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The Indians, mode of employment

The group of engineering and consultancy Ausy has established in India in 2011. Philippe Morsillo, director general (dr. on the photo), and Michel Annuitant, di

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The Indians, mode of employment

The group of engineering and consultancy Ausy has established in India in 2011. Philippe Morsillo, director general (dr. on the photo), and Michel Annuitant, director of the indian subsidiary, bear witness to this.

"A usy has been present in India since a long time via partnerships with european companies installed on-site. In 2011, we decided to implement in direct. We had bought the business of aerospace engineering of the German group Edag, and found in the "trash the bride" an office of 15 people in New Delhi. We have built on this base by developing the structure of New Delhi, and then creating the beginning of 2012 a subsidiary in Bangalore, Silicon Valley of india. The business started very fast and very strong, and to follow, we had to recruit : today Ausy has 100 employees in India !"

Forget your guides leader western

"We cannot succeed its presence in India if we try to transpose on the spot a method of management French or anglo-saxon. In India, the relations of employees to their company and to their work have nothing to do with those which we are accustomed. As an illustration, when you install into new premises, it is absolutely necessary to the blessing by a religious the day of the inauguration... Otherwise your employees in india will not have confidence in your facilities, and will refuse to come and work there ! Another example, among many : in India, every employer must provide all employees with a handbook. It is a guide that specifies in detail the rules of procedure in force in the company, the benefits to which employees may be entitled, and the conditions of access to these benefits. To give an idea of the magnitude of the task, the handbook that we developed and that we distribute to our employees in india represents over a hundred pages ! Has this large gap in the managerial in addition to a semantic gap. Thus, in India, when a person to whom you have to explain something, you said yes, this does not mean that it is okay with you, or even that she understood, but only that it has heard ! One can imagine the problems that these offsets can create..."

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use of managers for intercultural

"At Ausy, we have solved the problems generated by the cultural gap between India and the West in three ways. We have carefully chosen managers that we have sent to India, selecting only people who have already worked with different cultures. To recruit on-site, we relied on one of our managers who is of indian origin. And finally, we have tried to hire Indians, who had previously worked with Europeans.This approach has been very successful. At the end of eighteen months of presence in India, we are surprised of the quality of our recruits are local : they manifest a commitment to the project of the company, a professional commitment, responsiveness and a fidelity that is simply outstanding !"

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