Part 1: Recruiting from a culturally diverse talent pool
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