As Australia builds closer relations in Asia while India strides into the western world, it becomes more important than ever that employees have cross cultural knowledge.
My reading on cross cultural training programs is that the best focus on the assimilation of workers from a variety of cultures into a common corporate culture (sometimes called “cultural congruence”). The best also teach “cultural differentiation” – how to maintain your own culture while recognizing the value of others. That has been my mantra – stay true to your culture while adapting where you can.
This messaging has to start from the CEO and flow down, improving internal and external cross-cultural communications.
But beware – many existing programs are basically just etiquette training—such as whether you should bow or shake hands—and do not deal with the bigger issues.
Also beware of just training people in the basics such as Americans do this, Indian do that, Aussies do something else. Interesting and useful – but does not prepare your ream for behaving in cross culturally different situations. This takes many employees outside of their comfort zone.
Boeing: A Mixed Approach
At Boeing, the world’s largest aerospace company with 330,000 employees in 28 countries, leaders use a mix of approaches and tools—from online modules to afternoon seminars to one-on-one training—to help staff become more culturally aware. All employees are trained using GlobeSmart, an online resource developed by Portland-based Aperian Global. Workers and their families embarking on overseas assignments are given one-on-one sensitivity training and cultural orientation sessions.
The goal is to make sure employees are “not just landing in a country and getting introduced for the first time,” says Lisa-Marie Gustafson, SPHR, a talent manager for Boeing’s supplier management group.
Boeing also arranges “lunch and learn” cultural talks, employee rotation programs to allow overseas staff to work for nine to 18 months in the U.S., and diversity summits twice a year in U.S. locations.
Good training programs address subtle differences between people of different cultures. How is trust built differently in this culture? What is the most constructive way to provide criticism?
SAP: One Size Doesn’t Fit All
SAP is a software giant based in Walldorf, Germany, with locations in 130 countries. It has an elaborate diversity program, which includes cultural sensitivity training.
Employees embarking on overseas business trips can access online cultural briefings. All SAP employees can take classroom-based training and receive interactive instruction. The company uses a mix of internal and external trainers and customizes its training depending on the location destination and employees’ needs.
Professor Andy Molinsky and “Global Dexterity”
I am a big fan and user of programs from Professor Andy Molinsky from Brandeis University – he claims the best training programs should also teach employees how to act in cultural situations that make them uncomfortable. That is, training would ideally teach employees “global dexterity”—which is also the title of Molinsky’s book.
In his programs, a student from Asia who may be culturally programmed to remain quiet unless she’s asked to speak, would practice speaking out at meetings without being prompted. Or an American who’s uncomfortable giving blunt feedback could practice that skill. Molinsky says the idea is for students to be put in realistic situations and to benefit from feedback and analysis in a supportive environment.
Making a start
Of course, for most corporations the first steps in building effective cross cultural training come from knowing your employees and assessing current attitudes.
You can choose to start with a simple program – creating a workplace committed to treating every employee, customer and client with respect. Of course, the program should define what that means—such as using no racial terms, jokes or language, even if such conduct is legally permissible in a particular country.
Into India 