Ebook: The cultural aspects of MINT recruitment: How to overcome the skills shortage by understanding graduates' needs : How to overcome the skills shortage by understanding graduates' needs

This study is based upon the assumption that in case of a shrinking workforce supply in the scope of a possible skills shortage, employers would have to adjust their offers in order to attract job candidates. Although, this topic already is being paid widespread public and scholar attention, this book is the first to include cultural aspects into the discussion. The book's focus is on the German labor market. However, it contains findings which are generally applicable. As in Germany the public debate is focused on the MINT sector, the scope of the examination is limited to exactly this part of the labor market. The first part of the book deals with the question if there is a current or upcoming skills shortage related to MINT workforce on the German labor market. In the second part, there is a comprehensive introduction into the complex of culture in the scope of this book in order to ensure a correct understanding of the following explanations. In the course of this introduction, it is explained in how far Hofstede's 5D model is related to scholars' job choice criteria. Afterwards, the occurrence of these criteria is examined by a survey among MINT students. Subsequently, the author makes a recommendation that allows employers to attract MINT scholars in order to cover their need for skilled staff. Auszug aus dem Text Text Sample: Chapter 3.3.1.1, The allocation to MAS: In a masculine culture, much emphasis is put on achievement, i.e. people equalize being successful with being the best achiever in their field. Related to the context of work, Hofstede identified four goals which are most specific for masculinity (Hofstede et.al, 2010). The first goal is the possibility for high earnings. For that reason, the point 'above- average payment compared to similar jobs in the sector' was positively related to MAS. The second goal is recognition for good work. This recognition can be shown by non- monetary payment components like company cars or events within the scope of incentives. The relevant questionnaire point has therefore been positively related as well. The third goal identified by Hofstede is the opportunity for job advancement. This aspect is reflected by the points 'advancement chances along the hierarchy', 'selective offspring support programs for specialists and leaders' and 'taking an executive position as quickly as possible'. The fourth goal positively related to MAS is the need for personal sense of accomplishment derived from a challenging work. In general, travelling employments tend to be more stressful than others, so that this point was related positively to MAS. Furthermore, the extent to which a person puts emphasis on diversified tasks is likely to be strongly related to the extent to which a person draws personal satisfaction from its work. The relevant questionnaire point is therefore positively related to MAS as well (Hofstede et.al, 2010). In a feminine culture, people are 'supposed to be modest, tender, and concerned with the quality of life' (Hofstede et.al, 2010, p 140). As one important, typically feminine work- related goal, Hofstede has identified the need for employment security. It is obvious that this is reflected by the questionnaire points 'open- ended employment' and 'expectable vulnerability of the job to economic crises', which are therefore negatively related to MAS. As there is a strong emphasis on a comfortable work- life- balance in feminine cultures, the relevant questionnaire point was correlated negatively as well. Another aspect of feminine cultures is that people aspire harmony in their relationships to other members of society. For that reason, the point 'Corporate responsibility for environment and society' was negatively correlated to MAS. 3.3.1.2, The allocation to UAI: Based on the definition for UAI mentioned in chapter 2.1.2.2.4, some questionnaire components can clearly be correlated to the occurrence of the UAI. The first point positively correlated to UAI is 'congruence of communicated and practiced company culture'. As the practiced company culture can hardly be evaluated before the first working day, this is a typical case of ambiguity. If graduates put high emphasis on an employer from whom they do not have to expect any negative surprises in this regard, it would indicate strong UAI. On the one hand, the working environment is determined by the organizational culture. On the other hand, it is determined by the task itself. The culture- related factor therefore goes hand in hand with the point 'congruence between working task and my academic specialization' It is obvious that emphasis on these two points would be an indicator for a strong antipathy against ambiguous situations. The second complex from the questionnaire positively related to UAI is about employment security and the length of service itself. In a culture with high UAI, people tend to prefer long- lasting employments. The point 'open- ended employment' has therefore been positively related to UAI. In this context, it seems also obvious that people disliking ambiguity are more concerned about possible unemployment in case of an economic crisis. Consequently, this point has also been included as a positive indicator for UAI. The internet and social media have opened the possibility to obtain information about a possible further employer in advance. If an applicant uses these possibilities, it can be seen as an indicator for a high need to reduce ambiguity. This can also include using internet portals on which former or current employees can rate their company. Another way to obtain employees' opinions is word- of- mouth influence, especially if someone applies for a job at regional company. For that reason, the two questionnaire points 'design of company homage, presence in social media and career networks” and 'evaluation by (former) staff members (e.g. internet portals, word of mouth)” are considered an indicator for a high UAI. The last point interpreted as an indicator for strong uncertainty avoidance is 'existence/accessibility of personal contact persons along the recruitment process'. These contact persons are a possibility for the applicant to clear unclear issues in a fast and, which is much more important, binding way. They are therefore suitable for reducing ambiguity. Emphasis on this point is therefore seen as a sign for this need. In contrast, the affinity for an employment in an international context was negatively correlated to UAI. The reason is easy to understand. Working abroad always means getting used to a new working place with different colleagues in a different national macroculture, not knowing if the effort really will pay off in the end indeed. For that reason, the points 'international strategic concept/ possibility for an international career' and 'working abroad as an element of the advertised employment' were negatively correlated to UAI. This is going along with the negative correlation of 'travelling employment', as this kind of employment also includes dealing with different people in different physical environments every day. Furthermore, travelling jobs are often found in the field of sales, which often means working on commission basis and therefore likely requires a high tolerance for ambiguity. Another point negatively correlated to UAI is 'company heading for innovations'. Innovations require dynamic organizational structures to be implemented quickly and without much bureaucracy. However, these flexible structures may be regarded as an indicator for low reliability by people with a high degree of uncertainty avoidance. It can be assumed that these people would prefer stable, reliable and constant processes, which would, on the other hand, slow down innovation processes. This also makes sense as such employees would prefer long- lasting employments, as mentioned above.