Your role as a manager in a multicultural team
The Dutch business landscape is becoming increasingly international, a trend accelerated by the tight labour market. However, greater diversity also brings new challenges. How can you ensure the successful integration of international employees? And what role do you play as a manager in this process? Director Sabine shares her insights and experiences on managing international expansion, including common pitfalls and best practices.
The first international employee
International employees settle in more quickly when the team is already diverse. “A single person with a non-Dutch background often remains an exception,” Sabine explains. “When you hire multiple internationals, there is a natural need to communicate in a common language, such as English. This creates a level playing field and strengthens group dynamics.”
Een gemeenschappelijke taal, zoals Engels, is een noodzaak om de integratie versnellen en iedereen te betrekken. Sabine merkt op dat zodra er een internationale medewerker is, de drempel om anderen met een buitenlandse achtergrond aan te nemen lager wordt.
Official working language
“Many of our clients—large banks, pension funds, and insurers—now employ a significant number of international staff, yet Dutch remains the official language,” says Sabine. “In these organisations, there are often long-standing employees who have been there for 40 years or more and find it challenging to adapt to change.”
According to her, there is a tipping point, but pinpointing exactly where it lies is difficult. “It varies from organisation to organisation. Additionally, while you can officially change the working language on paper, your employees need to embrace it for the change to truly take effect.”
Read Sabine’s trend analysis: from a tight labour market to a multicultural one.
More than speaking the same language
Changing the working language is an important step, but language is only the beginning. Cultural differences can significantly impact collaboration and communication within the team. “Hierarchy, leadership, giving or receiving feedback—every culture has its own rules,” Sabine explains.
“In the Netherlands, we have a flat hierarchy, but in other countries, a stricter hierarchy is often the norm. For example, if you ask a young professional from such a culture to proactively share their opinion, it may feel unnatural to them. In their culture, a certain level of seniority is typically expected before an opinion is considered appropriate.”
Understanding each other's origins
A recent example highlights the importance of cultural sensitivity. Sabine shares: “Last week, a manager mentioned that an international young professional wasn’t very forthcoming about her experiences. He directly asked her what she thought of her work but received only a brief response.
The talent manager explained that her reserved reaction stemmed from the formal relationship between them. In some cultures, it’s uncommon to openly express doubts or criticism directly to a manager. The talent manager suggested that he ask one of her peers in a similar role to discuss her experiences instead—an informal approach likely to elicit a more open response.”
Sabine emphasises that managers shouldn’t expect international employees to automatically adapt to Dutch workplace norms. “It’s a two-way street,” she says. “Internationals need to understand how we work, but by understanding each other’s starting points, you can avoid misunderstandings and foster mutual understanding.”
Cultural awareness
The number of international employees in the Netherlands is growing, but cultural awareness within teams often lags behind. “Teams are often focused on output and pay less attention to how someone functions within the team,” says Sabine. “By dedicating more attention to the onboarding and support of international employees, they will succeed more quickly and feel more at home. This ultimately leads to higher job satisfaction and lower turnover.”
As a manager, you can make a significant impact by recognising cultural differences. Sabine highlights: “Cultural awareness benefits the entire team. Have open conversations about each other’s backgrounds and habits, and how these influence the workplace. This fosters greater understanding and improves collaboration.”
Extra attention
Currently, we are supporting two young female professionals from Iran. The political situation in their home country has a significant impact on their daily lives and work. Our talent managers take the time to understand what this means for them and offer a listening ear. “As a manager, you can make a real difference by paying extra attention to relevant cultural challenges and being there to listen when needed,” Sabine concludes.
Getting Started
Finally, Sabine shares three simple tips for managers to immediately foster better integration of international employees:
- Ask open questions informally: Create a safe environment for feedback, for example, during team meetings or informal conversations. This lowers the threshold for employees to share their experiences.
- Encourage peer support: Motivate international employees to share experiences with colleagues in similar roles. This provides an informal, safe space where they feel heard.
- Raise team awareness: Organise regular team meetings on cultural diversity where everyone can learn about each other’s backgrounds and habits. This fosters greater understanding and appreciation for the different perspectives within the team.
The original article was published in 2022 and revised and updated in 2024.
Are you looking for young and driven talent?
Want to better understand international employees and strengthen collaboration within your team? Small steps can make a big difference. Sabine is happy to discuss this with you.
