Multicultural teams are a powerful asset in the world of talent mobility, driving innovation through diverse perspectives. But with those benefits come challenges. Leaders need sharp cultural intelligence, and clear communication is essential for success. How does today’s workforce tackle these complexities head-on?
To gain perspective on this topic, WERC spoke with Andréa Fuks, founder of Global Line, a consultancy firm based in São Paulo, Brazil. WERC has partnered with Global Line since 2014 to publish an annual report, Mobility Brazil. The 11th edition was recently released, exploring the state of global mobility in the country by gathering input from 100 multinational companies across various industries.
Brazil’s unique position in the global market—having ramped up its efforts around talent mobility in the last three decades—serves as a case study to explore, particularly as transferees continue to move to the country. Here, Fuks shares her perspective on the value of a diverse workplace and what individuals can learn from Brazilian culture, drawing on her years of experience supporting transferees as they acclimate to their new environments.
For foreigners working in Brazil, what cultural differences should they be prepared for?
Every culture has its own traits and customs. In the 25 years I’ve worked in the field of talent mobility, three pillars stand out as particularly unique to Brazil:
- Time management: In general, Brazilians are more flexible when it comes to time management when compared to other nationalities. I often explain that the average Brazilian’s mindset around this focuses on three areas: morning, afternoon, and evening. For example, 9 a.m. is still considered the morning, so if I’m 10 or 15 minutes late for a morning engagement, it shouldn’t be such a big deal. Of course, this behavior has changed over time in the business world. Competing globally requires a global mindset, which means being stricter about punctuality. It's easier to deal with delays at social events like dinners, parties, and happy hours.
- Building trust: This is extremely necessary for teamwork. There is no formula for building trust, and as in any culture, it's a complex accomplishment to achieve. However, I would say that among Brazilians, building trust often involves emotional aspects as well. Enjoying working with someone is highly valued in this culture.
- Relationships: Dedicating time to building more personal relationships in Brazilian professional environments helps maintain a more relaxed atmosphere, which can be more stimulating for people at work. Talking a bit about oneself, asking about a colleague, or taking a break during the workday to literally have a coffee and chat with a co-worker is very important in professional settings here in Brazil.
What tips would you offer to leaders who are managing multicultural teams?
There are many suggestions, and certainly, there is no one-size-fits-all approach when it comes to people. However, four tips seem to be useful in everyday life, considering how human beings work:
- Always show curiosity about your team members. A person who notices someone else's interest in them feels more valued.
- Be the keeper of the agreed-upon commitments. In a multicultural team, the chances of communication misunderstandings are higher. Therefore, as a leader, double your attention and ensure greater clarity of understanding among team members.
- How people prefer to do their part in a team is very personal, and culture can greatly influence this aspect. Team members’ autonomy is better ensured if everyone knows each other well. Invest time and effort in these aspects, too.
- Promote a sense of belonging for each member of the group. A multicultural team where members can respect different ideas and thoughts without being disrespectful exponentially increases the generation of new ideas.
Based on your experience, what is the value of a multicultural team?
Multicultural teams in a single work environment, or even those that interact remotely, often present a significant challenge for companies. According to the 2019 Global Mobility Survey, which chose this topic as its special focus, a significant percentage of organizations (47%) admitted to not providing the necessary support to help integrate teams made up of people from different countries, ethnicities, and cultures.
In other words, despite advances in global mobility and the importance companies place on international assignments, there are still challenges in dealing with this issue. There are many differences in worldviews and values, as well as cultural and linguistic aspects. Bringing together such diverse individuals to work toward a common goal requires effort from everyone involved.
However, the results of truly integrating a multicultural team are overwhelmingly positive for all parties. For professionals, there is personal growth, developing respect for cultural and behavioral differences. They grow significantly from the moment they make a conscious effort to communicate better. Additionally, some individuals report that working in multicultural teams is more challenging and motivating.
For the company, the diversity of multicultural intelligences is certainly a driver of greater innovation, creativity, and problem-solving capabilities. Not to mention that in a globalized environment, it becomes a business necessity to understand and know how to effectively engage with different cultures.
What role does cultural intelligence play when working with multicultural teams? What does that look like in practice?
Cultural intelligence is a new mental muscle, rising with the onset of globalization, that we must increasingly exercise. Technological advances and the development of new markets have reduced borders and brought us face-to-face with different religious beliefs, habits, customs, and diverse communication styles. In the professional environment especially, these changes have led us to interact with people who have very different worldviews. Nowadays, multicultural work teams are a common practice.
Investing in the cultural intelligence of employees in globalized organizations is a way to develop the skills to adapt to and engage with other cultures. At the same time, it creates an opportunity for individuals to reflect and work on how they handle their emotions, how they embrace new experiences, and how they respond to what is different. These are highly relevant skills in today's professional relationships.
Work teams that prioritize having professionals who are willing to understand themselves, their colleagues, and how to handle the differences in ideas generated in day-to-day work have a greater opportunity to achieve more productive outcomes. Data from a study by McKinsey & Company revealed that culturally diverse companies are 35% more efficient and prosperous.
How has Brazil’s approach to international business and globalization evolved in the last few decades? How is this reflected in the way Brazilian companies develop and manage talent?
Global mobility and talent management for international transfers have gained significant momentum over the past three decades in Brazil. During this period, the country has experienced substantial economic growth and has internationalized its economy. Numerous international companies have begun operations here, and many Brazilian multinational companies have expanded and opened offices in other countries.
The result is a considerable increase in the flow of professionals coming and going. In the wake of this phenomenon, the field of global mobility has grown and become more specialized. Professionals and companies are focusing on the various demands of expatriation: legal aspects of immigration, labor and tax issues, the need to accommodate individuals in their new destinations, and ensuring their adaptation.
We’ve had to learn by doing, facing challenges, and “changing the car’s tire while driving.” But we see that this experience has brought valuable lessons for companies and the professionals involved in this activity. Companies have created global mobility departments or specialized HR sectors to manage expatriates. They understand that investing in this area directly impacts the productivity of these professionals and a smoother operation of business.
We’ve invested in activities that did not previously exist, such as intercultural training and psychological support for those who would spend extended periods in another country, often with their entire family. Specialized companies have also emerged, offering one or more services for this audience, such as relocation.
The market has become more sophisticated and diversified. Today, there is a wealth of experience in global mobility in Brazil. This enables us to face new challenges with greater ease, from the evolution of communication technologies to the emergence of different profiles of candidates for expatriation.