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.
Intercultural Awareness - By Dr. Christine Mc Carthy | TEC Leadership IstituteTEC Leadership Institute
Globalization is increasing, many divisions within corporations are organized on a global scale and networks and areas of impact transcend national boundaries. The target of this presentation is to create an understanding on Intercultural Competence and its levels. Explore more on Intercultural Competence at TEC Leadership Institute Website.
How can you or your PRSSA chapter help support a stronger public relations profession? As future public relations leaders, you “set the tone for diversity and inclusion.” It’s up to you and your members to be “involved, accountable, and focused on creating an inclusive culture.”
The Plank Center for Leadership in Public Relations is co-hosting a webinar with PRSSA titled, “Promoting Diversity & Inclusion Excellence.” Diversity and inclusion is an important topic across many industries, especially public relations.
From examining previous research to understanding how top organizations are moving the D&I dial, this webinar will equip you and your chapter with key takeaways that can be implemented today to serve tomorrow’s public relations leaders.
The webinar featured experts who discussed their diversity and inclusion research, observations, and experience. The experts were:
- Keith Burton, principal, Grayson Emmett Partners
- Andrew Cook, VP of Advocacy, PRSSA 2016-2017
- Pat Ford, worldwide vice chair, chief client officer, Burson-Marsteller
- Dr. Nilanjana Bardhan, professor, Southern Illinois University at Carbondale
Multinational companies demand multicultural teams, leaders have to manage different teams in different places, with different culture. Cultural differences could be a trap.
Intercultural Awareness - By Dr. Christine Mc Carthy | TEC Leadership IstituteTEC Leadership Institute
Globalization is increasing, many divisions within corporations are organized on a global scale and networks and areas of impact transcend national boundaries. The target of this presentation is to create an understanding on Intercultural Competence and its levels. Explore more on Intercultural Competence at TEC Leadership Institute Website.
How can you or your PRSSA chapter help support a stronger public relations profession? As future public relations leaders, you “set the tone for diversity and inclusion.” It’s up to you and your members to be “involved, accountable, and focused on creating an inclusive culture.”
The Plank Center for Leadership in Public Relations is co-hosting a webinar with PRSSA titled, “Promoting Diversity & Inclusion Excellence.” Diversity and inclusion is an important topic across many industries, especially public relations.
From examining previous research to understanding how top organizations are moving the D&I dial, this webinar will equip you and your chapter with key takeaways that can be implemented today to serve tomorrow’s public relations leaders.
The webinar featured experts who discussed their diversity and inclusion research, observations, and experience. The experts were:
- Keith Burton, principal, Grayson Emmett Partners
- Andrew Cook, VP of Advocacy, PRSSA 2016-2017
- Pat Ford, worldwide vice chair, chief client officer, Burson-Marsteller
- Dr. Nilanjana Bardhan, professor, Southern Illinois University at Carbondale
Multinational companies demand multicultural teams, leaders have to manage different teams in different places, with different culture. Cultural differences could be a trap.
What IS Cross Cultural Leadership? And How Does it Benefit the Workplace?NMC Strategic Manager
Part 1 of our mini series on Cross Cultural Communication introduces what it is and the benefits to organizations of all types and sizes for leading a diverse workforce.
Diversity and Inclusion - By Dr. Christine Mc Carthy | TEC Leadership InstituteTEC Leadership Institute
There are four various age cohorts in the workplace. These groups share some traditional work values but differ on such important ones as what community means, what participation means, the role of management, employer / employee loyalty, telecommuting, technical competence, and what constitutes a good day’s work. You will learn more on diversity and inclusion at business in this presentation. For a better understanding on same, please visit TEC Leadership Institute website.
Diversity and Inclusion in Action: Top Diversity Leaders Share Roadmaps for Success
Learning objectives: Strengthen diversity strategies for inclusion, leadership, and performance
Are you ready to stop spinning your wheels? Do you want to upgrade your diversity GPS? There is a process by which you can successfully roll out a robust and sustainable diversity initiative. Clarifying and effectively mapping your direction will save you and your organization time and resources. This process includes understanding specific diversity challenges that are tied to the business goals of the organization. Often companies start with external recruiting, employee resource groups, and other sources that may not yield maximum results. What does success mean to your organization and how can your initiatives contribute to this greater purpose? In this seminar, top diversity and inclusion leaders share ways to drive your message, implement best practices, and integrate your diversity strategies to increase talent acquisition, enhance performance, and strengthen leadership skills.
At the end of this seminar, participants will be able to:
a. Explore best practices in diversity and inclusion leadership practices
b. Examine the process of developing sustainable diversity and inclusion initiatives
c. Discuss leadership and talent management strategies
d. Create a process or plan that works within their organizational needs
e. Use tools and tips for engaging effective consultants and outside vendors
International Human Resource ManagementSai Srivatsav
This presentation gives a bird's eye view on the emphasis, need and challenges businesses have to face while going global to become endearing global behemoths.
Strategic Global Negotiations provides the ‘what is’,
and the ‘how to’, of communicating, influencing and
creating transformational negotiations in a safe environment
to produce value (win/win) in diverse settings.
What IS Cross Cultural Leadership? And How Does it Benefit the Workplace?NMC Strategic Manager
Part 1 of our mini series on Cross Cultural Communication introduces what it is and the benefits to organizations of all types and sizes for leading a diverse workforce.
Diversity and Inclusion - By Dr. Christine Mc Carthy | TEC Leadership InstituteTEC Leadership Institute
There are four various age cohorts in the workplace. These groups share some traditional work values but differ on such important ones as what community means, what participation means, the role of management, employer / employee loyalty, telecommuting, technical competence, and what constitutes a good day’s work. You will learn more on diversity and inclusion at business in this presentation. For a better understanding on same, please visit TEC Leadership Institute website.
Diversity and Inclusion in Action: Top Diversity Leaders Share Roadmaps for Success
Learning objectives: Strengthen diversity strategies for inclusion, leadership, and performance
Are you ready to stop spinning your wheels? Do you want to upgrade your diversity GPS? There is a process by which you can successfully roll out a robust and sustainable diversity initiative. Clarifying and effectively mapping your direction will save you and your organization time and resources. This process includes understanding specific diversity challenges that are tied to the business goals of the organization. Often companies start with external recruiting, employee resource groups, and other sources that may not yield maximum results. What does success mean to your organization and how can your initiatives contribute to this greater purpose? In this seminar, top diversity and inclusion leaders share ways to drive your message, implement best practices, and integrate your diversity strategies to increase talent acquisition, enhance performance, and strengthen leadership skills.
At the end of this seminar, participants will be able to:
a. Explore best practices in diversity and inclusion leadership practices
b. Examine the process of developing sustainable diversity and inclusion initiatives
c. Discuss leadership and talent management strategies
d. Create a process or plan that works within their organizational needs
e. Use tools and tips for engaging effective consultants and outside vendors
International Human Resource ManagementSai Srivatsav
This presentation gives a bird's eye view on the emphasis, need and challenges businesses have to face while going global to become endearing global behemoths.
Strategic Global Negotiations provides the ‘what is’,
and the ‘how to’, of communicating, influencing and
creating transformational negotiations in a safe environment
to produce value (win/win) in diverse settings.
Cultural consequences of IHRM on company’s values, behavior, institutions, or...Masum Hussain
The objective of the study is to investigate and analyze the influence of culture on human resource management practices. The research is expected to answer the importance question: Are HRM practices influenced by national culture or not? It is generally accepted that the practices of management is considered to be universal until Hofstede (1980:42) published the seminal work: Culture’s Consequences: International Differences in Work Related Value in 1980. Hofstede’s work is the most popular in cross culture management studies so that his framework in national culture will be used in this research. Structural equation model (SEM) with Two Step Model Building Approach is used to test structural theory. It is used to test the hypotheses model statistically to determine the extent to which the proposed model is consistent with the sample data. SEM incorporates both confirmatory factor analysis and multiple regressions to estimate a series of interdependent relationship simultaneously. The results of descriptive analysis indicate that the national culture dimensions tend high for collectivism, power distance, masculinity and uncertainty avoidance, quite different from Hofstede (1980) findings that Indonesia has high collectivism, high power distance, and moderate in masculinity and low in uncertainty avoidance. While in Second Order Confirmatory Factor Analysis, collectivism, power distance and uncertainty avoidance are confirmed as a dimension of national culture but masculinity are not.
In structural testing, it indicates that two hypotheses i.e. the influence of national culture on career development and compensation are supported but the influence of national culture on staffing and participative management are not supported. Organizational culture also shows influence on staffing and participative management. One of human resource management practices i.e. career development influence on organizational performance but others such as staffing, participative management, and compensation does not. This study shows that national culture and organizational culture influence on some of human resource management practices. Therefore, this research supports the divergence theory that human resource management practices are culture-bound.
We help our clients in better understanding the art of balancing global integration and local adaptation.
Developing cultural effectiveness and building team integration
by providing consulting, assessment, training and coaching services
Presented at World Learning/ SIT Graduate Institute, Washington DC, August 2013.
Orientation for MA Sustainability/ International Policy & Management Programs
Global LeadershipDevelopmentJ ^ a í Global Organization.docxshericehewat
Global Leadership
Development:
J ^ a í Global Organizations Can Do to Reduce
Lead^hip Risk, Increase Speed to Competence,
and Build Global Leadership Mi
By Steve Terrell and Katherine Rosenbusch
Globalization, the ongoing process of interdependence and integration of economies, societies,
and cultures that occurs through a worldwide network of global communication and trade, has
rapidly developed over the past 25 years to the point where it is a reaiity today (Mendenhall,
Osland, Bird, Oddou, & Maznevski, 2008). It has become widely accepted that "the world is
at once borderless, multicultural and a burgeoning hybrid of cultures. Expanded tourism, the
dissemination of pop culture, global migration, Internet communities—all these have led to
unprecedented worldwide connectedness" (Rosen, Digh, Singer, & Phillips, 2000, p. 22).
Not only is it true that "the world isfiat" (Friedman, 2005, p. 5), but theworld is also one of "...high chaos
and continuous change" (Marquardt &
Berger, 2000, p. 1), in which a rapidly grow-
ing number of companies "operate as if the
entire world were a single entity" (Marquardt
& Berger, p. 4). Eormer U.S. Secretary of
Labor Robert Reich (1991) declared in his
book The Work of Nations, "We are living
through a transformation that will rearrange
the pohtics and economics of the coming cen-
tury. There will be no national products or
technologies, no national corporations, no
national industries. There will no longer be
national economies" (p. 3). The reality of
globalization means that the world has
become so interconnected that "the only way
to succeed is by competing with everyone
from everywhere for everything. Starting
now" (Sirkin, Hemerling, &C Bhattaccharya,
2008, p. 20).
This high degree of interconnectedness,
which is being brought about through the
impact of technology on communication,
knowledge creation and information sharing
(Marquardt & Berger, 2000) in today's orga-
nizations, is combining with the chaos and
continuous change of today's business envi-
ronment to create a highly dynamic, complex,
borderless, multicultural context within
which businesses must learn to operate or
suffer the consequences (Rosen et al., 2000).
Thus, the challenge of globalization is that
organizations must "adapt or die" (McCal-
lum, 2001, p. 73); "adaptability will be the
characteristic that ultimately most distin-
guishes successful from unsuccessful
enterprises" (p. 74). Organizations must find
constructive ways to adapt to survive, and the
most adaptable organizations—those that
possess a high degree of dynamic capability
(Winter, 2003)—will be best positioned to
explore the possibilities hidden amid the
chaos and to respond with innovative solu-
tions to the complex challenges they face. The
challenge is daunting for even the best-pre-
pared organizations.
Organizations in the new global context must
master geographic, cultural and intellectual
reach in the development of a global mindset
as well as globa ...
Organizations must battle a highly competitive business environment where ambiguity, interdependence, diversity, and unpredictable fast change require leaders to strengthen their intercultural awareness to foster healthy global business environment. Developing CQ skills requires examining organizational dynamics and a leader's cultural diversity lens to build a global mindset of curiosity, respect and inclusion that fosters resilient relationships.
Human resource issues in trans cultural organisationAakash Khandelwal
The document explores various HR issues within an organization (MNC) due to cultural diversity.
Hofstede framework is used and example of Merill Lynch, Bank of America and Google haven been discussed.
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