Globalisation’s call demands localisation. Just as instruments blend in an orchestra, companies navigating diverse markets must adapt policies to resonate with each region’s unique cultural nuances – their policies must harmonise with each region’s unique cultural symphony.
AHEAD, a Chicago-based tech firm with roots in data centres, recently opened its office in Gurugram in India, aiming to cultivate a workplace that speaks to its employees’ hearts and minds.
“Balancing standardisation with localisation is our key challenge,” admits Kristin Supancich, chief people officer, AHEAD, in an exclusive interview with HRKatha.
Her solution? “A flexible framework,” she explains, “ensuring consistency in core areas while empowering local HR maestros to guide the organisation based on regional melodies.”
For instance, while global payroll might be standardised, benefits such as parental insurance in India, a non-priority in countries with robust healthcare systems, become crucial attractions. Beyond policies, fostering a positive, inclusive culture across borders is critical.
“A flexible framework, ensuring consistency in core areas while empowering local HR maestros to guide the organisation based on regional melodies helps in balancing standardisation with localisation ”
Kristin Supancich, chief people officer, AHEAD
Supancich acknowledges the potential dissonance between US leaders and the Indian workforce. Simple acts such as lunch breaks or fresh air strolls, commonplace in India, can strike a different chord compared to the productivity-focused American culture. Recognising these cultural nuances is vital for effective management, she emphasises.
To bridge this gap, AHEAD incorporates cultural training, focusing on sensitivities and engaging a global, remote workforce. Encouraging leaders to become attentive listeners, actively seeking to understand the diverse rhythms of their teams, builds empathy and fosters cross-cultural understanding. Local resources further provide insights into the reception and appropriateness of policies, ensuring they resonate with the local cultural context.
Attracting local talent requires tailoring communication and job descriptions. “The way we write job descriptions or go after a market depends on where we are,” Supancich explains, referring to the importance of understanding linguistic nuances and the unique tempo of the local job market.
Customising benefits packages is also crucial. This includes wellness programs, work hours, and even basic amenities such as food and transportation. Such personalisation ensures AHEAD’s values resonate with potential hires, contributing to a positive employee experience.
As AHEAD expands, balancing messaging across cultures comes into play. Supancich acknowledges the challenge of adapting mental health messaging, prevalent in the US, to diverse cultural perspectives. Strategic discussions, gauging employee sentiments, and risk assessments ensure positive reception, ensuring the message resonates across the cultural landscape.
Aligning the company’s global image with regional norms is another challenge. What’s progressive in one region might be met with resistance in another. To address this, AHEAD conducts surveys and incorporates exit interview insights to refine its strategies. Low attrition in India suggests the current approach is resonating, but ‘pulse checks’ remain crucial.
Supancich emphasises the importance of observing team dynamics and encouraging open discussions around areas for improvement.
Through cultural adaptation, recruitment customisation, and a focus on wellbeing, AHEAD is composing a truly inclusive and thriving work environment. In a world facing increasing pressures, their approach serves as a harmonious score for those seeking a balanced melody between professional and personal lives.