Top 15 international relocation destinations
Companies are moving employees all around the globe, with U.S. employees being transferred more frequently to China and the UK than anywhere else. Global relocation management company, Cartus reports that many employees are not fully prepared for their new assignment, but with awareness of standards and traditions, any relocation can go more smoothly.
“Every location presents unique challenges in the areas of decision making, relationship building, and preferred communication styles,” said Jenny Castelino, Director of Intercultural and Language Solutions for Cartus. “Our research found that a full 75 percent of companies believe cross-cultural training is important not only for the transferee, but also for the transferee’s family.”
To help companies understand the cultural challenges their transferees often face, Cartus’ Intercultural Training Solutions group compiled a list of important career survival tips for each of the top 15 countries, shown in rank order according to 2012 international relocation volume from Cartus clients:
Top 15 relocation destinations
From Cartus’ report:
1. United States – American business managers often deliver bad news in a sandwich; first the good news (“You’re doing a great job!”) and then the not-so-good: (“but I really need you to…”) followed by a final dollop of good (“So keep up the good work!”). Many non-American workers hear only the first assessment and leave the encounter without taking away the “meatier” interior message.
2. United Kingdom – Refrain from asking personal questions of someone you’ve only recently met – especially in the workplace. Individualism is a prized value of British culture, and a person’s privacy is highly respected.
3. China – It’s never a good idea to begin meetings by immediately framing challenges/issues and asking for opinions on how best to address them. In a Chinese business setting, a direct and confrontational interaction is not the norm and is likely to result in a loss of “face.” Spend time upfront making small talk and focus on developing relationships before diving into the business at hand.
4. Germany – Expect to communicate formally in German workplaces and try, to the extent possible, to speak in complete sentences. In German, the most important word in the sentence is the verb, which usually comes at the end. As a result, Germans will generally listen very intently for the end of a sentence.
5. Switzerland – Don’t assume you will automatically be as successful doing business in Geneva by behaving as you did in Zurich, 170 miles away. That’s because Switzerland is quite unique in that it has four main linguistic and cultural regions: German, French, Italian, and Romansh.
6. Singapore – Don’t assume that all Singaporeans you meet professionally are very Westernized just because English is used for business practices and many social interactions. Singapore is perceived to be mainly Western in outlook, but it is also Eastern in mindset, and hierarchy and not “losing face” are key drivers in business success.
7. Canada – Steer clear of statements that indicate Canadians are just like Americans. Canadians consider themselves quite different from their neighbor to the South, and assumptions to the contrary may cause a strong reaction.
8. India – If recruiting staff in India, be prepared to gear your message not just to the candidate, but to their entire family, as well. Parental control is strong in India, and status-conscious families expect to be equally as impressed and wooed by the choice of company as the recruits themselves.
9. France – Don’t be offended if your French counterpart refuses your comprehensive contract for a much shorter, simpler version that they have created. One of the reasons for this is France’s civil law system (versus a common-law system). As a result, business agreements tend to be much shorter than many others because they are able to refer to the French legal code.
10. Hong Kong – Never run out of business cards. Because your business card is your identity and your “face” to the professional community here, keep an ample supply on hand. If you don’t have business cards when you are in a meeting, people won’t know your title or your role and will feel uncomfortable; lack of a business card can even convey a lack of interest in furthering the relationship.
11. Netherlands – Promises, promises! Never make a commitment you don’t plan to keep. Dutch nationals communicate directly and mean what they say. They are also task-focused, pragmatic people who value the ability to act swiftly. These values mean a promise can be taken literally.
12. United Arab Emirates – Don’t be distant or detached when interacting with Emiratis. Body language and personal space in the UAE are areas where boundaries are small, and physical contact (between males) is common. Emirati colleagues tend to sit close to each other in meetings and may hold another male’s hand while talking.
13. Japan – Just because no one says “no” in a business meeting, it doesn’t mean all are in agreement. It’s important to pay attention to non-verbal body language and indirect signals. Generally speaking, many Japanese find it difficult to say “no” directly. This is particularly true in a hierarchical setting where most attendees will express their “public mind,” which means they will agree with the most senior individual in the room.
14. Australia – Work-life balance is highly valued here, so generally speaking, it’s not a great idea to ask Australian staff to work on time-sensitive projects late in the afternoon, when they might carry over past traditional work hours. This is particularly true on Fridays.
15. Italy – Don’t turn down the opportunity to go out for a quick coffee with a colleague. Working relationships in Italy revolve around trust, and the idea that an Italian knows you on a personal level is a building block for working relationships.
“It’s incredibly important for employees on global assignments to be immediately productive in their new locations,” said Castelino. “Understanding the host country’s business and cultural norms and preparing for them, in advance, is imperative for a successful assignment.”
What small business owners can learn from Starbucks’ new D&I strategy
(BUSINESS) Diversity and inclusion have been at the forefront of Starbucks’ mission, but now they’re shifting strategy. What can we learn from it?
Starbucks was one of many companies that promised to focus on diversity and inclusion efforts after the death of George Floyd by Minneapolis police in 2020. What sets Starbucks apart from other companies were its specific goals.
How It Started
They began with hiring targets and have now added goals in corporate and manufacturing roles. Starbucks’ plans and goals revolve around transparency for accountability. They released the annual numbers for 2021 as a way to help hold themselves accountable. The data they’ve released so far show that they’ve met nearly a third of their 2025 goals according to Retail Brew. Because of this information, we can see why they are choosing to move in the direction of manufacturing and corporate jobs. In 2021, POC’s fell to 12.5% of director-level employees from 14.3% in 2020 in manufacturing.
How It’s Going
Per Starbucks’ website stories and news, “[I]t will increase its annual spend with diverse suppliers to $1.5 billion by 2030. As part of this commitment, Starbucks will partner with other organizations to develop and grow supplier diversity excellence globally.” To put that into perspective, they spent nearly $800 million with diverse suppliers in 2021. With these moves, by 2030, it will increase by almost double.
As part of their accountability and progress, they plan to partner up with Arizona State University to give out free toolkits to entrepreneurs on fundamentals for running successful diverse-owned businesses. Another goal they’ve listed is to boost paid media representation by allocating 15 percent of the advertising budget to minority-owned and targeted media companies to reach diverse audiences.
At the heart of all this information on their goals and future plans, data transparency and accountability are what’s forcing them to look at the numbers to make specific goals. They are doing more than just throwing money at the problem, they are analyzing how they can do better and where the money will make a difference. Something that, as entrepreneurs, we should all do.
Peloton is back-pedaling: Reports of price increases, layoffs, and cost cuts
(BUSINESS) After a recording of layoffs leaks, ‘supply chain’ issues cause shipping increases, and they consult for cost-cutting, Peloton is doomed.
Is Peloton in Trouble?
According to many reports, Peloton had success early in the pandemic when gyms shut down. Offering consumers a way to connect with a community for fitness along with varying financing options allowed the company to see growth when many other industries were being shuttered.
After two years, CNBC reports that the company is “being impacted by …supply chain challenges” and rising inflation costs. According to the report, customers will be paying an additional $250 for its bike and $350 for its tread for delivery and setup.
As demand has decreased, Peloton is also considering layoffs in their sales and marketing departments, overheard in a leaked audio call. The recording details executives discussing “Project Fuel” where they plan to cut 41% of the sales and marketing teams, as well as letting go of eCommerce employees and frontline workers at 15 retail stores.
Nasdaq reported that the stock fell 75% last year, after a year where it soared over 400%.
Peloton reviewing its overall structure
According to another report from CNBC, Peloton is working with McKinsey & Company, a management consulting firm, to lower costs as revenue has dropped and the growth of new subscriptions has slowed since the pandemic. Last November, according to NPR, Peloton had “its worst day as a publicly-traded company.” It also anticipates greater losses in 2022 than originally predicted. It makes sense that the company would reexamine their strategy as the economy changes. They aren’t the only one that is raising prices amid supply chain issues.
It will be interesting to watch how Peloton fares
Peloton has a large community that pays a monthly fee for connected fitness. While growth has slowed, the company still has a strong share of consumers. Although it is facing more competition in the home fitness market and more gyms are reopening, as Peloton adjusts to the new normal, it should remain a viable company.
CEO is offering folks thousands to *quit* their jobs, with one catch
(BUSINESS) A CEO out of Arizona is challenging employment norms by offering a sort of “sign-off” bonus upfront, but this method has one fatal flaw.
Chris Ronzio, the CEO of Trainual, a software company in Arizona that aims to systemize and scale your small business, is offering cold hard cash to quit your job in an unconventional ploy to bypass the effects of the Great Resignation.
Before you rush to turn in your notice and make some extra cash, you should know that this offer is dependent on being selected as a hirable candidate and making it through the hiring process for Trainual. This option is also offered to new hires after 2 weeks of employment.
This model of employment gives the employee the ability to fire the company and walk away with a little sum of money. The thought process of the CEO was outlined in an article by the Insider, saying it is a strategic move to retain top talent and maintain a strong company culture. While this is a unique approach…it has a glaring flaw. The offer is only good for the initial two-week period. However, it can take some time to recognize the shortcomings of any company when you begin employment. We can all recognize the long-term financial potential of reoccurring income and while $5,000 is not anything to shake your finger at, it will eventually be gone. I think we can all agree that constructive criticism can be difficult to swallow at times, however, if Trainual was truly invested in this model they would extend the offer at other key times during employment. What if this offer was again available at the 1-year mark? If the offer reappeared at a one-year review, the turnover may increase.
Per the Insider article, Ronzio was quoted as saying, “With today’s market, hiring teams have to move quickly to assess candidates and get them through the process to a competitive offer, so it’s impossible to be right 100% of the time,” Ronzio said. The CEO added, “The offer to quit allows the dust to settle from a speedy process and let the new team member throw a red flag if they’re feeling anything but excited.”
These statements detail another dimension to consider which is the employment hiring process and timeline. If top candidates are in such high demand that the process has to be sped up to secure a workforce, this monetary compensation can help to ensure the hiring decision. Although, when the offer was implemented in May of 2020, the offer was $2500, half of what it is now. Ronzio reasoned that they could stay while they looked for another job so they increased the amount to compensate for those with a higher salary range.
Let me preface this by saying that yes, accountability should exist, but I would be interested to know the turnover rate for the hiring team. The cost to the company from this unique approach adds extra weight for those making the decisions on who to hire. The stress the hiring team faces has to be factored into the candidate decisions. How many times can the hiring team get it wrong before they’re let go? While the pressure to hire the right candidate should always factor in, one has to wonder about the effects of this model.
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