International Personnel: a wealth to cultivate

The hotel Hilton Paris Arc de Triomphe, which recently opened its doors in the capital, counts no fewer than thirty-two nationalities among its personnel. While the general manager, Olivier Chavy, is French, the head chef comes from Bangkok, the receptionist is Japanese, the managerial assistant is Arab… And this is not an isolated incidence. As a place for mixing, par excellence, this type of property has a major advantage: a multicultural approach to client relations. But this advantage will only prove to be fruitful if there is an appropriate management strategy. It is not surprising, therefore, that major global brands have made diversity a pillar of their operating policy Hilton goes so far as to include the knowledge of different ethnic groups and cultures among the evaluation criteria for its directors, and to have them give classes in the subject.Globalisation develops the multicultural dimension of groups, but it also comes with the threat of uniformity. While well-exploited diversity is a treasure, it is being increasingly downplayed to the benefit of standardised, impersonal, behaviour. It is up to the manager to make the differences flourish, while ensuring cohesion through the maintenance of shared values: those of the brand.International personnel often has a great capacity for initiative and adaptation. Simply going to work abroad attests to a certain level of determination. For the same reasons, cultural tensions among employees are extremely rare. Their common ex-patriot status transcends the differences and favours solidarity. It creates a climate that is propitious to sharing savoirfaire. So much so that this type of employee is aware he is living an opportunity, that increases his motivation.A good manager must be able, within such a context, to develop synergies to their maximum. To do this, he must begin by identifying his own means of functioning. Step back to...