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Aronagh managing performance hr forum pakistan 28112013_final

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Managing staff performance in an international environment. overview of the challenges of effectively managing performance across borders and cultures, share practical insights and actions that you can take to manage and improve cross border and cross cultural performance in your organisation. The presentation addresses issues regarding expats, international project team dynamics and cross border line management, you will have an opportunity to ask questions at the end.

What you will learn :
•The one surprising key factor to building a strong multi-cultural team
•Key elements on how to fostering cultural intelligence to prevent conflicts and misunderstandings
•How to use values to motivating staff from different cultures
•Tips on how to deal with poor performance across borders

Published in: Recruiting & HR
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Aronagh managing performance hr forum pakistan 28112013_final

  1. 1. 28/11/2013 Bettina Pickering
  2. 2. Background •15 plus years experience as a management consultant •Lead & delivered over 50+ engagements in complex, culturally diverse and fast changing environments •Key expertise: change management, performance management, business transformation •Key qualifications: MSc Engineering, MBA, NLP (Neuro-Linguistic Programming) Master Practitioner & Trainer, Executive Coach (c) Aronagh Ltd 2013 2 Example Client Cases •global people change programme for a large international manufacturer •global culture change for multimedia company across full HR lifecycle •global performance management framework for a telecommunication organisation Client List Extract BP, Clifford Chance, Department of Health, DSM, Erickson, Maersk, MAN Diesel, Novozymes, Philips, Reuters, Vodafone, Yara, York International
  3. 3. •Building a strong multi-cultural team •Fostering cultural intelligence to prevent conflicts and misunderstandings •Motivating staff from different cultures •Dealing with poor performance across borders (c) Aronagh Ltd 2013 3
  4. 4. Some definitions •“Software of the mind” or “mental programming” (source Hofsteede) •“Common patterns of thinking, feeling and acting” (source Social Anthropology) (c) Aronagh Ltd 2013 4 Types of Culture •National •Regional •Company •Department •Team •Project •Family •Individual Building Strong Multicultural Teams
  5. 5. (c) Aronagh Ltd 2013 5 What is important & not important What to do & not to do How to behave & not to behave How to say things & not to say things What is acceptable & not acceptable What is right & what is wrong Who we are & who we are not What we like & what we don’t Who we trust & who we don’t Building Strong Multicultural Teams
  6. 6. 1.Shared, very clear purpose 2.Ambitious, motivating goals 3.Mutual accountability 4.Strong social cohesion 5.Willingness to challenge others 6.Diverse talents 7.Leadership and followership (c) Aronagh Ltd 2013 6 Building Strong Multicultural Teams
  7. 7. •Global technology company based in Europe & US, with satellite locations in most major countries across the world •Fast changing, high paced and uncertain environment •Dysfunctional teams –Lack of ownership –Lack of communication –Long running conflicts & misunderstandings –General dissatisfaction –Some significant negative events (c) Aronagh Ltd 2013 7 Building Strong Multicultural Teams
  8. 8. (c) Aronagh Ltd 2013 8 Building Strong Multicultural Teams Challenges •Uncertainty •Constant Changes •Fast Pace •Complexity Could not provide Detailed company vision Detailed procedures & plans Definitive answers to all questions Static responsibilities Could provide Clear team visions Clear team mission & values Clear roles & accountabilities Ways of working with each other Clear Competencies Clear Behavioural expectations
  9. 9. •Building a strong multi-cultural team •Fostering cultural intelligence to prevent conflicts and misunderstandings •Motivating staff from different cultures •Dealing with poor performance across borders (c) Aronagh Ltd 2013 9
  10. 10. 1.Shared, very clear purpose 2.Ambitious, motivating goals 3.Mutual accountability 4.Strong social cohesion 5.Willingness to challenge others 6.Diverse talents 7.Leadership and followership These are all important, but ….. (c) Aronagh Ltd 2013 10 Fostering Cultural Intelligence
  11. 11. (c) Aronagh Ltd 2013 11 Communication The No.1 difference that makes the difference for High Performing Teams Fostering Cultural Intelligence
  12. 12. 1.Shared, very clear purpose 2.Ambitious, motivating goals 3.Mutual accountability 4.Strong social cohesion (c) Aronagh Ltd 2013 12 5.Willingness to challenge others 6.Diverse talents 7.Leadership and followership Communication Fostering Cultural Intelligence
  13. 13. (c) Aronagh Ltd 2013 13 Filters • Stories/Memories • Language • Values & Beliefs • Decisions • Expectations • Behavioural Preference Patterns Outside Events Other people’s actions State (mood, emotions, body language) Behaviour Results Fostering Cultural Intelligence
  14. 14. (c) Aronagh Ltd 2013 14 What is important & not important What to do & not to do How to behave & not to behave How to say things & not to say things What is acceptable & not acceptable What is right & what is wrong Who we are & who we are not What we like & what we don’t Who we trust & who we don’t Stories, Memories, Beliefs Values Values & Beliefs Language Values & Beliefs Behavioural Pattern Preferences Values & Beliefs, Decisions Values & Beliefs Values & Beliefs, Decisions Fostering Cultural Intelligence
  15. 15. (c) Aronagh Ltd 2013 15 Cultural Intelligence is “the capability to function effectively in intercultural settings” (Source - Article: Sub-Dimensions of cross-cultural intelligence) and most of it is Communication Fostering Cultural Intelligence 1. Self Awareness 2. Other Awareness 3. Situational Awareness
  16. 16. •Training for Managers –Values –Behavioural Patterns –Language •Workshops –Team Mission –Team Values – what is important to us…and to me… –Team Behaviours – how do we interact with each other –Days in the life of …. (c) Aronagh Ltd 2013 16 Fostering Cultural Intelligence
  17. 17. •Building a strong multi-cultural team •Fostering cultural intelligence to prevent conflicts and misunderstandings •Motivating staff from different cultures •Dealing with poor performance across borders (c) Aronagh Ltd 2013 17
  18. 18. (c) Aronagh Ltd 2013 18 Motivators for Performance 1.Values 2.Behavioural Preference Patterns Motivating Staff from different cultures Examples •Towards vs Away from •Internal vs External •Sameness vs Difference
  19. 19. (c) Aronagh Ltd 2013 19 •Objectives vs Targets •Team Behaviours vs Expectations Towards vs Away From •Self motivated vs feedback •Sharing success stories & celebrating Internal vs External •Focus on what is or can be made certain •Focus on evolution rather than volatility Sameness vs Difference Communication
  20. 20. •Building a strong multi-cultural team •Fostering cultural intelligence to prevent conflicts and misunderstandings •Motivating staff from different cultures •Dealing with poor performance across borders (c) Aronagh Ltd 2013 20
  21. 21. Key Issues •Unclear expectations •Addressed too late •Lack of mutual understanding •Lack of Feedback Competencies (c) Aronagh Ltd 2013 21 Dealing with Poor Performance
  22. 22. •Performance management happened in ‘daily’ conversations •Staff recognised their own poor performance •Managers felt empowered to have performance conversations early •Staff in wrong role could be easily identified (c) Aronagh Ltd 2013 22 Clear competencies & expectations Feedback Models Understanding of Motivating Factors Dealing with Poor Performance
  23. 23. To connect with Bettina Pickering, contact her on e-mail: bettina.pickering@aronagh.co.uk or through Linkedin: www.linkedin.com/in/bettinapickering Facebook: www.facebook.com/AronaghLtd (c) Aronagh Ltd 2013 23
  24. 24. •Words that change minds, Shelle Rose Charvet, 1997 •The three laws of Performance, Steve Zaffron & Dave Logan, 2009 •Cultures and Organizations, Geert Hofstede, Gert Jan Hofstede, Michael Minkov, 2010 •Riding the Waves of Culture, Fons Trompenaars, Charles Hampden-Turner, 1997 •The Culturally Intelligent Team: The Impact of Team Cultural Intelligence and Cultural Heterogeneity on Team Shared Values, Wendi L. Adair, Ivona Hideg, and Jeffrey R. Spence, Journal of Cross-Cultural Psychology, 44(6) 941–962, 2013 •The Wisdom of Teams, Jon Katzenbach and Douglas Smith, 1993 •CQ: Sub-dimensions of Cultural Intelligence, Dyne, Ang, Ng et al, Social and Personality Psychology Compass, 295-313, 2012 (c) Aronagh Ltd 2013 24

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