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Building Company Culture in The Localisation Industry Ebook International Achievers Group
Building Company Culture in The Localisation Industry Ebook International Achievers Group
CULTURE IN THE
LOCALISATION INDUSTRY
internationalachieversgroup.com
TABLE OF CONTENTS
This is not just from a technical perspective (after all, we have more ways to
communicate virtually than ever before) but also a connection in a deeper sense of the
word.
How do you build a strong sense of company culture when your team members are
hundreds or thousands of miles away from each other? How do you overcome
language barriers and the challenges of maintaining productivity across different time
zones?
This eBook will explore the significance of building company culture in the localisation
industry, as well as looking at ways to build and maintain it over time.
According to PwC’s 2021 Global Culture Survey, ‘strong cultures drive better business
outcomes’ and 67% of respondents believed that ‘culture is more important than
strategy or operations’. In Microsoft’s 2022 Work Trend Index Report, 46% of employees
cited ‘positive culture’ as their highest priority when looking for a new job.
Human Resource departments are responsible for balancing the organisation’s goals
and priorities with the ever-evolving needs and expectations of its employees. To
bridge this gap and enact positive change, managers must be given the appropriate
authority, resources, and training to do so effectively.
So how does a company with offices in over sixty countries manage to build a thriving,
unified workforce? How do they align teams across different time zones, languages,
and perceived cultural barriers?
The secret lies in their ability to establish and maintain a culture of trust, connection,
and flexibility regardless of location.
A recent article from Harvard Business Review highlights the importance of creating
virtual spaces and rituals for celebrations and socialising. It all comes down to human
connection and how companies can compensate for the lack of physical interaction
across distributed teams.
This is particularly true when people are communicating via instant messaging since
the subtle nuances of speech and body language cues are missing from the equation.
You can anticipate and avoid this by having regular video calls with the team, ensuring
that everyone can understand and be understood clearly.
You should also experiment with different ways of collaborating to find what works
best for your team, whether it’s commenting on a Google Doc or virtually scribbling on
a whiteboard in Clickup.
When it comes to meetings, being organised and following a structure is the key to
ensuring that nothing gets lost in translation. This might include:
This is where a supportive and progressive company culture can make all the
difference. Organisations that embrace diversity in all its forms and prioritise the health
and well-being of their employees are the ones that will thrive at both local and
international levels.
TRUST
Managers have to trust their staff to get their work done, providing the necessary
support, training, and resources to facilitate efficient remote work. Team members also
have to trust each other to pull their weight and ensure that everyone is on the same
page, working towards a shared goal where everyone reaps the benefits.
FLEXIBILITY
Some people work best in the office, while others can focus more at home.
Interestingly, 58% of Microsoft employees who plan to spend the most and least time
in the office plan to do so for the same reason: more focused work. What’s important is
that employees are given the support they need to get their work done, wherever and
whenever suits them.
SUPPORT
In any remote or hybrid working environment, managers should prioritise
relationship-building and allow time and space for this to happen as naturally as
possible. Focus on facilitating easy communication and collaboration between
employees, enabling the development of a healthy culture and a sense of shared
purpose in the workplace.
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