Dear HR Members,
I’m working in one of the IT companies of Mumbai as an HR Manager. We are around 50 people who are from different culture and religion. The first problem which we are having is:
1. Cross cultural differences:
With the very much surprise we have 50 % people who are gujaratis and 50 % people marathis. So, most of the people are a part of group of respective culture. This thing bothers when it comes to performance, let me tell you how! We have 4 departments: In one department its mixture of both Gujaratis and Marathis and its already divided within (though it shouldn’t be). Because of this we are unable to get maximum output from them.
It isn’t like that we have not put any effort to make them unite, from the outside they all are working together happily but we know that their groupism behavior and lack of sync in their work creates bigger problem in the company.
So my friends, suggest what steps I can do!
For your information: We are already doing games and activities.
2. Tracking of tasks:
We have inbuilt software for tracking tasks and even daily we are are making them to fill task sheet every day. Although we are not able to effectively track their task and projects. Kindly suggest me the effective way to keep their task under record.
Regards,
Sneha
From India, Pune
32I’m working in one of the IT companies of Mumbai as an HR Manager. We are around 50 people who are from different culture and religion. The first problem which we are having is:
1. Cross cultural differences:
With the very much surprise we have 50 % people who are gujaratis and 50 % people marathis. So, most of the people are a part of group of respective culture. This thing bothers when it comes to performance, let me tell you how! We have 4 departments: In one department its mixture of both Gujaratis and Marathis and its already divided within (though it shouldn’t be). Because of this we are unable to get maximum output from them.
It isn’t like that we have not put any effort to make them unite, from the outside they all are working together happily but we know that their groupism behavior and lack of sync in their work creates bigger problem in the company.
So my friends, suggest what steps I can do!
For your information: We are already doing games and activities.
2. Tracking of tasks:
We have inbuilt software for tracking tasks and even daily we are are making them to fill task sheet every day. Although we are not able to effectively track their task and projects. Kindly suggest me the effective way to keep their task under record.
Regards,
Sneha
From India, Pune
Hello Sneha,
Let's face it......this sort of situation is always present in any Company....either overtly or covertly AND whether it's a SME or MNC.
And it's always bound to be there in some measure......suggest DON'T try to completely eliminate this attitude--you CAN'T.
What SHOULD finally matter is whether the work is being effected or not.
I am not sure Games & other similar steps handle THIS problem well......they are meant more to inculcate/enhance a sense of rapport/camaraderie/belonging among the staff.
Generally, First & Foremost, the rule of the game is EVERYONE, including the bosses, MUST speak in a common language....English is the choice for IT Companies [to begin with MAY have to be enforced].
The role of the Top bosses & Leads will be critical IF this has to succeed.......
Even if someone asks a query in Marathi or Gujarati, let them reply in English. It will slowly percolate down the lines. If anyone wishes to speak in native languages, they can always do it outside office or in lunch breaks.
Another medium-term solution is to hire those who speak in other languages. That's when the Gujaratis & Marathis would be forced to speak in a common language during interactions.
Pl note that this will be a slow process before you begin to see results. What you ought to observe is WHETHER the improvement is visible over a period of time or not.
All the Best.
Rgds,
TS
From India, Hyderabad
Let's face it......this sort of situation is always present in any Company....either overtly or covertly AND whether it's a SME or MNC.
And it's always bound to be there in some measure......suggest DON'T try to completely eliminate this attitude--you CAN'T.
What SHOULD finally matter is whether the work is being effected or not.
I am not sure Games & other similar steps handle THIS problem well......they are meant more to inculcate/enhance a sense of rapport/camaraderie/belonging among the staff.
Generally, First & Foremost, the rule of the game is EVERYONE, including the bosses, MUST speak in a common language....English is the choice for IT Companies [to begin with MAY have to be enforced].
The role of the Top bosses & Leads will be critical IF this has to succeed.......
Even if someone asks a query in Marathi or Gujarati, let them reply in English. It will slowly percolate down the lines. If anyone wishes to speak in native languages, they can always do it outside office or in lunch breaks.
Another medium-term solution is to hire those who speak in other languages. That's when the Gujaratis & Marathis would be forced to speak in a common language during interactions.
Pl note that this will be a slow process before you begin to see results. What you ought to observe is WHETHER the improvement is visible over a period of time or not.
All the Best.
Rgds,
TS
From India, Hyderabad
Dear TS,
Thank you so much for your wonderful suggestion.
I would like to mention here that we already have that rule to not to speak in native language.
And yes due to these differences we are having impact on our productivity and as well on output.
From India, Pune
Thank you so much for your wonderful suggestion.
I would like to mention here that we already have that rule to not to speak in native language.
And yes due to these differences we are having impact on our productivity and as well on output.
From India, Pune
Hello Sneha,
IF the Rule is already there, then I can say with SURETY that it isn't being followed by the bosses....consequently by the down the line.
Having worked with the categories you mentioned, the usual tendency I found is that they MAY speak in English when in a group, but when the boss or team lead is in one-to-one meetings with a person from his/her region, they most likely switch-over to the native language.......actually very sub-consciously. This is the reason I mentioned 'role of the Top bosses & Leads will be critical'--whether it's in a group or individually, English has to be spoken in the office premises.....FULL STOP.
And let me add that this tendency is not just among the crowd you mentioned.....it's much higher in those belonging to South India.....but yet things have been brought under control in the IT Companies.
All the Best.
Rgds,
TS
From India, Hyderabad
IF the Rule is already there, then I can say with SURETY that it isn't being followed by the bosses....consequently by the down the line.
Having worked with the categories you mentioned, the usual tendency I found is that they MAY speak in English when in a group, but when the boss or team lead is in one-to-one meetings with a person from his/her region, they most likely switch-over to the native language.......actually very sub-consciously. This is the reason I mentioned 'role of the Top bosses & Leads will be critical'--whether it's in a group or individually, English has to be spoken in the office premises.....FULL STOP.
And let me add that this tendency is not just among the crowd you mentioned.....it's much higher in those belonging to South India.....but yet things have been brought under control in the IT Companies.
All the Best.
Rgds,
TS
From India, Hyderabad
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
CROSS-CULTURE.d oc
Cross Culture Work Force.ppt