After starting my career in the United States, I would gladly accept a role in Europe for aesthetics alone. I have always been drawn to Central Europe and Germany is definitely the bread basket of this region. Not to mention, Germany has one of the world’s strongest economies and is known for its engineering, manufacturing, and project management practices. An international assignment there would provide valuable professional experience while exposing me to a different workplace culture.
I actually studied the applications of Hofstede’s cultural dimensions for this region in my Cultural Management class last term. The United States and Germany share a lot of similarities, including high(ish) levels of individualism, but Germany places a greater emphasis on planning, structure, and long-term thinking which I think I would thrive on (Hofstede Insights, n.d.). German workplaces are known for direct communication, precision, and efficiency. While Americans often prioritize flexibility and quick decision-making, German organizations typically value careful analysis and thorough planning before action is actually taken. Germany also differs from the United States in its approach to employee relations. Labor unions play a much bigger role in German business. They contribute to strong labor protections and employee involvement in workplace decisions. Kristof (2015) argues that unions can help reduce economic inequality, improve morale, and provide workers with a stronger voice in organizations. Germany’s success demonstrates that strong worker protections and economic performance can coexist and work to benefit everyone.
I definitely think it is worth considering global staffing relations when making a big move like this. I would prefer a more geocentric orientation because it focuses on selecting the best talent regardless of nationality and views international assignments as important for career advancement (Oregon State University, 2026). This approach would provide opportunities to develop global leadership skills, gain cross-cultural experience, and build a broader professional network. Cultural adjustment, language differences, compensation, relocation support, and long-term career opportunities would all influence my decision, but ultimately I would be most likely to accept the assignment if the company demonstrated a commitment to employee development and offered a clear pathway for advancement after completing the international role. Working in Germany would be an awesome opportunity to expand my professional skills and prepare for future leadership roles in a global business environment.
Resources:
Hofstede Insights. (n.d.). Country comparison: Germany and the United States. https://www.hofstede-insights.com/country-comparison/germany,the-usa/
Kristof, N. (2015, February 19). The cost of a decline in unions. The New York Times. https://www.nytimes.com/2015/02/19/opinion/nicholas-kristof-the-cost-of-a-decline-in-unions.html
Meyer, E. (2014). The culture map: Breaking through the invisible boundaries of global business. PublicAffairs.
Oregon State University. (2026). W10 lecture 4: Global staffing orientations [PowerPoint slides]. BA 460/560 International Human Resource Management, Oregon State University.