Offshore Teams and six guidelines for improving the Cross-Cultural proficiency

Growing numbers of Indian companies are coming to realize that the ability of their employees to communicate and interact more effectively is an important competitive factor. Training in "soft skills" is no longer as undervalued in India as it used to be. American companies in India are also showing more keenness to develop the business and leadership skills of their Indian employees and to move gradually from the cheap labor or staff augmentation model to one where the Indian operation is a value-adding center of brilliance.

Cross-cultural competency

How the offshore teams in India being trained to improve their cross-cultural competency is an important issue.

An approach tends to be in-house programs developed by a local human resources staff that has often spent little if any time in the United States works environment or engaging local training providers who offer generic programs on a wide range of "soft skills" topics.

The content of cultural training will tend to be weighted towards form more than substance -- more concerned with handshakes, business cards, dining etiquette and accent neutralization than the deeper core value differences that affect business culture and work relationships.

The following six best-practice strategies for assuring that offshore teams will develop the required cross-cultural competency in American business culture:

1. Invite outside specialists

Apply training content and delivery by specialists with direct experience and in-depth knowledge of both American and Indian culture, as well as expertise in the field of cross-cultural communication. It will yield best results.

2. The training, a team attempt

Involvement of specialized high-level outside expertise, the business units involved in the offshore relationship, and internal training and HR functions in developing the best possible model for delivering the training.

3. Valuation of cross-cultural training through executives

Allocate clear ownership and accountability for the execution of this strategy. Assemble commitment from the highest level possible in the company that training offshore teams in American business culture is a valued and funded strategy in support of productivity.

4. Strengthen the training with counseling

Appoint onshore and offshore business unit heads and project leaders in reinforcing the content of the training. This involves ongoing mentoring of the offshore teams in the elements of American business culture that need to be practiced for success in working with Americans.

5. Incorporate training into new employee direction

American companies with operations in India and Indian providers of outsourcing services, integrate training in American business culture as part of the regular induction processes for new employees. This is applicable not only to those who may be going to the United States, but all those who will be working with American counterparts, whether face-to-face or practically.

6. Instruct on both coasts

Teach both cultural differences. In the case of American companies, provide coordinated training of the offshore Indian teams in American business culture and training of the onshore American teams in Indian business culture.

Conclusion

Market forces will tend to make Indian professionals and companies who adopt the practices of American business culture more successful, and they will out compete their non-adopting competitors. But while we have seen successful examples of people doing it with very little guidance, this process can be a long struggle, and good training programs can certainly speed up progress and lessen the sting.