More and more leaders are realizing hat they Just don’t connect naturally with the changing face of global consumers. In today’s global workplace, diversity management and cultural intelligence are an instance business necessity. Diversity management, known originally as a US concept, is defined in Managing Diversity towards a Global Inclusive Workplace by Michelle E. Moor Barack as “the voluntary organizational actions that are designed to create greater inclusion of employees from various backgrounds into the formal and informal organizational structures through deliberate policies and programs”.
Operating as a strategic approach to unman resource management, diversity management uses top practices in recruitment and retention, resource groups and mentoring, diversity management enhances talent development and workforce diversity through application of diversity metrics and diversity benchmarking. Not only referring to previous discriminated or unprivileged groups, diversity management is a combination of similarities, differences, and strains that could exist among a CARROLL 2 multicultural concoction (Moor-Bark, 2011).
According to Cultural Intelligence by Christopher Early and Elaine Moisakos, cultural intelligence picks up where emotional intelligence leaves off’. Cultural intelligence, or ICQ, is understanding and recognizing the beliefs, values, attitudes, and behavior of others and applying it towards a goal. It teaches strategies to improve cultural perception in order to separate behaviors driven by individuals from different cultures, suggesting that the knowledge and appreciation of the differences result in better global business practices. ICQ is developed through cognitive, physical, and motivational means.
Cognitive relates to learning about your own and others culture. Physical relates to using your sensing and adjusting your body language to blend in. Motivational means relates to gaining rewards and satisfaction from acceptance and success. In today’s global marketplace, you must be culturally intelligent. More corporations are becoming more aware of this need. They are supplementing a real strategy by supporting diversity associations, but when it comes to being authentic in how they integrate cultural intelligence into their business model, this is where the leaders begin to get uncomfortable (Early, 2004).
There are four stages of diversity management, which I call realization, action plan, accountability, and competitiveness. Along with four stages that develops cultural intelligence, which are drive, knowledge, strategy and action. The first step of diversity management, realization is when the organization recognizes the value of diversity. The first step of cultural intelligence is drive when the individual possess a high level of interest and motivation to adapt cross-culturally CARROLL 3 (Moor-Bark, 2011).
The organization and individual both understands that separation is the less efficient way to interact with culturally diverse people. The goal of legalization and drive is keeping an open mind to change the organizational culture by changing the demographic makeup of the workforce and instead of seeing difference as a difficulty, see it as something that can be learned about (Cultural, 2012). Knowledge is having a strong understanding about how cultures are similar and different.
It means learning about how culture in general shapes someone’s behaviors, values, and beliefs (Cultural, 2012). From this knowledge, organizations use an action plan that create a diversity plan with actions, objectives, and highlights. It shows gains in the diversity of the workforce and implements resources groups and structured mentoring programs (Moor-Bark, 2011). Using tools such as the Seven Dimensions of Culture, Hypotheses Cultural Dimensions, and Wobble’s Gasholders Model to understand what makes employees’ cultures different.
The organization shows a competitive advantage with talent by reaching a wide range of customers and clients. These initiatives have senior management support, accountability, backing of an overarching corporate philosophy, multiple measures of success and hat allow for changes in the corporate culture that improve the diversity climate are more likely to be more effective than initiatives that lacks these key ingredients (Bernard, 2009). Once you are aware and able to plan in light of your cultural understanding.
A cultural intelligence strategy for an organization is to implement a metrics-driven accountability for its diversity management effects (Lollop, 2011). The organization shows innovative diversity management initiatives, such as work/life programs that aid in CARROLL 4 retention and talent development and the linking of supplier-diversity efforts to immunity building (Four, n. D. ). Cultural audits identify obstacles faced by employees of backgrounds and modify the organization’s practices through surveys and focus groups (Moor-Bark, 2011).
Finally in the last step, competitiveness, these companies leverage diversity management to create, sponsor and nurture innovation. They provide thought- leadership and integrate cultural competency in all they do, from recruiting to customer service. The organization is taking action. They know when to adapt and when not to adapt when engaging cross-culturally. The organization is outpacing its monitors in reaching and developing talent and creating marketplace solutions. These companies outpace their competitors in raising cultural competency in marketing and sales efforts (Four, n. ). Mentioned in Managing Diversity towards a Global Inclusive Workplace are “Diversity is a reality to stay’, “Diversity management is the right thing to do”, and “Diversity makes good business sense”. The world is interconnected and changing, the new populations of countries evaluate how organizations relate to them. Cultural Intelligence helps corporations to work abroad and lead culturally diverse teams. If Hess organizations are not authentic, consumers and employees will began to question the leadership of the organization.
More organizations are starting to see cultural intelligence as a competitive advantage and strategic capability. Cultural intelligence leverage diversity management brings significant benefits such as better decision making and enhanced problem solving, greater creativity, and innovation, that leads to better product development, and more successful marketing to different types of customers. IBM believes CARROLL 5 that cross-cultural competence supports cohesiveness and collective performance.
Diversity management provides organizations with the ability to compete in global markets (Tan, 2004). Diversity management and cultural intelligence is the future. As technology creates a smaller global environment, organizations must be able to represent the entire world. Organization can no longer make excuses for their inherent hindering of diversity and cultural competences. Organizations must show an ethical, moral, and legal presence in the global environment towards equality. There are very few, a small percentage of organizations operating without this corporate responsibility.