TCB_Making the most of D&I_Final_June_2016
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This document discusses making the most of diversity and inclusion (D&I) in a global context. It addresses global mindset, diversity and inclusion, and intercultural effectiveness/competence. For each topic, it identifies common triggers, characteristics, sample approaches, and desired outcomes. The goal is to engage all employees by leveraging their strengths and talents to gain a competitive advantage globally. Key aspects discussed include developing a global mindset through training, leveraging D&I as a business strategy, and navigating cultural intersections.
TCB_Making the most of D&I_Final_June_2016
- 1. Making the Most of D&I in a Global Context
- 2. Page 1 Making the Most of D&I in a Global Context Global perspective on D&I: Challenge & Opportunities 1 Positioning current D&I practice in anticipation of change 2 Leveraging D&I practice as a catalyst of global business strategy 3 Navigating intersections of D&I practice with global mindset and cultural competence Session goal: Identify practical implications
- 3. Page 2 Making the Most of D&I in a Global Context Multiple Entry Points Global mindset Diversity and inclusion Intercultural effectiveness/ competence
- 4. Page 3 Making the Most of D&I in a Global Context Conceptual clarity ► Global mindset ► A worldview that combines an awareness of, and openness to, the many diverse perspectives from around the world. This mindset involves finding common patterns across cultures and appreciating differences (i.e., a capacity to think globally, and act locally). ► The whole company/organization must embody being “global”, which means the company culture (behaviors, traditions, discussion methods, hiring practices etc.) must change to encourage diversity. ► Diversity and inclusion ► Diversity: Real or perceived differences among people that affect their interactions and relationships. Differences based on power or dominance relations between groups, including race, ethnicity, sex, religion, age, physical and mental ability, sexual orientation, work and family status, and weight and appearance, etc. (Bell, 2012) ► Inclusion: the action or state of including or of being included within a group or structure – to be valued, heard, respected and engaged! ► Clear points: Diversity is a given | Inclusion is a choice! ► Intercultural effectiveness/competence ► Individual: One’s attitude toward diversity, characterized by unique mixtures of similarities and differences (includes thoughts, feelings, and behavior); person’s capacity for successful adaptation to new/unfamiliar settings (attributable to cultural context – Early & Ang, 2003) ► Organizational: A set of congruent behaviors, attitudes, policies, procedures, and services that enable leaders to embrace employee and customer differences and customized management-practices to various needs.
- 5. Page 4 Making the Most of D&I in a Global Context ► Acquisitions ► Expansions ► Collaborations ► Deceleration of innovation ► Business transformation ► Competition ► Team conflict ► Advertising/marketing campaigns ► Product redesign ► Branding Common triggers (Where, when, who, why?) ► Diplomacy ► Global business savvy and mobility ► Having legal, social, cultural and economic knowledge across different countries ► Challenging employees to see the big picture ► Seeking out different viewpoints and experiences ► Comfortable with being uncomfortable ► Healthy collaboration in the face of uncertainty ► Integrating diverse perspectives ► Working well with people from other parts of the world ► Having the ability to handle cognitive complexity ► High intercultural empathy and interpersonal impact Characteristics/ dynamics (What?) ► All must agree on the definition, competencies and behaviors for global mindset. ► Start with leadership. Explore techniques for empathy, collaboration, and cultural intelligence via executive coaching. ► Global Mindset trainings that focus employees on valuing different perspectives and ask the powerful questions. ► Incorporate global mindset competencies into people systems that drive behavior (from selection to success planning) ► Determine ways to incorporate global mindset into the external and internal recruiting processes. When hiring/recruiting ask questions that make it clear that potential applicants have excellent global qualities. Sample approaches (How?) Global mindset Desired results/outcomes: Engage all employees by leveraging their inherent strengths and individual talents, creating the greatest competitive advantage.
- 6. Page 5 Making the Most of D&I in a Global Context ► Mergers and acquisitions ► New leadership ► International market reach ► Changing demographics ► Governments/laws ► Social justice platforms ► Employee engagement surveys ► Relevant trend data ► Cultural audit ► Employee relations exit interviews ► Customer service survey results ► Policy review ► New or updated organizational values and behaviors Dynamics that may be present and beckons accelerated D&I work: ► Respect (what does it look like? ► Decision making ► Work ethic ► Fun at work ► Communication ► Meetings ► Policies ► Dress code ► Loyalty ► Training ► Feedback ► Other behaviors related to specifics ► Active learning sessions from the C-suite to the front-line and all employees (Must be globalized and culturally appropriate) ► Policy alignment with stated workplace values and behaviors ► Recognition of need for sensitivity training embedded in action learning. Key learning path for D&I journey includes: ► Awareness (readiness) ► Knowledge (content) ► Behavior(al) (change) ► Impact recognition Diversity and Inclusion Desired results/outcomes: (1) Relatable to Diversity Inc’s and like publications “key indicators” for D&I success, and (2) a fully engaged employee population. Common triggers (Where, when, who, why?) Characteristics/ dynamics (What?) Sample approaches (How?)
- 7. Page 6 Making the Most of D&I in a Global Context Cross-cultural and/or intercultural work: ► Expatriate assignments ► Repatriation ► Cross-cultural teams ► Cross-cultural negotiations ► Diverse consumer markets ► M&As ► Others? Factor at play during inter-cultural situations: ► Excitement and/or ► Curiosity ► Increased complexity ► Challenge/stress ► Awareness ► Learning ► Adaptation ► Others? The work ranges from awareness to adaptation: ► Cultural general (e.g., CQ 4-Factor Model; DMIS/IDI; COs: Hofstede/CWQ, etc.) ► Cultural specific (e.g., language. country; other factors) ► X-Cultural Comparisons Common triggers (Where, when, who, why?) Characteristics/ dynamics (What?) Sample approaches (How?) Intercultural effectiveness Desired results/outcomes: (1) sample leading indicators (e.g., executive/family adjustment; cultural judgment/decision making; site-specific 360 feedback) and (2) sample lagging indicators (reduction in pre-mature termination of assignments; job performance).
- 8. Page 7 Making the Most of D&I in a Global Context Thank you Making the most of D&I in a global context
- 9. Page 8 Making the Most of D&I in a Global Context Dyne, L. V., Ang, S., Ng, K.Y., Rockstuhl, T., Tan, M. L., & Koh, C. (2012). Sub-dimensions of the Four Factor Model of Cultural Intelligence: Expanding the Conceptualization and Measurement of Cultural Intelligence. Social and Personality Psychology Compass, (6), 4, 295-313. Earley, P. C., & Ang, S. (2003). Cultural intelligence: Individual interactions across cultures. Stanford, CA: Stanford University Press. Jackson, T. (1991). Measuring management performance: A developmental approach for trainers and consultants. New York, NY: Kogan Page. Maltbia, T. E. (2011). Cultural Competence in Leadership Coaching: What Coaches Need to Know? Choice, (9), 3, 22-24 Maltbia, T. E., & Power, A. (2009). A leader’s guide to leveraging diversity: strategic learning capabilities for breakthrough performance. Lexington, MA: Butterworth-Heinemann Business Book, part of a new book series, Frontiers in Learning for Performance. Schmitz, J. (2006). Cultural Orientations Guide: The Roadmap to Cultural Competence. Princeton, NJ: Princeton Training Press. Selected references