Cultural Competence Self-Assessment Tool This questionnaire is intended to help identify your cultural competence training needs. Cultural competence refers to the ability to work in ways that recognize and respect culturally based patterns of behavior and the cultural strengths associated with people and ethnic communication different than your own. The questionnaire is intended to help assess your strengths and weaknesses in addressing the cultural diversity of your patients and colleagues. Feel free to copy this survey to use with your clinic staff members. Circle the responses that most accurately reflect your perception. Not at all Barely Fairly well Very well 1. Do you know: The prevailing beliefs, custom norms or values of ethnic communities you serve? 1 2 3 4 How health/illness is defined by members of the different ethnic communities in your area? 1 2 3 4 What languages are used by the ethnic communities in your area? 1 2 3 4 2. How well are you able to describe the strengths of a given ethnic community? 1 2 3 4 3. Do you attend cultural, ritual, or ceremonial functions sponsored or presented by ethnic groups? 1 2 3 4 4. Do you have access to professionals or others who can give you insight and respect to understanding or reaching out to members of ethnic communities? 1 2 3 4 5. Does the waiting room in your office or any of the exam rooms have magazines, books, art work or cultural artifacts reflecting the ethnic communities that your serve? None A few Some Many 1 2 3 4 UCare Provider Manual Revised January 2010 6. To what extent do you know the following risk factors of the ethnic communities in your service area? Not at all Barely Fairly well Very well Infant mortality rates 1 2 3 4 Life expectancy rates 1 2 3 4 Disease prevalence 1 2 3 4 Educational attainment 1 2 3 4 Geographic location 1 2 3 4 Income differentials 1 2 3 4 Unemployment rates 1 2 3 4 7. To what extent do you know the following characteristics of your patients of diverse cultures? Not at all Barely Fairly well Very well Social History (how they came to reside in your area) 1 2 3 4 Role of family/elders in decision making 1 2 3 4 Availability and accessibility to social service agencies 1 2 3 4 Basic health expectations 1 2 3 4 Add up your total score and then check the following scale to determine your level of cultural competence. 55-72 Culturally competent 37-54 Knowledgeable of diversity 19-36 Minimal cultural awareness 18 or below Culturally unaware Developed by The Center for Cross-Cultural Health, Through the Eyes of Others: Interc ...

1. Cultural Competence Self-Assessment Tool
This questionnaire is intended to help identify your cultural
competence training needs. Cultural
competence refers to the ability to work in ways that recognize
and respect culturally based patterns of
behavior and the cultural strengths associated with people and
ethnic communication different than your
own. The questionnaire is intended to help assess your strengths
and weaknesses in addressing the
cultural diversity of your patients and colleagues. Feel free to
copy this survey to use with your clinic staff
members. Circle the responses that most accurately reflect your
perception.
Not at
all
Barely Fairly
well
Very
well
1. Do you know:
The prevailing beliefs, custom norms or
values of ethnic communities you serve?

2. 1 2 3 4
How health/illness is defined by members
of the different ethnic communities in
your area?
1
2
3
4
What languages are used by the ethnic
communities in your area?
1
2
3

3. 4
2. How well are you able to describe the strengths
of a given ethnic community?
1
2
3
4
3. Do you attend cultural, ritual, or ceremonial
functions sponsored or presented by ethnic
groups?
1
2
3
4

4. 4. Do you have access to professionals or others
who can give you insight and respect to
understanding or reaching out to members of
ethnic communities?
1
2
3
4
5. Does the waiting room in your office or any of the exam
rooms have magazines, books, art work
or cultural artifacts reflecting the ethnic communities that your
serve?
None A few Some Many
1 2 3 4
UCare Provider Manual Revised January
2010

5. 6. To what extent do you know the following risk factors of the
ethnic communities in your service
area?
Not at
all
Barely Fairly
well
Very well
Infant mortality rates 1 2 3 4
Life expectancy rates 1 2 3 4
Disease prevalence 1 2 3 4
Educational attainment 1 2 3 4
Geographic location 1 2 3 4
Income differentials 1 2 3 4
Unemployment rates 1 2 3 4
7. To what extent do you know the following characteristics of
your patients of diverse cultures?
Not at all Barely Fairly well Very well
Social History (how they came to
reside in your area)
1 2 3 4
Role of family/elders in decision

6. making
1 2 3 4
Availability and accessibility to
social service agencies
1 2 3 4
Basic health expectations 1 2 3 4
Add up your total score and then check the following scale to
determine your level of cultural
competence.
55-72 Culturally competent
37-54 Knowledgeable of diversity
19-36 Minimal cultural awareness
18 or below Culturally unaware
Developed by The Center for Cross-Cultural Health, Through
the Eyes of Others: Intercultural Resource Directory for Health
Care Professionals –Adapted with permission from James
Mason.
UCare Provider Manual Revised January
2010
Preamble
This case group project involves the development of an HR
(and/or Workforce) Scorecard. This case will provide you with

7. an understanding of the firm's business-level balanced
scorecard. Your task will be to translate this into an HR (and/or
Workforce) Scorecard, and to design the associated
infrastructure to ensure its successful implementation.
Please address (at a minimum) the following questions in your
analyses.
1. What is the firm's competitive strategy? What are its
associated operational goals?
Focus Strategy:
-Apex has a unique product with a specialized market
-Currently leads in this market segment because of their quality
of product.
-Offers customized products to customers
-Can potentially hinder growth due to small size of the
company, and the labor intensive work that is put into their
products
-Threatened by other larger companies (Microsoft) who are
trying to expand into the market.
-Cost cutting strategy is resulting in lower quality standards of
the product and unhappy customers
Operational Goals:
-Create a more universal HR organizational structure that
allows less autonomy for departments and more teamwork
within departments
-Create marketing strategies to stay ahead of new competition
-Update pay for performance initiatives to show
accountability
-Improve product quality
-Restructure training
-Create tiered advancement opportunities for high
performers
-Improve recruiting practices/“hiring for promotability”
-Improve performance appraisal system to make it
beneficial to the employees and less of a chore for managers
0. Create a strategy map for this organization.

8. 0. What are the "A" jobs in this business? What does "A"
performance look like in these "A" jobs?
a. A jobs: A jobs in Apex are going to represent the jobs that
are going to be important moving forward with their
implementation of the new initiative
i. Systems design →
i. System designer (information technology dept.)
a. This role helps to design documentation for the development
and integration of the new computer system and how they relate
to the needs of the business
ii. Systems Engineering →
1. Customer Service System Engineer
a. Essential for technical management, development of new
customer service software, and the acquisition of the software
into company practices
iii. Marketing →
1. Product Marketing Professional →
a. Helps to promote Apex’s product with relation and help from
their new customer service software
1. Market Research Analyst →
b. Important to research the market for how other companies
are promoting their service to customers
iv. Compliance →
1. Compliance Officer
a. Helping to ensure that the new customer service and cost-
efficiency program is running legally and ethically in
‘compliance’ with industry regulations
v. Human Resources →
1. Training and Development Specialist
a. One of the most important A jobs because of the direct
correlation with training employees (new and old) how to use
the customer service software initiative
1. Based on the firm's strategy and operational goals, how can
the HR function help create value for shareholders and other
key constituencies? As a senior HR manager, what competencies
and workforce attributes will you commit to the CEO to deliver?

9. From an HR Perspective, there are several ways in which the
HR function can help create value for shareholders and other
key constituents. First looking at their HR management system
by itself, there are many elements that need to be changed or
restructured to leverage the key assets of the organization
appropriately. How their current HR system is currently defined
just so happens to be everything that is wrong with the
organization from an operational perspective. To better create
value for shareholders and constituents, we need to make a lot
of internal structural changes to adjust our trajectory. Knowing
that their current HR function and organizational structure is
defined as “silos” is the first alarming issue that needs to be
fixed. A silo is essentially divisions that operate completely
independent from one another and avoid sharing information.
This prevents divisions from understanding how their role fits
in the overall objective and can lead to having tunnel vision,
unable to keep the big picture in their peripherie. It is
imperative that we formulate a new function and system that
changes this. To create value, we have to work better cross
functionally and multilaterally to share information across
teams to promote more transparency. This will lead to a natural
increase in efficiency as divisions are better equipped with the
requisite knowledge to understand how their efforts impact
other divisions and contribute to the overarching objective of
the firm.
0. Based on the above, what specific HR policies and practices
must be in place how does the HR function need to be organized
to deliver the "deliverables?"
1. What will the HR (and/or Workforce) scorecard look like?
You can use the approach we've used in class, or any other
approach that makes sense to you (the latter is actually
encouraged). Be sure to include objectives, measures, and
initiatives (don't worry about targets).
2. Who will "own" each of the measures in your scorecard? How
often must they be updated?
3. How will you communicate your measurement system

10. throughout the firm?
When communicating the measurement system throughout the
firm it is important to start at the head of each department or
team and have the information be communicated in that way. It
is important that the employees are utilized as tools to spread
this communication.
0. Measurement systems often highlight the performance of high
and low performing managers and units. How will you roll out
your measurement system and persuade (often) skeptical
managers to use it?