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1、Leadership&StrategyWorkforceManagement--WorldsofDifferenceByJonathanKatzLanguageisn'ttheonlycommunicationbarrierwhenestablishingforeignoperations.Everyculturehasitsownworkplacecustomsandexpectations,andsavvymanagersshouldtrytobeknowledgeableaboutthem.CulturalBlunderDec.1,2007--
2、EraserManseemedlikeaharmlessgimmicktopromoteleanmanufacturingthroughouttheglobaloperationsofColumbia,Md.-basedW.R.Grace&Co.Thepinkerasermascotwassupposedtoconveyasimplemessage:eradicateor"erase"waste.Butwhenthe$2.8billionspecialtychemicalsmanufacturerintroducedEraserManduringaf
3、ocus-groupsessioninChina,thecompany'sAsianstaffwasperplexedandperhapsalittlemiffed.That'sbecauseinChina,‘erase’actuallymeansinvisible."Theysaid,'Doyoureallywantthisprogramtobeinvisible?'"recallsMichaelPiergrossi,W.R.Grace'svicepresidentofhumanresources."Ofcourse,theansweris,'no
4、.'"Alsoatissuewasthecolorpink."PinkisjustnotanacceptablecolorinChina;it'sfeminine.Noself-respectingmanwouldwanttobeassociatedwithaprogramthat'smarkedbythecolorpink,"Piergrossiexplains.Grace'sculturalgaffewasn'tunique.Infact,it'sbecomingalltoocommonformanufacturersastheygoglobal
5、.FortunatelyforGrace,themistakewaseasilycorrected(EraserManisnowtaninsteadofpinkandemployeesinChinaareaskedto"simplify"or"reduce"ratherthanerase).Butothermanufacturersworldwidecanfacemuchmoreseriousconsequenceswhentheydon'tprepareforthevaryingcustomsandworkplacepracticesoftheir
6、foreignoperations.Thepotentialfalloutincludestrustissuesbetweenemployeesathomeandabroad,alongwithsafetyandqualitystandardsthatdon'tquitematchupwiththosewithindomesticoperations.Multinationalcompaniesalsoencounterworkforcesthatplacedifferentvaluesonworkplacebenefits.Forinstance,
7、inpartsofAsiaemployersfaceincreasingdemandsfromworkersthatcanmakeattractingandretainingtalentachallenge,accordingtoanIBMreportreleasedinOctober.AccordingtoBigBlue'sGlobalHumanCapitalStudy2008,46%ofhumanresourceexecutivessurveyedintheAsiaPacificregion(excludingJapan)saycompensat
8、ionisakeydriverforattractingcandidates,comparedwith33%
