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Portfolio Milestone 6: The Cultural Impact in an International Organization

Management of human resources across geographical boundaries has always proved for businesses. As a result, businesses are required to have a sound framework to adapt to these cultural differences across cultures. Adopting the following steps will go a long way in offering a lasting solution to the cross border cultural challenges (Reiche, Stahl, Mendenhall, & Oddou, 2016).

The human resource function of an organization should have due diligence checklist that is tailored for the acquiring of personnel within the organization. It should encompass requesting basic information for the general overview of the target company and be customized in such a manner that it accommodates the cultural needs of the target personnel. In case the company is merging with another in a foreign country, it might require formulating new policies so that it will be easier to accommodate employees from the foreign company (Reiche, Stahl, Mendenhall, & Oddou, 2016). This will encompass creation of retention strategy, employee selection and downsizing, and a culturally neutral compensation program for all the employees.

The employees should be updated on the need to avoid prejudice and the use of stereotypes. The human resource managers should teach the existing staff on how to value and respect fundamental differences by doing away with myths about employees affiliated to other cultures. The human resource should educate the employees on how to avoid miscommunication when dealing with diverse cultures. These can be done by familiarizing with materials that address such diversities, listening attentively and asking about clarifications on points, which one did not get clearly. Make communication neutral by avoiding points that tend to exclude a certain group of people (Patrick & Kumar, 2012). The human resource function should build positive relation with the diverse others by seeking from them how well they are communicated with respect and how well their diversities are valued. The human resource function should show them that their contribution is valued rather than treating them as strangers.

References

Patrick, H. A., & Kumar, V. R. (2012). Managing workplace diversity: Issues and challenges. Sage Open, 2(2).

Reiche, B. S., Stahl, G. K., Mendenhall, M. E., & Oddou, G. R. (2016). Readings and cases in international human resource management. Taylor & Francis.