With the acquisition of the firm, accompanied by varied cross-cultural configurations, has demanded a rethinking of nationally-based and essentially separatist cultural concepts. Managers should develop cultural adaptability, by altering behavior when working with others. Understand firstly how the culture of the French is like, how the talent management system is structured there before imposing the British TM system on the French firm. All countries have different means of working with each other and it is only wise that thorough understanding on the different cultural characteristics can play in the integrative process. As French is generally proud of their history and their academic achievements, it is only wise that the firm has to consider the idea of stimulating TM activities that do not question the French way of doing things(like how they assume that the potential of managers is determine upon entry and qualifications of their diplome). The failure to thoroughly understand the cultural differences will result in biases inherent in ethnocentric thinking, undermining the ability to work well with both firms.
The key area will be to bridge the gap between both firms, whereby they should build a global mentality, by understanding the global mindset, terminology, strategic abilities (WWH) of either side and top management coming up together to discuss the way the firm retains its workers, develop potential in them, career process and see how each ctry’s firm decides to integrate their work processes together. There will be benefits in integrating both firm’s TM system. There is this idea of value creation by combining the human resource talents of the formerly independent entities( Resource based view of the firm). By tapping into the huge talent in both France and Britain, it could create different perspectives and positive synergies to the firm when working together.
However, the integrative process has to be approached with caution, respecting the...