Intercultural training aims to ease the transition into a new work environment abroad, yet many expatriates underestimate the extent of change they will encounter. What aspects of different professional cultures worldwide are most surprising?
Managing work time and work-life balance
Work hours can vary significantly from country to country. In Japan, for example, the concept of "presenteeism" is prevalent, where employees often stay in the office as long as their boss remains, regardless of whether they have completed their tasks. "This cultural norm has been so entrenched that even governmental initiatives like "Premium Friday," which encourages leaving work at 3 PM on Fridays, have met with mixed success due to the deep-rooted custom of extended work hours", says Jessica, an expat in Tokyo. However, change is gradually taking place, especially among the younger workforce.
In contrast, Germany embraces a concept known as "Feierabend," which signifies the end of the workday and the beginning of personal time. It is common for Germans to start their weekends early, particularly on Fridays, with many companies offering telework options several days a week following the COVID crisis.
The situation is quite different in France, as observed by a German expatriate in Paris. Despite a legal framework for a 35-hour workweek, many professionals often start their day later, take extended lunch breaks, and work well into the evening, which was an initial shock for someone accustomed to an earlier end to the workday.
Heading to China? Prepare for a blurred line between personal life and work. Most Chinese use "Wechat" for both personal and professional communication, often through a single account that mixes messages from both spheres. Additionally, the concept of a fixed weekend may not apply uniformly, so receiving work-related messages on a Sunday should not come as a surprise. The choice to respond, however, remains yours.
The relationship to hierarchy and management
Navigating the relationship with superiors and understanding the hierarchy can be one of the most surprising aspects for expatriates in a new professional environment. Organizations can range from having strict hierarchical structures to the "flat hierarchies" valued in Scandinavian culture. Amélie, sharing her experience in Sweden, highlights the striking balance between quality of life at work and the emphasis on equality and open discussions with managers. In such cultures, even non-managerial staff members are encouraged to share their opinions, which are respectfully received by superiors, who are often addressed by their first name.
In contrast, expatriates might need to adjust their managerial styles significantly in countries like Japan, China, or India. In India, for instance, the professional culture is deeply influenced by traditional social norms, including respect for age and rank, which are reminiscent of familial structures and the caste system. Decision-making in Indian companies tends to be highly centralized, and lower-ranking employees may find it challenging to voice dissent or offer different viewpoints. Moreover, interactions with superiors in these regions are typically more formal compared to the casual, open exchanges common in Nordic countries.
Individual performance and work methods
"I'm American, and living in England, I discovered that people could feel comfortable without constantly focusing on performance and results. It was refreshing to experience a more relaxed atmosphere. I really enjoyed it!" While competitiveness is often associated with Asian countries, this American perspective on always striving for high performance can still be surprising to some despite being a well-known aspect of American culture.
In the United States, the notion of the "self-made man" is a core value, with individuals often encouraged to climb the professional ladder independently. A French expatriate in New York observed, "Performance is crucial here. Individual achievements and efficiency are prioritized over group dynamics, which are more valued in France. You're expected to be constantly innovative and outperform your peers." This emphasis on proactive behavior and risk-taking is integral to the approach towards innovation in several professional cultures.
Countries like the United States and the United Kingdom are known for fostering innovative ideas, along with Israel, often referred to as the "Startup Nation" due to its vibrant entrepreneurial culture. Similarly, Singapore and Estonia are notable for their pioneering roles in digital innovation. Conversely, some countries exhibit caution towards new ideas; in Germany, for instance, decision-making can be protracted and meticulous, with less tolerance for mistakes compared to the United States or Israel.
Japan and South Korea, with their hierarchical work cultures, may also experience delays in innovation. The impact of contrasting professional cultures becomes especially evident during international collaborations, such as subsidiaries or joint ventures.
Alex, who is based in Germany and deals with clients from China in the industrial automotive sector, notes, "Germans take their time to ensure they can meet the precise quantity and quality demands before committing to a Chinese client. Unfortunately, this often means they're too late. The Chinese market moves fast—if you don't respond quickly, they'll turn to another competitor, often within hours." This contrasts sharply with Chinese pragmatism, where commitments are made swiftly, sometimes before it's even clear whether the order can be fulfilled.
