July 7, 2025 | Heinz W. Süess
The shortage of skilled nursing staff has led to an increasing number of nurses from abroad - particularly from India - working in Swiss hospitals. In order for these valuable employees to remain motivated in the long term and develop their full potential, they need more than just an employment contract. Successful integration is the key - to the satisfaction of Indian nursing staff, to stability in the team, to relieving the burden on nursing management and to the quality of patient care.
Understanding who is coming: Indian care professionals
Indian nurses bring with them sound specialist knowledge - often with a bachelor's degree or even higher - and are usually very motivated to continue their education. Many of them leave their home country not only for better career prospects, but also to make a contribution to the quality of care. However, they encounter a new culture, a different language and an often unfamiliar working environment.
Success factor: Provide transparent information about expectations, working conditions and cultural differences as early as the recruitment process.
Models that take cultural influencing factors into account and can be helpful for better handling are e.g:
Model | Focus | Dimens- | Area of application | Strengths | Criticism |
Hofstede | National culture, work | 6-7 | Company, HR, Care, Education | Widely used, practically applicable | Partly outdated, simplistic |
Schwartz | Fundamental values, ethics | 3-7 | Society, Psychology | Value-oriented, universal | Complex, theoretical |
Trompenaars | Business practice, management | 7 | Business, leadership training | Practical, good case studies | Less empirically sound |
GLOBE | Leadership, Organization | 9 | Management, Research | Very differentiated, up-to-date | Very complex, not very accessible |
Hall | Communication, space/time | 2-3 | Interaction, intercultural training | Communicative, easy to understand | Not a fully-fledged model |
Sources:listed per model at the end of the blog.
A combination of Hofstede and Trompenaars seems to make sense for this blog.
We see common themes - explained differently
Topic | Hofstede | Trompenaars | Example: India |
Individualism vs. collectivism | „Individualism“ is a ValueIs the focus on the individual or the group? | Considered Responsibility and loyalty in everyday life (e.g. family, organization) | India is characterized by collectivism - Loyalty to the Group counts, team decisions are important. |
Hierarchy & power | „Power distance“: How do you accept inequality in status and authority? | „Performance vs. origin“: Does ability or status/origin count more? | High power distance: Respect for authority. Origin, age and title carry great weight. |
Communication & Relationship | Less direct treatment | „Specific vs. diffuse“, „neutral vs. affective“: How direct is communication? How important are personal relationships? | India is more diffuse (professional and private mixed) and affective (emotional closeness allowed). |
Dealing with rules | „Uncertainty avoidance“: How do cultures deal with ambiguity? | „Universalism vs. particularism“: Do rules or relationships count more? | India: Rules are interpreted depending on the situation - relationships are often more important than formal rules. |
Understanding time | „Long-term orientation“: focus on the future vs. the present | „Monochronic vs. polychronic“: linear or flexible use of time? | India: Long-term orientation + Polychronic understanding of time (Several at the same time, time is flexible). |
From this we combine findings for practical application using India as an example:
- Leadership & authority
- Hofstede: Employees expect a clear hierarchy (high power distance).
- Trompenaars: Leaders are legitimized by position, but also by origin and relationship quality.
=>Leadership should be clear, but also personal and respectful.
- Teamwork
- Hofstede: Collectivism → Group more important than individual.
- Trompenaars: Relationships via rules (particularism).
=>Strengthen team loyalty, build trust, not just insist on rules.
- Communication
- Hofstede: Less directly addressed.
- Trompenaars: Emotional (affective), diffuse → closeness is accepted.
=>Give feedback directly but sensitively. Maintain personal relationships.
- Commitment & time
- Hofstede: Long-term orientation → patience, planning.
- Trompenaars: Polychronic → Flexible use of time.
=>Offering long-term prospects, but follow up on appointments.
Sources:
Hofstede
Hofstede, G. (1980). Culture's consequences: International differences in work-related values. Sage Publications.
Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and organizations: Software of the mind (3rd ed.). McGraw-Hill.
Hofstede Insights. (n.d.). Country comparison - India. Retrieved July 5, 2025, from https://www.hofstede-insights.com/country/india/
Schwartz
Schwartz, S. H. (1992). Universals in the content and structure of values: Theoretical advances and empirical tests in 20 countries. Advances in Experimental Social Psychology, 25, 1-65. https://doi.org/10.1016/S0065-2601(08)60281-6
Schwartz, S. H. (2006). A theory of cultural value orientations: Explication and applications. Comparative Sociology, 5(2-3), 137-182. https://doi.org/10.1163/156913306778667357
Trompenaars & Hampden-Turner
Trompenaars, F., & Hampden-Turner, C. (1997). Riding the waves of culture: Understanding diversity in global business (2nd ed.). Nicholas Brealey Publishing.
GLOBE Study
House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (Eds.). (2004). Culture, leadership, and organizations: The GLOBE study of 62 societies. Sage Publications.
Edward T. Hall
Hall, E. T. (1976). Beyond culture. Anchor Books.
Hall, E. T. (1983). The dance of life: The other dimension of time. Anchor Books.
In the next blog, we'll get a little more practical with examples.
Do you have any input or similar experiences? Please let us know
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