Article 6: Navigating Cultural Dimensions: Impact on Recruitment and Selection

Introduction

In today's globalized business world, companies are working more and more with people from different cultural backgrounds. These cultural differences can have a profound impact on the way people think, behave, and work. Geert Hofstede's theory of cultural dimensions is a useful framework for understanding these differences.

Hofstede's theory identifies key aspects of culture that have an impact on the way we interact in professional settings. These aspects include how we perceive authority, whether we prioritize individual or group goals, and how we deal with uncertainty (Orr, L. M., & Hauser, W. J. 2008).

In this article, I would like to explore how these cultural dimensions relate to the crucial processes of recruitment and selection in the human resources (HR) field. Through an understanding of these connections, organizations can make more informed decisions about the hiring of employees from different cultural backgrounds.

Let's look at how culture plays an important role in who is hired and why, and then discuss the practical implications of these cultural dimensions for job advertisements, interviews, assessments, and the overall diversity and inclusiveness of organizations. In the end, you'll see how cultural awareness in the recruitment and selection process can lead to stronger, more harmonious, and more successful international teams.

What are Hofstede's Cultural Dimensions?

Geert Hofstede was a Dutch social psychologist and organization theorist. He developed the Hofstede cultural dimensions theory and is best known for his research on cross-cultural groups and organizations.

After graduating, Hofstede worked as a researcher for IBM. He conducted a survey of IBM employees in over 70 countries. The results of this survey led to the development of his cultural dimensions theory, which identifies six dimensions of national culture:

1. Power distance: The extent to which people accept that power is unequally distributed in society.
2. Uncertainty avoidance: The extent to which people feel threatened by uncertainty and ambiguity.
3. Individualism/collectivism: The extent to which people value individual or group goals.
4. Masculinity/femininity: The extent to which cultures value traditionally masculine or feminine traits.
5. Long-term orientation/short-term orientation: The extent to which cultures value the past, present, or future.
6. Indulgence/restraint: The extent to which people allow themselves to enjoy life and have fun.

Geert Hofstede's cultural dimensions provide an approach for understanding how different cultures around the world (rather than individuals) tend towards thinking, behaving, and working based on six key dimensions. These dimensions help us to see how cultures differ from each other and how these differences can affect the way organizations recruit and select employees (Dunakhir, S; Idrus, M. 2020).
Allow me to try to explain these six dimensions.

- Power Distance Index (PDI): This dimension measures the extent to which people in a society accept that there is an unequal distribution of power. In cultures with a high PDI, there is an expectation and acceptance that there will be a clear hierarchy in society, with some people having more power than others. In cultures where the PDI is low, people are more likely to question authority and to challenge the status quo.

- Individualism vs. Collectivism (IDV): This dimension measures the extent to which people in a society are integrated into groups. In cultures that are individualistic, people value their independence and self-reliance. They are more likely to focus on their own goals and achievements rather than on the goals of the group as a whole. In collectivist cultures, people value the harmony and co-operation of the group. They are more likely to put the needs of the group ahead of the needs of themselves.

- Masculinity vs. femininity (MAS): This dimension measures the extent to which a society values traditional masculine values or traditional feminine values. Masculine cultures place a high value on achievement, competition and material success. Feminine cultures value co-operation, modesty and quality of life.

- Uncertainty Avoidance Index (UAI): This dimension measures the extent to which people in a society feel threatened by uncertainty and ambiguity in their lives. In cultures with a high UAI, people have a preference for clear rules and regulations. They are less comfortable with changing and ambiguity. In cultures where the UAI is low, people are more comfortable with uncertainty and ambiguity. They are more likely to be willing to take risks and to experiment.

- Long-term vs. short-term orientation (LTO): This dimension measures the extent to which a society is focused on the past and the present, or on the future. Long-term oriented cultures value thrift, perseverance and delayed gratification. They tend to focus more on the future and are willing to sacrifice in the present to achieve long-term goals. In short-term-oriented cultures, people value tradition, quick results and immediate gratification. They tend to be more focused on the present and are less willing to sacrifice for the future.

- Indulgence vs. Restraint (IND): This dimension measures the extent to which people in a society allow themselves to indulge their desires. In cultures with a high level of IND, people have a relaxed attitude to life and enjoy themselves. They are more likely to have fun and to be in pursuit of their desires. In cultures where the IND is low, people have a more restrained approach to life and are more likely to keep their desires under control.

Let's apply this frame on Sri Lanka in comparison with the United States of America. The outcome will look like this. 

Figure 1: The values for the 6 dimensions of Sri Lanka and The United States of America

Power Distance:

Sri Lanka has a high power distance score of 80. This means that people in Sri Lanka accept a hierarchical order in which there is a clear distinction between those who have power and those who do not. This is reflected in the way that organizations are structured, with a clear chain of command and a focus on authority.

Subordinates in Sri Lanka expect to be told what to do and they respect their superiors. The ideal boss is seen as a benevolent autocrat who is fair and just right.

The USA has a low power distance score compared to Sri Lanka. The United States is a low power distance society, which means that people are not expected to defer to authority figures. Instead, people are expected to be treated with respect, regardless of their position in society. This is also reflected in the way that American organizations are structured. Hierarchies are typically flat, and managers are accessible to their employees. Employees are expected to be self-reliant and to take initiative.

Individualism vs. Collectivism:

A low score of 35 in this dimension means that Sri Lanka is considered a collectivistic society. This means that they place a high value on group harmony and cooperation, and they are more likely to put the needs of the group ahead of their own needs. This is reflected in the way that Sri Lankans interact with each other, as well as in the way that they make decisions.

The collectivistic nature of Sri Lankan society can have a significant impact on the way that business is conducted. For example, employers in Sri Lanka are more likely to hire and promote people who are seen as being loyal to the company and who are willing to put the needs of the company ahead of their own needs. Additionally, decision-making in Sri Lankan businesses is more likely to be made by consensus, as opposed to by a single individual.

The United States scores high on individualism, which means that people are more likely to value their own independence and personal goals than the goals of the group. This is reflected in the way that Americans are more likely to put their own needs ahead of the needs of the group. They are also more likely to focus on their own careers and personal development.

Masculinity vs. femininity:

Sri Lanka, with a very low score of 10, is thus considered a Feminine society. In Feminine countries the focus is on “working in order to live”, managers strive for consensus, people value equality, solidarity and quality in their working lives. Conflicts are resolved by compromise and negotiation. Incentives such as free time and flexibility are favoured. Focus is on well-being and status is not shown or emphasised. reflected in the way that Sri Lankans behave in the workplace, as well as in the way that they raise their children.

The score of the US on Masculinity is high at 62, and this can be seen in the typical American behavioral patterns. People are more likely to value traditional masculine traits such as assertiveness, competition, and material success. This is reflected in the way that Americans are more likely to value achievement and success. They are also more likely to be direct and assertive in their

Uncertainty Avoidance:

The relatively intermediate score of 45 indicates that Sri Lanka does not indicate a strong preference. which means that people in Sri Lanka tend to be uncomfortable with uncertainty and ambiguity. This means that they prefer clear rules and procedures, and they are less likely to take risks. This is reflected in the way that Sri Lankans make decisions, as well as in the way that they deal with change.

The US scores below average, with a low score of 46, on the Uncertainty Avoidance dimension, which means that people are more tolerant of ambiguity and uncertainty. This is reflected in the way that Americans are more likely to take risks and to embrace change. They are also more likely to be open to new ideas and experiences.

Long-term vs. short-term orientation:

With an intermediate score of 45, Sri Lanka does not indicate a strong preference in this dimension, This means that people in Sri Lanka tend to focus on the present and the past, rather than on the future. This is reflected in the way that Sri Lankans make decisions, as well as in the way that they manage their finances.

The United States scores a low 26 on the fifth dimension. This is a normative score. Americans have a tendency to analyse new information in order to verify its accuracy. Therefore, the culture does not necessarily make most Americans pragmatic, although this distinction should not detract from the observation that Americans are very practical, as reflected in the 'can-do' mentality mentioned above. These beliefs include issues such as abortion, drug use, euthanasia, firearms, and the scope and rights of government, states and citizens.

Indulgence vs Restraint:

There is presently no rating for Sri Lanka in this area. However, if we consider the culture, Sri Lankans tend to demonstrate greater discipline and avoid giving into their desires. This is evident in their eating preferences, drinking habits, and public conduct.

The United States scores as an Indulgent (68) society on the sixth dimension. This, in combination with a normative score, is reflected by the following contradictory attitudes and behaviour:

Work hard and play hard. The States has waged a war against drugs and is still very busy in doing so, yet drug addiction in the States is higher than in many other wealthy countries. It is a prudish society yet even some well-known televangelists appear to be immoral.

Understanding these cultural dimensions is critical to global recruitment and selection. It helps organizations tailor their approach to the expectations and values of the cultures in which they operate. This will ensure a better fit between the employee and the culture of the workplace, leading to more successful and more harmonious teams.

Applying Hofstede's cultural dimensions to recruitment and selection

You may be wondering why we use Hofstede's framework for the cultural dimension rather than another one, such as Trompenaars' cultural dimension.

According to Budhwar and Sparrow (2002), Jones (2007) as cited in Ahlawat (2017), the reason for choosing only the work of Hofstede on cultural aspects is that he established the framework for research on national cultures and his work is the most cited among many other researchers who have worked in the same field of national cultures.

The validity and reliability of Hofstede's work on national culture has been the subject of research by many researchers. Many studies have been developed that have confirmed the accuracy of Hofstede's work and the cultural dimension he provided (Soundergaard 1994, 453 cited in Jones 2007, cited in Ahalawat 2017).

Furthermore, Trompenaars model is not a perfect match. Hofstede's power index is not only about the allocation of status, but also about the acceptable power distance within a society, which is an area that Trompenaars and Hampden-Turner do not touch.

Hofstede's cultural dimensions can be applied to recruitment and selection in a number of ways, including:

• Job advertisements:
• Tailoring language and tone: The language and tone of job advertisements should be tailored to the cultural values of the target audience. For example, in cultures with high power distance, a formal and respectful tone may be preferred, while in cultures with low power distance, a more casual approach might be acceptable.
• Content alignment: The content of job ads should also be aligned with the cultural values of the audience. If a culture values individualism, emphasize opportunities for personal growth and achievement. In collectivist cultures, stress teamwork and collaboration.
• Interviewing techniques:
• Adjusting questions and styles: During interviews, questions and interview styles should be adapted to accommodate cultural differences in communication and expression. For instance, in some cultures, direct and assertive communication is expected, while in others, indirect and polite communication is the norm. Interviewers should be aware of these nuances.
• Assessment methods:
• Considering cultural context: When choosing assessment tools, cultural considerations should come into play. Not all assessment methods may be valid or fair in different cultural contexts. For instance, a written test might not accurately assess a candidate's abilities in a culture where written communication skills are less emphasized.
• Candidate evaluation:
• Managing cultural biases: Cultural biases can influence how recruiters and hiring managers assess candidate qualifications and fit within the organization. It's important to recognize and mitigate these biases. For example, avoid favoring candidates who share similar cultural backgrounds with the interviewers.
• Diversity and inclusion:
• Promoting diversity: Emphasize the importance of diversity and inclusion in recruitment and selection processes. Understanding Hofstede's dimensions can help organizations actively seek diverse candidates and create an inclusive workplace.
• Cross-cultural training: Provide cross-cultural training for HR professionals to increase their cultural awareness. This training can help recruiters appreciate the value of different cultural perspectives and foster a more inclusive environment.

By considering these issues when recruiting and selecting, organizations can attract a broader range of talent, reduce bias, and create a more inclusive workplace that values and respects cultural differences. As well as strengthening the organization, this approach promotes harmony between employees from different backgrounds.

Best Practices for Global Recruitment

Global recruitment can be linked to Hofstede's Cultural Dimensions in various ways. Here's how each practice aligns with or incorporates elements of Hofstede's dimensions 

Cultural sensitivity

• Understand the local culture: This means taking the time to study and understand the cultural norms, values and practices of the specific region or country where recruitment is occurring. For example, if a culture has a high 'power distance', this will mean that authority and hierarchy are highly valued. Recruiters need to be aware of this so that they can adapt how they approach recruiting accordingly.
• Respect cultural differences: This involves showing respect for the differences in the way people from different cultures think and behave. This means that you need to avoid assuming, based on your own cultural background. For example, recognising that what might be considered assertive in one culture might be considered rude in another, and adjusting how you behave accordingly.

Cross-cultural training for HR professionals

• Training programmes: These programs are designed to educate HR professionals about the different aspects of Hofstede's cultural dimension. They learn how these dimensions can affect how they interact with candidates, communicate, and behave in the workplace in general.
• Awareness raising: This encourages HR teams to cultivate an open and curious mindset when it comes to dealing with candidates from a variety of cultural backgrounds. It means being receptive to learning about and appreciating different cultural perspectives, to avoid prejudging.

Cultural fit assessment tools

• Cultural fit assessment: This tool is used to assess whether the cultural values of a candidate are in line with those of the organisation. For example, if a company highly values individualism and innovation, a candidate from a collectivist culture may not be best suited.
• Behavioural interviews: These interviews focus on understanding how candidates have adapted to different cultural environments in the past. It helps to assess their ability to thrive in a multicultural workplace, which is relevant to Hofstede's dimensions, in particular the adaptability and the long term vs. short term orientation.

Diverse interview panels

• Include diverse perspectives: This practice involves the involvement of interviewers from a variety of cultural backgrounds in the selection process. It recognises that candidates may have a unique set of experiences and perspectives that are shaped by their culture. This is in line with Hofstede's idea of taking into account different cultural dimensions in making a well-rounded recruitment decision.

Language assessment

• Language skills: Although this assessment is not directly related to Hofstede's dimensions, it assesses the ability of a candidate to communicate effectively in the language that is required for the job. Effective communication is influenced by cultural dimensions, as different cultures may have different ways of communicating and prefer to communicate.

Diversity goals and policies

• Set diversity goals: Setting Diversity Goals and Policies demonstrates a commitment to working towards inclusiveness in the workplace. This commitment can be seen as an extension of the respect for cultural differences and the active promotion of diversity, which is in line with Hofstede's cultural dimensions.

Continuous feedback and adaptation

• Feedback mechanisms: The creation of feedback mechanisms is an opportunity for candidates to provide input into the recruitment process. This is in recognition of the need for adaptability in recruitment processes as cultural dynamics and expectations may change over time, in line with Hofstede's framework.

Legal and ethical compliance

• Legal knowledge: Ensuring compliance with the law during the recruitment process considers ethical factors, many of which are affected by the cultural values described in Hofstede's dimensions. Various cultures may have different expectations of fair treatment and ethical behaviour in recruitment.

Relocation assistance

• Relocation Support: Providing aid with cultural adjustment to expatriates acknowledges the influence of cultural dimensions on their experience. Such support may include language training, cultural orientation and assistance in obtaining visas and permits.

Measure and adjust

• Data and metrics: The collection of data on the effectiveness of global recruitment processes includes an assessment of how well these processes are aligned with cultural dimensions. This will enable organisations to pinpoint areas for enhancement and modify them accordingly, in accordance with Hofstede's recognition of the changing dynamics of culture.

Incorporating these best practices into global recruitment processes can aid organizations in navigating cultural differences, as indicated by Hofstede's Cultural Dimensions. This can create an environment where cultural diversity is valued, respected, and utilized for success.

Conclusion

In today's globally intertwined business landscape, recognizing and respecting cultural diversity in the hiring process is not just a choice, but a strategic necessity. Geert Hofstede's Cultural Dimensions Theory has provided useful insights into the significant differences in cultures across the world. These variances have a significant impact on the selection of candidates and the approaches employed during the hiring process.
Consider, for example, that cultures with a high-power distance place importance on strict hierarchies and authority that can influence employment decisions. Conversely, in cultures with a low power distance, the focus is more on qualifications and competencies. Similarly, cultures that value individualism prioritize personal achievements, directing hiring practices towards individual accomplishments. In contrast, cultures that value collectivism prioritize teamwork and group cohesion above individual achievements, therefore highlighting the importance of assessing a candidate's compatibility within a team. These cultural variances, highlighted by Hofstede's dimensions, are significant not only for comprehension, but also for appreciating the diverse views and principles that candidates from different backgrounds bring to the workplace.

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Dunakhir, S; Idrus, M. (2020). Cultural Values and Perceived Audit Quality: A Conceptual Framework, J. Fin. Bank. Review, 5 (3): 78 – 83. (https://doi.org/10.35609/jfbr.2020.5.3(2) JEL Classification: M4, M42.)

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