Many organisations recognised long ago that they profit when they hire people of international origins and with differing cultural backgrounds in a targeted fashion. Professionally and appreciatively dealing with the diversity of employees and customers is one success factor in a globalised economy. A workforce’s language competence and cultural knowledge can be the key to new markets. New customer groups can be addressed in a targeted way and international specialist staff can be acquired. Companies can also ultimately increase their market value because they are attractive for investors that invest in sustainability topics in a targeted way.
What should be a matter of course, representing a society’s diversity, sometimes requires supporting structures in organisations. One example of this can be international or intercultural networks where employees come together to exchange experiences. At the same time, helpful tips and impetus for the organisation often originate with them. Ideas for strategies can arise by means of which people with differing cultural backgrounds can be addressed as future talents or else as a customer target group.
The basic condition for good collaboration between people of differing international origins and varied cultural backgrounds is an open organisational culture in which there is a mutual understanding of differences and similarities. Intercultural and sensitivity trainings lend themselves, for instance, to fostering this culture.