HRO Today Global Summer 2017 - 13

Cover Story
At-a-Glance Global Preferences
Different cultures call for different approaches to
acknowledging good work. Preferences should
drive the way management delivers recognition.
In individual-oriented cultures, like in North
America and Western Europe, it's more common
and acceptable to call out individual performance
and give recognition publically. In group-oriented
or collectivist cultures, like in the Middle East,
Southern Europe, Asia, and Latin America,
organisations are best served to recognise
outcomes from teamwork and projects.
Here are a few, country-specific generalities to
also consider.
* Japan: Ceremony and etiquette are very
important in Japanese culture, and 'gift giving'
during personal recognition exchange is seen as
meaningful.
* India: Employees in India strongly view specific
recognition as a way to help with their career
growth and development.
* Australia: Informality tends to be more
acceptable. Fairness and opportunities to
recognise teams or teamwork are generally
important to Aussies.
* Britain: Formality and privacy within the business
culture suggests recognition needs to be tightly
aligned to values, strategy and goals.
* Germany: German work cultures tend to
provide employees relatively little recognition.
Personal, individual recognition is highly valued.
Employees want their managers to know them
as individuals, not just as workers.
* France: Fairness and equality are significant to
meaningful French recognition experiences.
* Latin America: Generally, it is more important
here than other countries for recognition to
involve or include senior management. Also,
public recognition is acceptable and highly
valued, and symbolism tends to be more
fundamental than other areas of the globe.
Source: Maritz Motivation Solutions https://www.maritzmotivation.com/blog/general/recognize-employees-globe/
" The representatives will help execute the programme
on the ground and bring cultural-specific suggestions to
the table, " says Findley. " This ensures that all employee
voices are heard and understood. "
This attention to detail allows organisations to get
recognition right. " One of the biggest differences
that presents itself in many cultures is how an award
is presented, " says Findley. " From public recognition
to emails to personal meetings, what is acceptable in
one office may be a cultural faux pas in another. Local
cultures and voices are critical to ensuring a smooth
global rollout. "
Organisations don't want to make a misstep here: It's a
tight talent market across the globe and organisations
need to execute correctly in order to get those high
performers to stay. " Employees have a myriad of career
options, and now more than ever, people want and
need to feel that their work is valued and meaningful, "
says Findley. " It is important to remember that solutions
are not a one-size-fits-all. Companies need to examine
their culture and individual teams to understand
what types of recognition will most effectively inspire
employees in daily tasks and broader company goals.
Our research shows that overall engagement and daily
motivation increases as recognition opportunities rise. "
And that power of recognition is universal across the
globe. " Once you see the effect and what recognition
does to your employees in terms of increasing
engagement, drive, motivation, and output, it becomes
contagious, " says Dow's Söderström. " It's something
that people want to be a part of and that's where you
spread the culture. "
SUMMER 2017 | www.hroglobal.com
[13]
https://www.maritzmotivation.com/blog/general/recognize-employees-globe/ http://www.hroglobal.com

HRO Today Global Summer 2017

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