Cross-Cultural Training Overview:Germany and Brazil

27th April 2011

Moe Dealey - Managing Director

Richard Godwin – Sales Director

Zdenka Faustino – Head of Latin American Training

Carl Selby – Cross-Cultural Training Coordinator

Suzanne Macdonald – Head of Continental European Training

The Culture Bridge Team

Culture bridge was founded in 1997, the organisation originated from United Kingdom, where they began in a small office in Wandsworth, London.

In 2001 prior to the recession, the organisation moved over to Dusseldorf, Germany. Culture Bridge since 1997 have built up strong relationships with numerous multi-national blue

chip energy companies , working along side them to offer cross culture training- ranging from long and short term support.

Culture Bridge

Kirsten SchwabAge:35

Occupation: Project Manager for RWEMSc (Hons) Engineering Management

Employment HistoryWorked with IBM from 1996-1997Headhunted by BP in 1997 – 2001

Applied for Assistant project management job with Eon in 2001, led to project manager till

2005.Spent a year in germany being trained by

nufnarff on trading platforms2006- Joined RWE – shadowed project manager before they left and now runs all major projects

Extremly competitiveHighly spoke of in the

energy sectorKnowledge of basic

spanish

No previous international assignments

Has travelled, but no longer than two/three

weeks at time

Strategic Managers

Programme manager

Developers (programme

rs, architects

etc)

Users

Business Analysts

Front office traders

LogisticsH.R.

Project manager

User experience

Middle sales

Kirstens Hierarchy in Brazil

I’ve a lot of minature diagrams to go into this, will possibly take two / three powerpoints as it involves her team and her role, I’ve matched her role up with previous experience with eon who are based in Dusseldorf- seems to be main city in germany where all the energy co’s are . I’ve also managed to get hold of a trading system built for Eon and have been given permission to use this, if we need it- just a fancy diagram that can go in the power point. I’ve also sent the website link before l publish it, I’ve wrote my blurb about myself, if you guys like the sound of it then l know what to go by. I’ve also given ourselves little moto’s- they are in italic writing on the website, have a look and tell me if you want it edited . I’ve everything done more or less just editing etc, but figured if you guys see this and are happy then when im back or before it l can start getting on board with section c and can mess around with the design of powerpoint, then when im back it’s a case of running through it (hopefully).

Kirstens assignment

Culture Bridge: Bridging The Gap

Cultural Awareness

Capital city Brasilia

Language Portuguese

Population approx. 187 million (62% under age of 29)

Climate mostly tropical, but temperate in south

(average temperature 22-27°C)

Religion Roman Catholicism

Government Federative Republic

Economy largest in South America, 7th largest in the

worldhttp://www.brazil.org.uk/, http://www.suapesquisa.com/clima

Brazil

Germany

020406080

UAI PDI IND MAS

7665 69

3838

67

3868

Adapted from Hofstede & Hofstede (2005) from Luthans & Don (2009)

Hofstede`s Dimensions

Cultural Differences GERMANY Polychromic culture When invited for dinner arrive on

time Written communication is

favoured Honest, rational, say what they

think (literal and direct culture) Doing culture

BRAZIL Relaxed and flexible approach to

time Arrival at dinner should be at

least 30 min later Face to face communication

preferred Small lies told to avoid

confrontation, not to hurt anyone`s feelings (coded and diplomatic culture)

Being culturehttp://www.worldbusinessculture.com, http://www.kwintessential.co.uk

GERMANY (65%)

Belief in experts and their knowledge

Technical skills and strong and clear leadership required

Methodical approach with clear indentified goals

Considerable amount of preparation and in depth planning (meetings, schedule, etc to avoid ambiguity)

Lots of rules and regulations

BRAZIL (76%)

Highly structured “Custo Brazil” – real cost of

business (legal & bureaucratic complications, etc)

Law, rules, regulations and religion used to avoid uncertainty

http://www.worldbusinessculture.com, Hofstede, G, (2002) "Difference and danger: cultural profiles of nations and limits to tolerance" from Albrecht, M,

Uncertainty (UAI)

GERMANY (38%)

Decentralized and flatter organizational structure (functional structure)

Equal qualifications Exercise of power is more flexible Strong respect for authority

(formal relationships, even in public)

BRAZIL (69%)

Very hierarchical, decisions made at most

senior levels

Clear instructions are necessary if task to

be performed fully

Lot of internal politics

Understanding of the corporate power

structure is important

Relationships and personality come

before business

http://www.worldbusinessculture.com

Power distance (PDI)

GERMANY (67%)

Competence over seniority Free market economy encourages

individualistic tendencies Status and position is based on

individual achievements Business and family life is

separate

BRAZIL (38%)

Seniority over competence Publicly own companies

encourage collective culture Loyalty and trust over individual

needs (relationships orientated) Importance of family (also evident

in business culture)

Adapted from Malinak (2007) from http://www.communicaid.acom, http://www.worlbusinessculture.com

Individualism/Collectivism (IND)

GERMANY (68%)

Professional goals are more important than personal

Assertive, tough, competitive and focused on material success

Work balance is of low importance

Gender quality Emotion is seen as weakness

BRAZIL (38%)

More caring for others, less self centered

More emphasis on work balance (quality of life)

Traditional values (dominance of men in workplace, although business women are treated fairly)

Very tactile and emotive culture

www.kwintessential.co.uk

Masculinity (MAS)

DO`S

time spent on building relationships is never wasted

Pay attention to your appearance Do your homework (“custo brazil) Use local legal expertise Manage Learn language Make sure you deal with decision

maker Be yourself, be honest

DON`TS

Show feeling of frustration or impatience

Publicly criticize your Brazilian counterparts

Worry if agendas at meetings are not followed

Change your negotiating team Rely on emails to give

information Be detached Avoid the use of humor in

business situations Speak Spanish

Adapted from Malinak (2007) from http://www.communicaid.com, http://www.worlbusinessculture.com

Brazil

Culture Bridge: Bridging The Gap

The Training Programme

To provide an understanding of the challenges of working in a different country and culture

To help Kirsten be more effective in Brazil, by giving her a knowledge of local business challenges, customs and practices and the business environment in Brazil

Enabling Kirsten to develop a positive relationship with contacts in Brazil from day one (colleagues, suppliers and customers)

To raise awareness of ‘culture shock’ and to advise on ways to overcome it

To maximise RWE’s chances of success in Brazil

Learning Objectives/Outcomes

Training Methods and Tools Pre-Training Preparations Training Schedule and Content

◦ Prior to Departure◦ Post Arrival◦ Post Return

Cost Benefits Review Questions

Training Overview

Classroom seminars (face-to-face, one-to-one)

Online courses and videos Role plays and behaviour modelling Reading materials Paper-and-pen tests

Training Methods and Tools (1)

‘Rosetta Stone’ language learning software Case studies Orientation upon arrival On-the-job coaching and training Business games and quizzes

Training Methods and Tools (2)

Dynamic Immersion methods Used by enterprise, Governments,

educational establishments

(images)

Rosetta Stone

Quickly ascertain Kirsten’s current knowledge of the destination country. Completed online with instant marking and feedback.

Intercultural Quizzes

(insert video of Brazilian man)

Training Video

Balance of Training

Training Methods and Tools Pre-Training Preparations Training Schedule and Content

◦ Prior to Departure◦ Post Arrival◦ Post Return

Cost Benefits Review Questions

Training Overview

Needs Assessment / readiness level measurement◦ How CB will determine her readiness – what tests done

Online test – worldbusinessculture.com example Amount, content and type of training depends on:

◦ Client knowledge of destination culture◦ What level expected by RWE◦ Kirsten’s role in the assignment◦ Assignment type (functional)

Kirsten’s learning styles

Observation, testing, experience, anecdotal evidenceVisual, auditory, kinaesthetic training etc

Language training (Rosetta Stone) Key industry vocabulary

Pre-Training Preparations

Honey & Mumford

Learning Styles

Training Methods and Tools Pre-Training Preparations Training Schedule and Content

◦ Prior to Departure◦ Post Arrival◦ Post Return

Cost Benefits Review Questions

Training Overview

1. Working Overseas◦ An introduction to international work assignments

2. Brazil: Overview◦ Geography, location, climate, politics, history, currency, tax, housing, local laws,

values and customs, national holidays, natural disasters

3. Everyday Life In Brazil◦ Safety and security, transportation and travel, communication, embassy and

consular contacts, banking, health and medical services, dress code, shopping hours of business

4. Language Training◦ Advanced Portuguese, and industry-specific vocabulary

5. Cross-Cultural Business Training◦ Business Etiquette, Culture Shock

Prior To Departure

Training Methods and Tools Pre-Training Preparations Training Schedule and Content

◦ Prior to Departure◦ Post Arrival and During Assignment◦ Post Return

Cost Benefits Review Questions

Training Overview

Recap of pre-departure material

Meet-and-Greet◦ Tour of the area, meet colleagues, suppliers and customers

Cultural Awareness and Sensitivity◦ Common mistakes

Doing business in Brazil◦ How business is done, running meetings, leadership, grievance, managing virtual teams

Homesickness◦ When it will happen, its likely symptoms, overcoming it

Ongoing Language Training

Ongoing support throughout the assignment◦ By telephone and videoconferencing.◦ Three-monthly face-to-face meetings

While Kirsten is on Assignment

Training Methods and Tools Pre-Training Preparations Training Schedule and Content

◦ Prior to Departure◦ Post Arrival and During Assignment◦ Post Return

Cost Benefits Review Questions

Training Overview

Re-Integration◦ The industry environment

Reverse Culture Shock

Post-Return

All packages tailored to the client

Typical Costs:Prior to departure◦ £1800 per full day, per person◦ £900 per half-day, per person

Whilst Kirsten on assignment◦ £1000 total, for access to support and quarterly meetings

Post-return◦ £300 for half-day workshop

Industry average training = £2500 per day!

Cost

Efficient, targeted training for Kirsten based on a thorough evaluation of her requirements

Industry-specific, up-to-the-minute training “Get It Right First Time” whilst on assignment –

with no costly or embarrassing mistakes Helping Kirsten build understanding and trust

with contacts, and to develop her professional network in Brazil

Full start-to-finish support throughout the assignment

A happy Kirsten!

Benefits Recap

Any Questions?

Thank You

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Cole, T., 2011. German Blue Chips agree compromise on gender quotas. Mail on Sunday Financial Mail Women’s Forum. 5 April. Available from: http://www.fmwf.com/media-type/news/2011/04/german-blue-chips-agree-compromise-on-gender-quotas/ [Accessed 18.4.11].

Embassy of Brazil in London. 2011. Economy and Trade. Available from: http://www.brazil.org.uk/ [Accessed March 2011].

Gullahorn, J. T. and Gullahorn, J. E., 1963. An Extension of the U-Curve Hypothesis, Journal of Social Issues, 19, 3, 33-47.

Hofstede, G. 1991. Cultures and organisations: Software of the mind. London : McGraw Hill.

Hofstede, G, 2002. "Difference and danger: cultural profiles of nations and limits to tolerance" from Albrecht, M, International HRM : managing diversity in the workplace pp.9-23, 658.3008/ALB: Blackwell Publishers.

ITIM International, 2009. Geert Hofstede Cultural Dimensions. Available from: http://www.geert-hofstede.com/hofstede_germany.shtml [Accessed March 2011].

Kwintessential. Brazilian society & culture. Available from: http://www.kwintessential.co.uk [Accessed April 2011].

Luthans, F., and Doh, J, P., 2009. International Management – culture, strategy, and behaviour. 7 th ed. New York : McGraw Hill.

Mumford, A., 1995. Learning Styles and Mentoring. Industrial & Commercial Training. 27 (8), 4-7.

Malinak, C., 2007. M A. Intercultural Communication. CIA World Factbook. Available from: http://www.communicaid.com [Accessed April 2011].

Sua pesqusa. 2008. Clima do Brasil. Available from: http://www.suapesquisa.com/clima [Accessed April 2011].

Worldbusinessculture. Doing business in Germany. Available from: http://www.worldbusinessculture.com/Business-in-Brazil.html [Accessed March 2011].

Worldbusinessculture. Doing business in Germany. Available from: http://www.worldbusinessculture.com/Business-in-Germany.html [Accessed March 2011].

References (continued)].