My former company, Stratigens, was acquired by Lightcast in August 2024 and the last six months have shown me the phenomenal capability of a business with market leading data on people, skills and jobs, and an unprecedented client base. Whilst hoping this blog is not career limiting (!), I would also be a very rich lady if I’d claimed a dollar for every time I’ve said to our American client base “that’s not how it works here” in the last six months.
So this is my attempt at summarising the differences across the three major areas of difference – job titles, skills, and the labour markets. These differences are particularly important for people analytics teams in American multi-nationals who are becoming a skills-powered organisation, or for talent intelligence supporting their companies in global expansion or global hiring. Some small tweaks can make all the difference to successful programmes when some of the nuances are taken into account.
JOB TITLES ARE DIFFERENT
First and foremost, job title hierarchies are very different. Job titles are messy and unstructured and change across companies, functions, geographies and individuals! Job titles and their associated levels differ significantly between the U.S. and Europe due to variations in organisational structure, business culture, and hierarchy norms.
Key Cultural Differences in Titles
1. Hierarchy vs. Equality
The US: Titles are often a reflection of individual achievement, career progression, and hierarchy. A more extensive title (e.g., "Senior VP") may be used to confer prestige, even for relatively junior roles.
Europe: There is less emphasis on titles as a marker of status. Flatter organisational structures mean fewer distinctions between job levels.
2. Title Inflation
The US: "Title inflation" is common, especially in industries like finance, where almost everyone might be a "Vice President."
Europe: Titles are more restrained, and "inflated" titles may be perceived as unnecessary or pretentious.
3. Perception of Seniority
Titles like "Director" in Europe often signify senior-level responsibilities, whereas in the U.S., "Director" can range from middle management to high-level leadership, depending on the company.
To dive into some of the details, in America there are some common title levels that simply don’t translate well in the European job market. Common Job Title Levels used by companies and people analytics teams in America include:
a. Executive Level (C-Suite). It is typical in the US to have a large C-suite with specialised job titles. C suite are typically top decision makers in a business, with accountability for strategy, performance or the functional department. Examples include Chief Executive Officer (CEO), Chief Operating Officer (COO) or Chief Financial Officer (CFO)
b. Senior Management. VPs oversee broad functions or divisions and are often part of an upper management tier. Titles such as “Vice President” are often used liberally in U.S. companies, even for roles that aren't traditionally senior in European organisations. Examples include Senior Vice President (SVP), Vice President (VP) or Executive Director
c. Middle Management. U.S. companies may use "Director" to signal a mid-level management position, but in Europe, this title often has more senior connotations. In the US a Director may be responsible for managing teams or specific departments, reporting to senior management, and implementing strategies.
d. Entry-Level and Specialist Roles. Titles like "Analyst" and "Associate" are widely used in U.S. corporate culture, especially in finance and consulting. These roles are typically for professionals entering the workforce or contributing specialized expertise.
Yet in Europe, job titles are very different.
a. Titles Are More Conservative and Standardised
In many European countries, job titles are often more modest and less hierarchical than in the U.S. A "Vice President" in the U.S. might be called "Department Head" or simply "Manager" in Europe.
b. Less Frequent Use of "Vice President"
"Vice President" is rarely used outside of financial institutions or multinational corporations with an American influence. Instead, senior roles might be labelled as a "Director", "Head of [Function/Department]" or "Managing Director" (common in the UK and financial sectors).
c. Emphasis on Function Over Rank
European job titles often emphasise the role's function rather than its hierarchical position. For example, Marketing Manager" is more common than "VP of Marketing" in mid-sized European companies.
d. Less Layered Management Structures
European organizations tend to have flatter hierarchies, resulting in fewer levels of management. As a result, titles like "Senior Vice President" or "Assistant Vice President" are less common. Senior positions are typically titled "Head of [Function]" or "Director" without additional qualifiers.
e. Language and Localised Terminology
In most European countries, job titles also reflect the local language:
Germany: "Geschäftsführer" (Managing Director) or "Abteilungsleiter" (Department Head).
France: "Directeur Général" (General Director) or "Chef de Projet" (Project Manager).
Nordic countries: "Managing Director" or "Group Manager" is often used instead of "CEO."
f. Broader Use of Managing Director (MD)
In the UK and many parts of Europe, the equivalent of an American "CEO" is often titled "Managing Director" (MD) or "General Manager." In contrast, "Managing Director" in the U.S. is typically used in financial firms or specific industries.
THE LANGUAGE OF SKILLS VARIES
Skills define how work is done and need to be the shared language of the labour market. Yet the language of skills is not entirely common between the U.S. and other global countries. While there are some overlaps, the way skills are defined, understood, and communicated can vary significantly due to cultural, educational, and economic differences.
While there is growing overlap in some areas (e.g., tech and digital skills), the language of skills still reflects significant cultural, economic, and educational differences. Bridging these gaps requires understanding local labour market contexts and adapting global frameworks to regional realities.
1. Terminology and Contextual Differences
Different Terminologies for Similar Skills: Skills may have different names or be categorized differently across countries. For example:
In the U.S., "critical thinking" is a highly emphasised soft skill, while other countries might describe this as "analytical reasoning" or frame it differently within their cultural context.
"Sales" in the U.S. often emphasizes persuasion and networking, whereas in Europe, it might focus more on consultative or relationship-based selling.
2. Educational and Credential Variations
Role of Certification: Skills in many global markets are closely tied to formal qualifications or certifications. For example, in Germany, technical skills are often tied to apprenticeships or state-recognised certifications, whereas in the U.S., skills may be more self-reported or demonstrated through experience rather than formal education.
Emphasis on General vs. Specialised Skills: The U.S. often values transferable, generalist skills (e.g., problem-solving across multiple roles), while countries with vocational education systems, like Switzerland or Austria, emphasise deep specialisation.
3. Soft Skills and Cultural Nuances
Soft Skills Are Culturally Framed: While "communication" or "teamwork" might seem universal, their expectations differ.
In countries such as Japan and South Korea, teamwork often emphasises group harmony and consensus-building. In the U.S., teamwork might prioritise taking initiative and expressing individual contributions within a group.
Perception of Leadership: Leadership in the U.S. often emphasises charisma, vision, and assertiveness, whereas in Scandinavia or Germany, it may focus more on competence, collaboration, and humility.
4. Technical Skills and Global Variability
Standardisation Gaps: Some technical skills (e.g., programming languages like Python or tools like Excel) are globally understood. However, other technical competencies vary:
Legal or regulatory knowledge often differs by region (e.g., GDPR compliance in Europe vs. HIPAA in the U.S.).
Industry-specific terms (e.g., supply chain methodologies, construction practices) may vary significantly.
Different Levels of Automation and Tools: Countries with higher levels of technological adoption may emphasise digital and data-related skills more than those in less technologically advanced markets.
5. The Role of Language in Skills
English as a Dominant Language: In many global markets, the skills language often aligns with English terminology due to its dominance in global business and technology. However, the nuance of meaning may get lost in translation.
Localisation Challenges: Countries might translate American job descriptions and skill sets but fail to fully align them with local expectations or priorities, leading to mismatches in understanding.
6. Demand vs. Supply Variations
Emerging Markets vs. Developed Economies: The language of skills often reflects local economic contexts with different skills on the rise in emerging markets, versus those in developed economies, where advanced digital, managerial, and creative skills may be more in demand.
Global Trends vs. Local Needs: While skills like "data analysis" or "cloud computing" may dominate globally, local industries often prioritise region-specific competencies. We may for example see more agricultural technology in rural economies.
7. Misalignment in Perception and Reporting
Self-reporting differences: In the U.S., candidates often emphasise soft skills and self-promotion in resumes or interviews. In cultures like Japan or Germany, modesty is valued, and skills may be understated or assumed to be proven through certifications.
8. Industry-Specific Differences
Healthcare: U.S. skills in healthcare often involve private-sector systems, while European or Canadian workers are trained within public systems, which impacts how their skills are applied.
Tech: While programming skills are global, approaches to problem-solving and project management (e.g., Agile vs. Waterfall) can vary widely.
9. Emerging Skill Trends
Global Skills Alignment: With the rise of automation, digital transformation, and remote work, some skill languages are converging (e.g., demand for data literacy, AI, and digital marketing skills).
Regional Gaps: However, the pace of skill adoption varies globally. For example, AI and machine learning may dominate in the U.S., China, and Western Europe but face slower uptake in regions with less technological infrastructure.
THE LABOUR MARKET IS VERY, VERY COMPLEX
American companies often misunderstand the dynamics of skills, jobs, and labour markets in the different countries in Europe. For this section, I think it is important to note that many European companies also misunderstand the complexity of expanding and employing in Europe. There are some 50 countries in Europe (44 have their capital city on the European continent). There are differences in education systems, workforce priorities, and cultural attitudes toward employment in each of these countries, making this a complex labour market. These misunderstandings can lead to ineffective hiring, poor employee retention, and missed opportunities for tapping into global talent pools. I have tried to highlight below some of the key gaps in understanding:
1. Education Systems and Qualifications
Specialised Education: Many countries outside the U.S. emphasise vocational training and apprenticeships over general education. For instance, Germany's dual education system combines hands-on training with academic study, producing highly specialised workers. Whereas, in countries like Switzerland, technical diplomas are often as prestigious as university degrees.
Credential Recognition: American companies can overlook or undervalue international qualifications because they don't align with U.S. standards, even when they signify high levels of expertise.
2. Skill Development and Career Paths
Focus on Long-Term Development: Outside the U.S., there’s often a greater emphasis on long-term skill-building through formal training and apprenticeships rather than self-directed learning or informal "on-the-job" training.
Less Career Mobility: Employees in many European countries prefer deep specialisation within a field rather than frequently changing jobs or industries, as is more common in the U.S.
3. Workforce Priorities
Job Stability Over Ambition: In many European countries, workers prioritise job security and stability over rapid career advancement or higher salaries, which are often driving forces in the U.S.
4. Cultural Attitudes Toward Work
Perception of Hierarchy: In many countries, hierarchical structures are more rigid, and employees may expect clear instructions rather than the autonomy prized in American workplaces.
Work-Life Balance: Workers outside the U.S. often prioritise work-life balance more, resisting the "24/7 availability" or "hustle" mentality common in American corporate culture.
5. Compensation Expectations
Global Pay Disparities: While American companies may assume they’re offering competitive pay, this is not always true when adjusted for local cost of living, benefits, and expectations.
Non-Monetary Benefits: In many countries, benefits like pensions, healthcare, or subsidised childcare are more critical than higher base salaries.
6. Innovation and Creativity
Overlooking Local Expertise: American companies sometimes assume innovation comes primarily from the U.S., underestimating local expertise and creativity in countries like Japan, South Korea, or the Nordic nations.
Resistance to Local Adaptation: They may apply American business models without tailoring them to local market conditions, leading to inefficiencies.
7. Retention and Motivation
High Turnover Assumptions: In countries with high job security or strong cultural ties to employers, retention strategies that work in the U.S. (e.g., performance-based bonuses) may not resonate.
Cultural Sensitivity: Companies may fail to motivate employees by neglecting cultural values, such as collectivism in Asia or egalitarianism in Scandinavia.
By understanding and adapting to these differences, American companies can better integrate into global markets, foster diverse talent pools, and build stronger international operations.
THE LAWS ARE DIFFERENT
And for our HR colleagues managing risk in the workforce, the situation gets even more complex.
American companies often underestimate several key aspects of the European labour market when expanding or managing employees in Europe. Some common gaps in understanding include:
1. Worker Protections and Employment Laws
Strict Regulations: European labour laws are typically stricter than in the U.S. when it comes to employee rights, termination, and work conditions.
Collective Bargaining: In many countries, unions and works councils play a significant role in negotiating wages, working conditions, and even company policies.
2. Work-Life Balance
Shorter Work Hours: Many European countries prioritise shorter workweeks (e.g., France’s 35-hour workweek) and strongly discourage overtime.
Paid Leave: Europeans enjoy significantly more paid leave, including mandatory annual vacation (4-6 weeks in many countries), generous maternity/paternity leave policies and paid sick leave.
Right to Disconnect: In some countries (e.g., France), employees have legal protections against being contacted after work hours.
3. Taxation and Social Contributions
Higher Costs for Employers: Employers are required to pay significant social contributions (e.g., for healthcare, pensions, and unemployment benefits), which increase the cost of hiring compared to the U.S.
Wage Transparency: In several countries, wages are more openly discussed and regulated, sometimes through collective agreements.
4. Diversity in Regional Practices
Fragmented Rules: Europe is not a single entity—each country has its own labour laws, cultural nuances, and regulatory frameworks.
Language Barriers: Communication can be a challenge when managing multinational teams across Europe.
5. Union and Worker Representation
Unions Are Embedded: In many European countries, unions or works councils have a seat at the table for business decisions, from layoffs to restructuring, limiting the flexibility American companies might expect.
6. Recruitment and Retention
Longer Hiring Processes: European companies often invest more time in hiring to ensure a good fit, which may contrast with the faster pace of American recruitment.
IN CONCLUSION...
As a European, I must admit this geography is complex and tricky to navigate for HR, Risk, People Analytics and Talent Acquisition. The role that talent intelligence can play in providing insight into these markets, and to support their companies to fully appreciate these differences is enormous and invaluable. Without this insight, American companies may face challenges in recruitment, employee satisfaction, and compliance. Adapting to European norms requires careful navigation of regulations and cultural expectations to foster successful operations.
And all of the above complexity, is just one of the reasons why I love being at Lightcast. Job titles and skills are the language of work – the importance of a single common language, that works across geographies and through the HCM systems is critical to effective decision making. By understanding the nuances of the local labour markets and translating these back to a global framework, the language of skills and titles can be localised and globalised, and can support HR, people analytics, talent acquisition and talent intelligence globally to be intelligent in their decision making, adding context to ensure approaches are relevant and more likely to result in success.
