We live and work in an increasingly interconnected world. This means that it is more important than ever to understand how culture impacts the work that we do and the way we relate to others. The Culture Map offers a practical model for “decoding how people think, lead, and get things done across cultures”. Read More
Have you ever considered how you may be perceived by other cultures?
If you’re an Australian working with a typically less direct culture such as Japan, United Kingdom, India or Indonesia, you may find yourself wondering why people won’t tell you exactly what they think. Read More
Cultural intelligence, or CQ, is a real asset to anyone working in today’s complex and dynamic business world. Developing CQ allows you to bridge differences and close knowledge gaps, enabling you to take advantage of the wide range of skills, knowledge and resources made available by an intercultural workforce. Read More
International Consultants Centre has recently undertaken a benchmarking project looking at how companies manage their candidate selection for international assignments. We interviewed companies from a range of sectors to understand current practices and challenges. Read More
Around the world, Australians are generally known as easy-going and friendly people. When it comes to working with Australians, however, there’s much more at play than their sense of humour and casual manner. International Consultants Centre has put together a list of our 5 top tips to help you work effectively with Australians.
International Consultant’s Centre intercultural trainer Annabel Rattigan visited India earlier this year and shares with us three of her experiences that can only happen in India. India is one of my favourite countries in the world. It is full of contradictions. It is chaotic yet calm, generous but tough, colourful but grey, and progressive yet traditional.
The growing risk of terror-related issues can naturally be a source of stress for international assignees and has been found to impact on workplace attitudes, performance and assignment duration (Reiche 2014b). It can also render the recruitment of future expatriate employees much more difficult (Scullion, Collings and Gunnigle 2007). Yet multinationals must still continue to encourage staff to work abroad so as to develop – and train others with – the necessary skill set
required to compete in the international market.
With over 25 years’ experience in Global Mobility and Assignment Management we like to think that we have seen it all and yet one of the things we love about our work is that you never know what each day will bring, there are always surprises; challenges to be met and problems to solve.