The USA and Canada welcomes every year significant numbers of immigrant professionals who have high levels of formal education (Bachelors, Masters and Ph.D.) as well as extensive experience; yet a significant fraction of these immigrants are unemployed or underemployed. The purpose of this book is to help US and Canadian organizations make full use of the significant human capital that immigrants represent. This book will help organizations:Modify their recruitment and selection process to avoid rejecting culturally different candidates for reasons that are not related to their ability to do the job Develop and promote culturally diverse employees to ensure that they retain and capitalize on the new ideas that these employees bring
Highly- practical the book is divided into two parts:-The first part focuses on the recruiting process. It takes readers through the recruiting process used by most organizations and examines why cultural differences can throw this process off . The discussion is framed by an introduction explaining what cultural differences are and a description of cross-cultural communication issues and suggested solutions. The second part examines the retention and promotion of culturally different employees. The turnover of culturally different people is often higher than average and they are proportionately less represented in the higher echelons of large organizations. The work examines the root causes of these issues and proposes solutions that individuals and organizations can implement.
- This book focuses on the impact of cultural difference in the workplace and the challenges that immigrants and their employers experience as a result
- Practical case studies incorporated throughout the text
- How to attract, nurture and keep a diverse talent pool
Primary Readership: HR personnel responsible for recruitment and selection, staffing, training and development, succession planning, organizational development and diversity, Line managers responsible for recruitment and selection, Search firms employees Secondary readership: Employees of non-profit organizations specialized in helping immigrants settle, Government employees responsible for administering immigration policies and immigrant settlement funding. Corporate Universities, MBA programs.
International: This book is geared towards the US and Canadian market. There may be minor sales in the UK, Australia and New Zealand
Part 1: Recruiting from a culturally diverse talent pool Chapter 1 Introduction: What are cultural differences? Key points to be made in this chapter:
„X People attempt to achieve the same objectives in different ways depending on their cultural backgrounds. „X In most cases, immigrants were successful in their home countries, so they attempt to apply the same approaches in North America as they would use back home. When they come from countries that are very different from the USA and Canada, this does not yield the desired results. „X Cultural differences can be described as an iceberg. In most cases, people notice visible differences in dress code, food, etc. As they work more frequently with culturally different people, Canadians and Americans start to notice differences in the sense of hierarchy, male-female relationships, communication styles, etc. Few notice differences in teamwork approaches. „X The recruiting process is particularly prone to cross-cultural misunderstanding because it involves interactions between people who have never met before and who therefore rely on their cultural programming to interpret the other¡¦s behaviour. Recruiters identify best candidates based on their responses to specific questions or their behaviours in specific situations. Candidates try to demonstrate that they are the best for the job by displaying the behaviours or saying the words that they anticipate to be expected by recruiters. Unfortunately, when candidates and recruiters come from different cultural backgrounds, they use different grids of interpretation of behaviours and words; as a result, recruiters misinterpret the actions and words of culturally-different candidates and reject them for reasons that have nothing to do with their ability to do the job. „X Awareness is 50% of the solution: Readers are encouraged to suspend judgement and to try a
- No. of pages:
- © Butterworth-Heinemann 2006
- 2nd December 2006
- Paperback ISBN:
Dr. Laroche has 15 years experience as an international engineer, working with people from more than 50 countries. For the past four years, he has delivered cross-cultural training courses to the employees of a number of technical organizations, from high tech and IT engineering departments. His clients include the IT Department of P&G Canada, the Syncrude Edmonton Research Centre, the Xerox Research Centre of Canada, MPI Software Technologies, AEA Technology Hyprotech, Allied Signal Aerospace, APEGGA, PEO, GTAGA, NR Can, Magna, Wescast Industries, TRW Canada, VAn Rob Stamping, York University, University of Toronto, Appott Laboratories, Janssen Pharaceutica, Johnson & Johnson, Rohm & Haas, etc. Dr. Laroche has delivered over 20 invited talks at technical and HR conferences and published over 80 articles in close to 30 engineering, scientific, HR and business magazines published in six countries.
Principal and Founder, Multicultural Business Solutions, Inc., Toronto, Ontario, Canada
Don Rutherford is Co-founder, Culture Connect an intercultural services company located in Calgary, Canada. Don’s commitment to cross-cultural understanding and effectiveness comes from living and working on four continents. He has traveled to 35 countries and has provided clients’ services in 42 countries. His intercultural articles have appeared in Mexico Business, Business in Calgary and the CBC radio on-line web site. He developed the American Management Association program “Managing a Multicultural Team” and co-authored the Cultural Detective program on Canada.
Co-founder, Culture Connect, an intercultural services company located in Calgary, Canada
"This book is a great success on several fronts. It identifies and frames the key issues extremely well, the examples are fascinating and always to the point, and the advice is well thought out out and very practical. Recruiting, Retaining and Promoting Culturally Different Employees leaves the reader wanting more, not because the authors have left anything important out but because their insights are so valuable." - Craig Storti, Intercultural Consultant and Trainer, and Author of The Art of Crossing Cultures "This work is an invaluable resource for global recruitment. Leading organizations agree that a diverse workforce generates the resilience necessary for a sustainable future. Yet traditional hiring practices obstruct the goal of achieving an ideal employee base. Finally, we have an illuminating, practical guidebook which explains cultural differences in the workplace and expands our worldview." -- Noel Kreicker, President, IOR Global Services "From a talent management perspective North America is in a ‘perfect storm’. Increased globalization, demographics and fierce competition for scarce human capital means organizations are grappling with issues of attraction and retention of employees. Into this storm come Lionel Laroche and Don Rutherford with a beacon of light to guide us. Those who read and embrace the concepts in Recruiting, Retaining and Promoting Culturally Different Employees will find they are being given both the vessel and guidance necessary to weather the storm and will come out the other end wiser, stronger, and fully able to capitalize on the ‘Diversity Advantage’. This is a must read book for recruiters, managers, recent immigrants and anyone in a culturally diverse workplace. Each chapter crisps down complex issues and ideas into bite sized bits of information that are wrapped in stories we can all relate to. The book lays out in an