.85 2.99 2.30 3.33 10 ENG 2.58 2.71 3.12 2.07 3.18 2.39 2.32 2.12 2.91 3.32 2.67 2.65 2.39 2.32 3.43 11 IRL 2.53 2.67 2.99 2.53 2.94 2.67 2.42 2.47 2.85 2.72 3.49 2.50 2.58 2.19 3.24 12 ITA 2.42 2.40 2.50 2.54 2.49 2.52 2.39 2.45 2.33 2.48 2.80 2.87 2.63 2.32 2.79 13 LUX 3.05 3.18 3.13 2.72 3.07 3.02 3.03 2.40 3.28 2.85 2.94 2.74 3.52 2.38 3.30 14 POR 2.48 2.60 2.69 2.63 2.66 2.68 2.44 2.52 2.85 2.79 2.77 2.42 2.69 3.23 2.95 15 SWE 3.04 3.00 3.42 2.85 3.36 2.99 3.02 2.52 3.34 3.03 2.92 2.89 2.98 2.25 3.59 2,85 2.79 3.04 2.67 3.07 2.81 2.80 2.44 2.98 2.80 2.88 2.71 2.84 2.33 3.26 Average Source: Trust Factor Paul Zac @Hofstede Insights
The Trust The one who trusts That whom you trust Dilemma Truster Trustee Trust Circumstances in The object of trust which you trust What do you trust? Context/Culture Truster + Object + Trustee Context @Hofstede Insights
@Hofstede Insights
Accepting Diversity and Leading inclusively starts by acknowledging your own Operating system - your own “programming” and how that impacts your perception. This programming is cultural. @Hofstede Insights
Cultural Change in Societies? @Hofstede Insights
We learn our whole life new practices and rituals. We admire new heroes and symbols to do the same as our grandparents. @Hofstede Insights
What is Culture? The programming of the human mind with which one group distinguishes itself from another group. It is about the unwritten rules of the social game @Hofstede Insights
The Nordic Culture Illusion 100 Finland Estonia Norway Iceland Denmark Sweden 90 80 70 60 50 40 30 20 10 0 Hierarchy Individualism Mascunlinity Uncertainty Long term Indulgence vs avoidance orientation restraint @Hofstede Insights
Work motivators High uncertainty avoidance Germany Russia Japan Mexico Finland HongKong Nordics Anglo Low Feminine Masculine @Hofstede Insights
How do you recruit? Rearrange the six tiles to spell three words ARL TAI TCG EKH NET DTS You probably don't see the three words A R L immediately because you are making an T A I assumption that the words are to be read from T C G left to right. E K H N E T Try reading words vertically, from top to bottom, and you will see attend, racket, and lights. D T S @Hofstede Insights
@Hofstede Insights
Simple modest or factual résumé - Modest during interview while asking intelligent questions - Glowing résumé’ - Emphasise accomplishment and talents in interview - By selling yourself one can sell everything - Modest résumé - Show loyalty, ask polite questions and indicate ‘who you know’ in - the interview Networking - @Hofstede Insights
Imagine the Globe - how do we normally organize our operations/look upon people? @Hofstede Insights
Imagine the Globe - how do we normally organize our operations? @Hofstede Insights
Imagine the Globe - how do we normally organize our operations? @Hofstede Insights
Imagine the Globe - how do we normally organize our operations? @Hofstede Insights
Imagine the Globe - how do we normally organize our operations? @Hofstede Insights
Imagine the Globe - how do we normally organize our operations? @Hofstede Insights
Imagine the Globe - how do we normally organize our operations? @Hofstede Insights
Imagine the Globe - how do we normally organize our operations? @Hofstede Insights
Cultural fit between countries overrides geographical proximity - adapt your process to enable a smoother way to leverage differences and act inclusively in a more effective and efficient way. @Hofstede Insights
Ensuring consistency between what is being said and being done and how various change levers support this consistency is the key challenge for every inclusive organisation. ❖ Can you really trust a recruiter which has never lived/worked abroad to understand foreigners applying to your company? ❖ If you want to devise strategies to monitor inclusive leadership - which systems and structures help and which might hinder? What is the symbolic meaning of not making certain courses compulsory? ❖ What would happen if you do not allow differences of behavior and instead focus on “one company X way”? Is not the end destination (an inclusive organisation) more important than the way taken there? @Hofstede Insights
Levers of Change Action example Levels Anchoring Symbols • Symbols of professional development on display everywhere Change in Structures and Systems • From geographical differentiation to function Diversity and differentation Formal and Informal • Reward those who are good in integrating Inclusion Reward Systems and (new) colleagues with different backgrounds An example … Sanctions into successful teams Management: general • Assure learning from other units e.g. job strategies rotation, internships Management: profile • Active listener and observer • Outward looking attitude • Supports people to develop additional competences Rituals • Newcomers are stimulated to show initiative • Possibility for sabbatical leave • Affirmation of trust and cooperation between units • Critical attitude is stimulated • Loyalty to professional standards only @Hofstede Insights
Egbert Schram Group CEO Hofstede Insights Arabiankatu 12, 00650 Helsinki Email: Egbert@Hofstede-insights.com +358407209292 Web: www.Hofstede-insights.com Connect with me on Twitter: @egbertschram @HofstedeInsight @Hofstede Insights
Recommend
More recommend
