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By Tara Neilsen
While cultural preparation allows assignees transferring to India to appreciate the similarities to Western business practices, it also prepares employees for the unexpected surprises. Brabazon presents a portrait of India as an expatriate destination, including modern technology, strict chains of command, and the occasional cattle traffic jam. First in a series.
Say "India" and many people think of Gandhi, the Taj Mahal, or even a rich, fragrant curry; most are unaware that India also is a desirable relocation destination. In fact, the 2001 GMAC Global Relocation Trends Survey shows India to be among the top five emerging destinations, and it has been among the top six emerging locations since the beginning of the survey eight years ago.
India is quickly developing as a center for research and development facilities, and IT research centers and related fields are finding it to be an extremely viable location. Large universities and engineering institutions abound-with the intellectual power to match-and despite lingering government red tape and bottlenecks in the build-up of airports, roads, ports, and power supplies, international industries obviously recognize the vast potential of this exotic locale.
Clearly, India has come a long way since reopening its economy to international investment in 1992. Although there have been economic- and government-related rough spots, India has managed to hold its own in the global business economy, and continued international investment is expected.
Avoiding Cultural Quicksand
The most important thing to provide expatriates and transferees to India is effective intercultural training, preferably before they leave, as well as when relocating in-country. It is also helpful for families to have on-the-ground support for homefinding and settling-in-a trusted individual whom they can ask sensitive questions about the culture.
Because many Indians are highly educated and can speak English well, direct conversations are not challenging. However, understanding the meaning of what was said and navigating the cultural differences can be. There are 15 separate languages and more than 1,000 dialects in India. Add to the mix the various religious factors and the caste system, the combination is sort of a cultural quicksand for employees with no intercultural preparation.
If that is not enough, in and outside of major cities the road conditions often are poor and cattle can be found roaming the streets freely. Holes in the country's infrastructure result in power shortages throughout the day, and weather conditions often are extreme. Such difficulties can be daunting even under the best circumstances, but it is vitally important to the success of an assignment that employees are prepared for such occurrences.
Details of Daily Life Safety issues must be considered in any assignment overseas. Meera Vasudevan, a partner at ASG-Omni, a management consulting firm based in Stamford, CT, said "I've just returned from spending the month of January in India, and I experienced no extraordinary concern or need for increased security.
Editor's note: Recent flare-ups on the India-Pakistan border raise cause for concern. It is advisable to consult the U.S. State Department or local U.S. consulates before planning travel to the region.
Native Indians typically are less threatened by current regional conflicts than Westerners might be because the proximity of India to Pakistan has made political tension a constant companion.
"Certainly, the major cities are not quite as safe as many U.S. cities, but that is because there is so much poverty in India," said Vasudevan. "On the other hand, gun violence as we know it here in the United States is almost unknown in India."
A cautionary footnote: Women will want to be especially careful of observing local customs in terms of dress in the smaller towns, as such areas tend to be more conservative and less tolerant of differences. For instance, a woman strolling through the local market in shorts would no doubt attract unwanted attention from the locals.
Health services in urban centers tend to be good; hospitals offer high-quality treatment using the latest technology and techniques. Emergency medical service is still a bit lacking outside of the major cities, though, and there is not a reliable emergency system providing speedy ambulance service. However, expats typically have access to cars and sometimes drivers, so hospital access should present little problem if the need arises. Employees also should know about water filtration/sterilization methods, along with proper food preparation methods, to protect their family's health.
Understanding Indian etiquette plays an important role in helping expats and families have a positive experience in India. The most common social courtesy is a greeting with hands folded as in prayer, which is known as namaste. In business circles and in more Westernized social circles in the major metropolitan areas in India, shaking hands is the norm. In more traditional milieus or in smaller towns, women should be greeted with a namaste. Men usually will shake hands, though it is still common to exchange business cards using the right hand only, as the left hand is considered unclean. Business superiors should be addressed formally, as first name references are relatively uncommon.
When Yes Means No
Because the Indian people value harmonious, peaceful interaction with others, conflicts seldom arise. However, deciphering how an Indian colleague really feels can prove tricky, and the word "yes" should not be taken at face value.
An Indian may outwardly agree with an expat colleague out of concern of disappointing or even offending the colleague. In cases where the expat is a manager, an Indian might even feel compelled to seek approval from a fellow Indian colleague in a position of authority. The following suggestions should aid in cultivating straightforward business relations with Indian colleagues:
While this may come as a surprise to expats, in India virtually everything involves some level of negotiation, and most Indians need to engage in the negotiation process in order to feel satisfied. If on the receiving end of a transaction, it is expected that a better price or terms will be asked for, and there should be no hesitation to do so. If the situation is reversed, be prepared to offer concessions in order to make the deal feel like a "win/win" situation. If what is offered is non-negotiable, than clearly state this up front to avoid misunderstandings.
An Evolving Culture
While it clearly retains strong behavioral ties to its past, India has one foot firmly planted in the new millennium. Nevertheless, in a risk-adverse culture such as India's, change is still a slow process and must be initiated at the top levels of hierarchy.
"Corporate India is eager to change and reinvent itself," said Vasudevan. "Most people will argue and debate the issue at hand and the necessity of proposed changes, but once they agree they will be enthusiastic and committed."
Employees on assignment in India will find themselves facing various challenges inherent in working within the framework of such an ancient culture. According to Rita Wuebbeler, president of Inter Globe Cross-Cultural Business Services, Atlanta, GA, Indian culture may present a challenge to employees of companies whose corporate culture espouses a "just do it" attitude. Because of their respect for hierarchy, Indians find it difficult to take action without prior approval of a manager, because doing so could inadvertently cause the manager embarrassment.
Similarly, decision-making is another source of frustration for expat managers, since an Indian worker will want to take time to gather all relevant information prior to arriving at a decision, as well as observing a strict chain of command when it comes to finalizing matters.
Rush-hour Cattle Jams
A successful assignment in India, then, will depend on the employee not only keeping an open mind in terms of working with colleagues whose business and cultural mindset is different, but also on going to India with a realistic set of expectations. Again, the importance of intercultural training is paramount, so employees and their families can minimize culture shock. Ongoing on-the-ground support is critical, too, and can go a long way toward helping families become acclimated to their new surroundings.
While some expats express their surprise that Indian work environments are remarkably similar to our own, remaining open to the unexpected differences and managing expectations about Indian life is the key to a smooth transition.
After all, getting stuck in a rush-hour cattle traffic jam outside New Delhi or Mumbai does not have to be a frustrating experience. If employees are trained to keep their expectations flexible, and can learn to expect (and even embrace) the unexpected, they will be happier and more productive at work in India.
Tara Nielsen is Director of Global Alliance Management for GMAC GRS. She has lived in Europe and North America and travels extensively worldwide. Tara has a B.A. in politics from Salve Regina University, a Masters in Public Administration from George Washington University, and a Graduate Certificate in International Business from Boston University- Brussels, Belgium campus. She speaks Lithuanian, Danish, Spanish, French, and her native language of English. Tara is a member of the Employee Relocation Council, Association for Psychological Type, and is on the Board of the SIETAR New York chapter. She is a certified MBTI facilitator and has completed two summer sessions at the Summer Institute for Intercultural Communication and one session with the Intercultural Management Institute in Washington, DC. Tara is a regular speaker at the IMI conference in Washington, DC held each spring. She has also been a speaker at conferences in Poland, Bulgaria, Belarus, Estonia, Latvia, and Lithuania.
Together with managing the direct delivery of intercultural services, Tara is responsible for The Country Club, a bi-monthly strategic training initiative to discuss the cultural dynamics that can pose a unique challenge when communicating with colleagues and clients from other countries. Each gathering is a practical tutorial highlighting a specific target country. Developed to provide important insight into the communication and work styles of other countries, the program has met with overwhelming interest within the company as well as from clients as it has universal applicability. The Country Club sessions are accredited by ERC and can be applied to continuing education credits. For more information on how you can join The Country Club, contact Tara Nielsen tara_nielsen@gmachs.com.