Ti - Vlerick Business School

Ti - Vlerick Business School

NiMAP toolkit for companies Ti Introduction This training toolkit for companies has been developed by Vlerick Business School & Talentree to help companies create an inclusive and diverse work environment and to reap its benefits in the best possible way. The toolkit is

based on the learnings

gathered during the Newcomer

Induction Management Accelerator Programme (NiMAP), a project which has been carried out in collaboration with Stockholm school of Economics and with the support of the European Social Fund. The training toolkit is divided into four different modules, which can be used separately or a whole, depending on the needs of companies.

Four modules 1.Multicultural diversity on the agenda 2.Building a diverse

organisation: foundations right 3.Recruiting for diversity 4.Managing diversity in the workplace getting

the NiMAP MODULE 1: Multicultural diversity on the agenda Ti

Table of contents 1. Diversity: the new normal 2. The labour market paradox 3. Why diversity matters 4. When to start with building a diverse organisation

Tour de table 1. Diversity: the new normal Superdiversity: a demographic reality Quiz

1. Go to Kahoot 2. Enter the Game Pin Quiz Q.1: what is the % of people with a foreign origin living in Flanders? (other nationality, born outside Belgium and obtained Belgian

nationality or one of the parents is non-Belgian) Quiz 20,5% Quiz Q.2: What is the % of 0-5 year old children

living in Flanders who have a foreign origin? (other nationality, born outside Belgium and obtained Belgian nationality or one of the parents is non-Belgian) Quiz 37%

Quiz Q.3: What are the 3 most cosmopolitan cities in the world in terms of % of people living there with a foreign origin? Quiz

Foreign-born 1. Dubai (83%) 2. Brussels (62%) 3. Toronto (46%) Quiz Q.4: What is the % of Flemish people not

having friends or acquaintances from a different origin than theirs? Quiz 33% Quiz

Q.5: Is the gap in employability between natives and foreign born people, larger for lower or higher educated people? Quiz Quiz

Q.6: Which country scores the lowest in the entire EU when it comes to share of people with foreign roots who have a job? Quiz Quiz

Q.7: How many board members of the bel 20 companies are from foreign origin (according to Belgium Board Index 2017)? Quiz 43,3%

Quiz Quiz Q.8: What is the top HR priority for the largest Belgian organisations?

Quiz 2. The labour market paradox The war for talent continues to rise 1. More vacancies than ever 2. Digitalisation gives rise to new jobs 3. Mismatch and underutilized potential

4. Late entry to labour market & we leave labour market too soon 5. Ageing population causing skills shortage High rate of unfilled vacancies Projections of working-age population

Challenges for newcomers 1. Language requirements 2. Unknown is unappreciated 3. Lack of a local business network 4. No implicit knowledge of the job market 5. Being overqualified Challenges for newcomers

o After the first 18 months in Belgium, only 42% of newcomers (with a foreign mother tongue) found a job o Most jobs are found in: o West Flandres and Flemish Brabant o

Private companies o Large companies Source: Etion, 2019

The labour market paradox Organisations are looking for highly skilled talents and have difficulties finding them on the labour market while highly educated newcomers have difficulties entering the job market at their competence-level

The labour market paradox Source:Trbovic, N., Volckaert, E., Buyens, D., & Defever, E. (2018). HR BAROMETER 2018, HRM trends and challenges in Belgian organisations. Ghent: Vlerick Business School & Hudson. Vlerick Hudson (2018) .

A second paradox Dissatisfied; 9.00% Neutral; 14.00% Very satisfied; 40.00% Satisfied; 37.00%

Source: Etion, 2019 3. Why diversity matters Reflection Based on your own (professional) experience, what are: Advantages for companies when investing in diversity

Risks for companies when not investing in diversity Write down 5 advantages and 5 risks Diversity & financial performance The business case for diversity 1. Winning the war for talent

2. Strengthening customer orientation 3. Improving decision making & innovation 4. Increasing employee satisfaction 5. Enhancing the companys image Winning the war for talent In our organisation, it didnt matter where someone was coming from, but they needed to speak Dutch or French.

Only for the IT department it was OK if one could speak only English. But we feel that the war for talent is larger than ever, so we recently adapted our strict language requirements in all our departments. (HR manager, Insurance company). Strengthening customer orientation We have people of different nationalities in our team.

So we have a lot of inside knowledge about different cultures and countries. This enables us to penetrate new markets. (Talent manager, pharmaceutical company) Improving decision making & innovation By observing other ways of working, you can learn a lot. So I believe that a diverse workforce boosts competence

development. Furthermore, it brings people closer; when people need to work together with people of different cultures, they start to develop greater understanding for each other and that way, many prejudices disappear. (HR manager, international company) Fostering employee satisfaction We are an international company. Our clients expect

that we reflect the diversity of our ecosystem in our workforce. Also our employees, especially the millennials, expect a diverse workforce when they opt to work for an international company. (business manager, services company) Enhancing the companys image I think a broad range of stakeholders are a little fed up that

change around diversity and equity is not happening at a faster pace. We will see employees getting more vocal and demanding their employers take action on diversity related issues. We have already seen this with some companies in 2018 like Google, but I feel more employees will feel empowered and expect more from their employers in this regard. Investors will continue to see diversity as an indicator of a companys long term success. (VP, software company)

Risks of being non-diverse 1. Limited access to talent 2. Irrelevance 3. Turnover 4. Negative brand 5. Negative reactions

4. When to start Triggers to start working on diversity 1. A new business development kick-off abroad 2. An acquisition of an international company or merger with an international group 3. A small diversity initiative such as hiring a refugee 4. Hiring international talent due to a lack of expertise abroad

Triggers to start working on diversity We are super diverse, but I should say that this happened more by accident than by intention. We were looking for skilled employees, and those are hard to find. So we started looking outside of Belgium. And then, one day, you notice that you actually have a quite diverse team. We experienced that this worked well, we became more innovative and our employees were more dedicated. That is why we are now striving

for the target goal of 50%. (CHRO, biotechnology company) Triggers to start working on diversity 1. Experiment with diversity in situations where it might be relevant to your business 2. Learn about the opportunities and challenges for your organisation 3. Start building a strategy and action plan for full

implementation (see Tool 2). Diversity from the onset It is far easier to build a diverse organisation from the ground up than to diversify a

large, complex, homogeneous organisation Diversity is not a topic on our agenda. But international growth is high on the agenda and the world is our playground. So building a mixed team is a natural process (CEO, Hello Customer) Share positive examples

I work in a typical local family firm. We - and I think many similar firms - are never the first movers. Though, examples of bigger organisations who successfully move forward with it inspire us. (HR manager, building industry) NiMAP MODULE 2 Building a diverse organisation:

getting the foundations right Ti Table of contents 1.Critical success factors of building a diverse organisation

2.Towards an inclusive company culture 3.Bring unconscious bias to the forefront 1. Critical success factors of building a diverse organisation Critical success factors 1. C-level commitment

2. Stakeholder management 3. Alignment with business strategy 4. Inclusive culture 5. Critical mass 6. A well-managed process C-level commitment One of most common mentioned success factors by companies

Support is needed to ensure diversity and inclusion efforts receive the appropriate attention, funding and monitoring The CEO and other senior leaders Are the most visible spokespeople for diversity Set the example for employees This is a topic which requires visible senior executive support, to both initiate diversity programmes and sustain them with sponsorship (financial services company)

Get on board Most important stakeholders to get on board? Stakeholder management Board/C-level Line management HR/recruitment

Corporate citizenship Employees Unions Stakeholder grid How can the different stakeholders be convinced to invest in diversity? 1. Choose 2 stakeholders 2. Think about concrete arguments and actions to convince these 2

3. Differentiate between benefits of investing in diversity and risks of not investing in diversity 4. Write down your answers in your individual grid 5. Share your ideas using the group grid Stakeholder grid Stakeholder grid

Role plays: convince your stakeholder! Alignment with business strategy No separate diversity and inclusion plan: Diversity as a means, NOT a goal (technology scale-up) Anchored in the business strategy eg part of business development,

internationalisation, creating a more entrepreneurial culture, ... Clear business case answering the following question: Why does the business need your diversity plan? (consulting firm) Inclusive culture Diversity and inclusion go hand in hand Diversity is about the demographic constellation of the group Inclusion refers to the degree to which individuals have the feeling that they can actively contribute to the organisation

A culture cannot be diverse and successful if employees outside of a dominant group do not feel included Inclusion is a mindset more than anything, and believing in its value is the first step Critical mass Needs for a certain level of diversity within the organisation to be able to reap the benefits of diversity Once you have reached that critical mass, you see that people start developing a different mindset

and that they become more open to other cultures. That is a positive story. (government administration) Some say that the critical point is situated around 15%. For me 15 percent doesnt seem enough. You can only fully benefit from diversity when you have an inclusive culture. There shouldnt be a dominant culture. Once you have succeeded in this, everything will accelerate. (management consulting firm)

A well-managed process On organisational level: need for a full change management process On team level: need for a new leadership style A well-managed process

A well-managed process The increased performance of well-managed heterogeneous teams is due to the synergy that comes from their diversity Their ineffectiveness when poorly managed comes from their problems in overcoming the complexity of their teams

Communication Barriers Cultural Resistance Discrimination Issues Overcoming Negativity Building trust

2. Towards an inclusive company culture Toward an inclusive company culture 1. Having a high impact inclusion and diversity strategy 2. Developing an intercultural mindset 3. Investing in inclusive leadership

4. Creating awareness of bias A high impact inclusion & diversity strategy Source: McKinsey&Company, 2018, Delivering through diversity How inclusive is your organisation? 1. Fill in the questionnaire

2. Count the score for each colour 3. Which colour scores highest? purple: your organisation is in the resistance phase orange: your organisation is in the conformity phase blue: your organisation is in the inclusion phase green: your organisation is in the proactivity phase From mono to intercultural mindset

resistance conformity Defensive attitude Resistance towards imposed diversity initiatives

Neutral attitude Follow societal developments without doing more than what is legally obliged Don't (really) believe that diversity has added value inclusion Active attitude Take initiatives to promote diversity Do believe in the added value of diversity

proactivity Take a leading role in the sector/society Have a long-term vision Use diversity as a competitive advantage Source: Dass & Parker, 1999

Inclusive leadership: the 6cs Source: Dillon & Bourke (2016), Deloitte University Press Inclusive leadership: development Highlight inclusive leadership as a core pillar within the organizations diversity and inclusion strategy

Ensure that recruitment, competence management and leadership programmes emphasize inclusive leadership capabilities Performance management: clear KPIs to inclusive behaviors and diversity and inclusion outcomes accountability for non-inclusive behaviors Ambassadorship: Reward and showcase inclusive leaders and derived benefits

3. Bring unconscious bias to the forefront Which table is longer? Can you read this?

Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are, the olny iprmoetnt tihng is taht the frist and lsat ltteer be at the rghit pclae. The rset can be a toatl mses and you can sitll raed it wouthit porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Riddles

When you go shopping and you have coupons with discount, will you spend more or less? And why? Riddles When you go shopping and you have

coupons with discount, will you spend more or less? And why? Moral licensing Riddles A father and son were involved in a car accident in which the father was killed and the son was seriously injured. The father was pronounced dead at the scene of the accident and his body was taken to a local morgue. The son was taken by ambulance

to a nearby hospital and was immediately wheeled into an emergency operating room. A surgeon was called. Upon arrival and seeing the patient, the attending surgeon exclaimed Oh my God, its my son! Can you explain this? Riddles A father and son were involved in a car accident in which the father was killed and the son was seriously injured. The father was pronounced dead at the scene of the accident and his body was taken to a local morgue. The son was taken by ambulance

to a nearby hospital and was immediately wheeled into an emergency operating room. A surgeon was called. Upon arrival and seeing the patient, the attending surgeon exclaimed Oh my God, its my son! Can you explain this? Gender bias What is bias? Automatic mental shortcuts

Cognitive filters and heuristics Useful and necessary to filter information but also harmful The trust bubble Write down in the first column the names of the 5 people you trust the most (do not include family members)

The trust bubble Unfold the paper Check the boxes if the gender / ethnicity / colour skin / age / profession / sexual orientation / educational background of your most trusted ones is identical to yours Remarkable observations?

Affinity bias What is unconscious bias Case Royal Society: background for all selection and appointment panels

How our brain works System 1 Fast, intuitive and emotional Operates automatically and quickly, with little or no

effort and no sense of voluntary control System 2 Slower, more deliberative and more logical Allocates attention

to the effortful mental activities that demand it, including complex computations. Human biases which address 4 problems Problem

Solution Downside Information overload We aggressively filter

We dont see everything Lack of meaning We fill in the gaps We imagine details

Need to act quickly We jump to conclusions Quick decisions can be seriously flawed Knowing what we need

to remember later We remember the important bits Our memories reinforces errors

Some common biases in organisations Affinity Bias Confirmation Bias Favouring people who share the same social

background, who look and sound like one of us. We ignore the faults of people we like and notice the faults of those we dont.

Noticing or looking only for evidence which comes from our ideas, good or bad and ultimately reinforces our original viewpoint

Halo/horns effect Conformity bias If someone sees one good thing

about a person, the halo effect will mean that they think every single other thing about the person is also good. The horns effect is the

opposite of this. Also known as groupthink. The tendency people have to behave like those around them rather than using

their own personal judgment. Where to spot bias Hiring Performance reviews Leadership opportunities Promotions

Compensation Everyday interactions Example of bias in recruitment CVs with an ethnic minority name were nearly twice as likely to be left untouched only 11% of those with a Dutch name remained unopend versus

20% of CVs with an ethnic minority name Source: Indeed Managing bias You are biased! So am I. = the most essential component of creating

an inclusive culture is managing bias. Strategies to disrupt bias 1. Commitment to uncovering bias - belief & acting by senior leadership 2. Creating awareness by training and respectful day-to-day interventions

3. Accountability - asking for and giving feedback 4. Gather data and learn about your organisational biases 5. Use processes and criteria to support more objective decisions Some best practices Harvard Implicit Association Test: Measures attitudes and beliefs that people may be unwilling or unable to report - good to create awareness and discuss results Microsoft e-lesson - Unconscious bias: Learning module

for employees on how to tackle their own unconscious bias Re-work Google - Unbiasing: 5 Guides with tools to decrease bias in your organisation Case Testimonial Accenture

Read the Case of Accenture What can we learn form this case? Lessons learned 1. Ensure sponsorship of the executives 2. Assign a changemaker/project owner 3. Establish a joint vision why you do this 4. Develop KPIs

5. Build ambassadorship 6. Build a network of sourcing partners 7. Develop a business case NiMAP MODULE 3: Recruiting for diversity Ti

Table of contents 1. Setting up an inclusive recruitment approach 2. Diversity recruitment: start with your employer brand 3. Sourcing diverse talent 4. Towards an inclusive recruitment process 5. Values are key

1. Setting up an inclusive recruitment approach Steps to increase diversity through recruitment 1. Define recruitment targets 2. Employer branding 3. Alternative sourcing channels

4. Identify recruitment bias 5. Make a plan 2. Diversity recruitment: start with your employer brand Start with your employer brand

A strong and value-infused

employer brand is crucial to attract talent in the war for talent Focus on diversity as a strategy to stand out from the crowd Start with your employer brand Milennials often explicitly check how diverse our team is

during the recruitment process. They expect to work in a global setting so the team should reflect this. (Business manager, services company) Show your company is committed to diversity 1. Company values 2. Show your diverse workforce 3. Leverage the diversity you have

4. Manage your social media 5. Dont forget your career page Show your company is committed to diversity 6. Showcase specific diversity initiatives 7. Diversity rankings 8. Authenticity

Employer branding case Employer branding case New jobsite Job fair days Personnel as ambassadors Networking and active dialogue

Employer branding case 4 axes: 1. Pursuing a more diverse workforce

2. Pursuing an open company culture 3. Strengthening relation and dialogue between communities

4. Attention for a professional work attitude in political activities and actions 3. Sourcing diverse talent Sourcing diverse talent

War for talent demands

a leverage of new talent pools Companies must look beyond traditional sources Sourcing diverse talent

1. Targeted campaigns 2. Niche channels 3. Local diversity channels 4. Referrals by your employees 5. International recruitment Targeted campaigns

Compete for talent the way you compete for customers Define new target groups Target your groups Contextual advertising

Applicant job search journeys Influence marketing

LinkedIn search Niche channels Looking for very specific expertise you might spontaneously start recruiting internationally due to scarcity Channels

Local agencies and international recruitment companies International niche boards

Acqui-hiring Niche channels Because of our rapid expansion, we are facing the challenge of hiring sufficient employees to support our growth. Through acquisition our company is rapidly

increasing its R&D capacity in the field of Power Electronics with expertise covering the entire chain from product conception to production support. This contributes to achieving the strategic objectives of our company, namely accelerated EV development and a stronger position in the field of electric and hybrid transmissions. (Talent Manager, company in the automotive sector) Local diversity channels

Target minority-specific institutions and associations who are already in touch with the specific target audience Build partnerships Your new partners can be a catalyst in expanding your talent pool Referrals by your employees Once there are some diverse employees in your company,

use their network Similarity attraction as a potential pitfall! International recruitment Explicitly searching for talent abroad Tailor the offer to the needs of the international candidate Support during the relocation process!

4. Towards an inclusive recruitment process Bias in recruitment We all want or candidate to fit the team/company

But how to define FIT? Common biases in recruitment Interviewers already make decisions about candidates in the first 30 seconds to 2.5 minutes! First impressions might be biased: Affinity bias Confirmation bias

Linguistic penalty Conformity bias Reflection What could you do to prevent bias in your hiring decisions? Quick wins

Long-term actions Strategies to disrupt bias in recruitment 1. Diverse hiring team 2. Inclusive job descriptions 3. Blind CV screening 4. Assessments 5. A structured interview process

6. Does technology help? 7. Evaluate your recruitment process A diverse hiring team Diversify the hiring team Adding a few minorities to the group already changes the relative balance of power Characteristics of the individuals who make hiring decisions

affect the groups future makeup Inclusive job descriptions First impression Reflects the organizations values Explicit and subtle messages Tone Language

Word choice Inclusive job descriptions Tips & tricks: 1. Limit job requirements to must haves 2. Avoid corporate jargon

3. Emphasize your commitment to diversity and inclusion 4. Check your job descriptions for stereotypical words CV screening needs lots of work cant believe he went to NYU

average at best 3.2/5 4.1/5 generally good writer but needs

to work on has potential good analytical skills Name: Thomas Meyer Name: Thomas Meyer

Seniority: 3rd Year Associate Alma Mater: NYU Law School Seniority: 3rd Year Associate Alma Mater: NYU Law School Race/Ethnicity: African American

Race/Ethnicity: Caucasian African American Thomas Meyer Caucasian Thomas Meyer Is Anne more employable than Rasheed?

Applicant: Brendan, Greg, Emily & Anne Applicant: Tamika, Aisha, Rasheed, & Tyrone Screening exercise Screening exercise Which criteria do you use when screening CVs?

MUST HAVES NICE TO HAVES DONT HAVES

Screening exercise MUST HAVES NICE TO HAVES DONT HAVES Education

Lay-out Working experience Overqualified Skills & knowledge

No native language Competencies Gap in CV Personality traits

No birth date on CV Foreign education Blind CV screening Sensitive information: race, class, gender Recruiters are twice as likely to ignore a job applicants CV if

they have an ethnic minority name Blind CV screening as a means to avoid bias in a very early stage: replace names by numerical codes Blind CV screening Build a checklist for your hiring team: Use agreed on role criteria before looking for a candidate Only screen on the must-have competences as described in the vacancy

Dont punish gaps in the CV Dont dismiss a candidate based on the CV layout and built-up Be aware of your unconscious bias Language is a competence that can be learned Assessments Assessments

Minimize cultural bias: 1. Extra time for people who are taking an assessment in a language that is not their mother tongue 2. Make your questions and instructions clear and unambiguous 3. Give candidates the opportunity to prepare upfront 4. Give clear instructions, avoid jargon 5. Explain how the assessment works and which competences will be evaluated

Assessments Minimize cultural bias: 6. Ensure your assessments do not presume cultural knowledge 7. Remember that different cultures have different conventions in group communication 8. Assess the defined competencies and not assessment/language skills

Assessments What is (un)fair? Negative discrimination Positive discrimination A structured interview process

Reduce cognitive load to reduce bias A structured interview process Plan ahead Use a checklist Evaluate candidates in real time

Compare candidate responses horizontally Wait until all interview are finished Have a group of interviewers Does technology help? Gamification AI-enhanced video platform AI still depends on human judgement?

Evaluate your recruitment processes Evaluate the process on a regular basis Make an overview of the full candidate pipeline and analyse when you lose candidates with a diverse background List FAQs of applicants to learn about their needs Plan reflection exercises for recruiters and hiring managers

Personal goals Define 3 concrete goals for the coming 6 months on how to act differently during the recruitment process Share those with your colleagues (who see you in action on the work floor) Find a way to challenge each other on the set goals

5. Values are key Values are key Value-driven organisations screen whether candidates fit the company values Importance

of value checks during the selection process

Values are key We use a value charter during our selection interviews to find out what they think about our values and whether they have certain points of view which conflict with our values. The candidates need to support our values for 100% if they want to work for our company. For instance, we value gender equality and will check.

(HR director, investment holding company) How to identify a candidates personal values 1. List the company values 2. Determine value-based interview questions 3. Determine key criteria for each question 4. Train your interviewers

Example value-based interview question Values in action Values influence behavior Differences in values may result

in behaviour differences (we

comfortable with) in feel Screen for necessary behaviours Some professions require the willingness to demonstrate

certain behaviors Consider them as hard selection criteria Screen for necessary behaviours During our intake conversation we use a checklist to discuss all the different aspects that are important for the job. This checklist includes expectations with regard to learning the local language, wearing a headscarf, working in mixed-gender teams, punctuality, serving pork and alcohol for instance. We check whether the candidates are willing

to carry out the job according to our company values (Director, residential care center) Case

Testimonial City of Ghent and Public Center for Social Welfare Ghent NiMAP MODULE 4 Managing diversity in the workplace Ti

Table of contents 1. Preparing and supporting diverse teams 1. Creating a clear team context 2.

Effective communication 3. Building new competencies 2. A great kick-off for new recruits

1. Onboarding 2. Extra attention for relocated talent

3. Local language training 4. Mentoring

1. Preparing and supporting diverse teams Creating a clear team context Creating a clear team context 1. Translating values to a code of conduct

2. Community building Translating values to a code of conduct Frameworks help to: Align people within your organisation Handle dilemmas & make decisions Communicate your corporate values externally Benchmark performance

Encourage discussions of ethics and compliance How to build a strong code of conduct 1. Clarify your organisations mission, values and principles

2. Link to concrete standards of professional conduct 3. Make it concise and concrete 4.

Check against real ethical dilemmas Code of conduct: example JNJ Code of conduct 1.

Define 5 dilemmas you encountered/will encounter by bringing in more diversity in your teams 2. Discuss them with each other 3.

Create a guideline on how to handle similar future dilemmas (linked to your company values) 4. Translate to a code of conduct

Community building Affinity groups to support identity and safety Opportunities to meet senior leaders Invitations to solve business problems Platforms to indicate identity-related issues Strong connection between majority and minority groups! Effective communication

Effective communication 1. Joint language 2. Cross-cultural awareness and communication 3. Feedback culture Joint language

Corporate language: English Internal documents Email Informal communication Avoid jargon and metaphors The case of Ghada Ghada, a 30 years old Syrian woman, joined the administrative cell of an international

pharmaceutical company 2 months ago. She works as administrative assistant for the Belgian division of the company. The administrative team consists of 4 other assistants who have been working together for a long time and form a close group. The team likes to have lunch together in the company restaurant, where they jauntily discuss the novelties of the day. However, Ghada does not join her colleagues for lunch. As she doesnt really master the Dutch language, she doesnt understand what theyre talking about and cant participate in the conversations. She would love to join her team members and get to know them better, but doesnt dare to. Her modest character holds Ghada back from asking her colleagues to talk in English instead of

Dutch. She thinks that would be quite an impolite request as she does not want to force people to adapt to her individual needs. The administrative team on the other hand, thinks Ghada is acting rude and uninterested. They interpret her behaviour as a clear sign of a lack of effort to integrate and decide to speak to their supervisor about Ghadas inappropriate behaviour. The case of Ghada What would you do if you were Ghada?

What would you do if you were the supervisor of the administrative unit? Cross-cultural awareness and communication Cross-cultural awareness & communication training can provide employees with the knowledge, skills and expertise to collaborate effectively across

cultures Models that are frequently used within such trainings: Hofstede

Trompenaars Lewis

Hofstedes model of national culture Power Distance Individualism vs Collectivism

Indulgence vs Restraint Culture Long vs Short term orientation

Masculinity vs Femininity Uncertainty avoidance Hofstedes model of national culture

Use the country comparison tool to compare countries (https://www.hofstede-insights.com/country-comparison/) Trompenaars 7D model Lewis cultural types model Three behavioural categories:

1. Linear-active 2. Multi-active 3. Reactive Dos and donts For each behaviour, write down one do and one dont for the 3 countries

Exercise: dos and donts Behaviours Way of greeting Informal communication Decision making Feedback giving Handling emotions

Dealing with hierarchy Belgium Netherlands Japan

Feedback culture Giving and receiving feedback is: Crucial for personal/professional development

Culture-dependent e.g. open door policy Situation-Behavior-Impact Model (SBI) S B I Situation

Example Describe the situation. Be specific about when and This morning at the 11 a.m. team meeting where it occurred. Behaviour

Example Describe the observable behaviour. Keep to the You interrupted me while I was telling the team facts. Dont insert opinions or judgements, and about the monthly budget dont assume you know what the other person was (instead of You were rude.) thinking. Impact

Example Describe what you thought or felt in reaction to the I felt frustrated when you interrupted me because behaviour. it broke my train of thought. Non-violent communication

1. Observation: When is see 2. Feelings: I feel 3. Needs: Because I need 4. Request: Would you be willing to Feedback culture

Non-violent communication: Last week you didn't meet your deadline on handing in the paperwork for project X (Observation). This made me feel really stressed because I was waiting for it to finish my own work (Feelings). It would help if I knew beforehand if you can't reach a deadline so I can adapt the scheme or we can set priorities (Need). So, next time can you communicate earlier so we can follow up closely on the deadline (Request).

Flawless feedback 1. Read the case 2. Give feedback using the SBI or non-violent communication technique Build new competencies

Effective formal training Targets awareness and skill development Occurs over a significant period of time Stimulates perspective-taking Incorporates goal-setting Includes all levels of the company Links diversity training with current processes

Most important competencies Inclusive leadership skills Handling bias Cross-cultural awareness & communication Exercise: I am, but I am not

1. In the first column (I Am): write down your race/religion/ 2. In the second column (I Am Not): write down associated stereotypes (positive/negative) 2. A great kick-off for new recruits Onboarding is key

Why is onboarding important? Make employees feel included from day 1 Onboarding lays the foundation for someones career within the company Why is onboarding important?

It even starts before day 1 Do not assume newcomers already know Most important onboarding elements 1. Share your company culture, strategy and code of conduct 2. Discuss performance expectations and development needs

3. Make sure all practical arrangements are made 4. Facilitate interactions with different stakeholders 5. Assign a mentor 6. Give and ask feedback (check-ins) Learning on the job Learning on-the-job initiatives as a means to introduce new types of talent in your company

Different formulas A lot of advantages: Low risk

Learning by both sides In case of a fit, a very engaged hire Extra attention for relocated talent

Extra attention for relocated talent Administrative formalities Partners & family Local language training Local language training

Belgium: a country of many languages 3 official languages: Dutch

French German

and many regional dialects External language training Different formats (immersion courses, evening/weekend courses, ) - during working hours? Different channels (classroom setting, lessons over the phone, skype,) Different providers:

Universities Public employment services (VDAB, Forum, Actiris) Adult education centers External language training Language training on the workfloor

Highly-educated newcomers show a steep learning curve when they get the chance to

practice language on the work floor, and not only in classroom settings. Mentoring

Mentoring Two-way relationship between mentor and mentee Focus on personal challenges, feelings, and experiences Practical support Mentoring is a learning opportunity for both mentee and mentor!

Effect on bias Mentorship can decrease bias through intergroup contact Frame mentorship programmes as mutual learning processes and avoid hierarchical relations Why investing in diverse mentoring programmes?

Positive signal about diversity Establish connections between groups Building (diverse) networks Spreading ideas Higher chances of promotion rates for (diverse) mentees Matching mentor and mentee A good match is a key determinant of success

Make informed decisions Wants and interests of the (potential) mentor Needs and interests of the mentee

Use of questionnaires Mentor can be an employee of the same organisation, but can also be linked to an external organisation

Mentorship for diverse job seekers Several organisations have as their core business to link a mentor (often a volunteer) to a person of foreign origin who recently arrived in a guest country (the mentee) Focus on getting to know to national job market, finding the right search strategy, writing CVs and cover letters, www.talent2connect mentoring initiatives

connects organisations with different

Mentorship for diverse job seekers An enriching experience that builds bridges between different cultures and ages: a win-win! (Eva, 55 years old, mentor at DUO) For more exercises on module 4: check our exercise leaflets! Role plays

The dilemma debate Ginger man Empathy map A clear image Checklist for companies NiMAP MODULE 4 Appendix: Dilemmas

Ti PARTY TIME Dilemma Ti Party time

There is a teambuilding activity planned for next Friday. The day will be finished with a dinner and a little party. Talita, a new team member will help to organize the day. Talitas religion prohibits consumption of alcohol. She says she has a problem with the fact that alcohol will be served that evening. How do you deal with the situation?

COMPLICATED ART Dilemma Ti Complicated art Georges screensaver shows an artwork of Michelangelo portraying a naked man. Axana is sitting next to George in

the office and sees the picture often. Axanas culture does not allow her to see naked men other than her husband. She wants George to change the picture but George refuses. How do you deal with the situation? TAKE IT OR LEAVE IT Dilemma Ti

Take it or leave it Bettina is wearing a burqa and applies for a job within your company. The policy of your company however does not allow to wear burqas for safety reasons. During the selection process Bettina explicitly says that she is not willing to take the burqa off.

How do you deal with the situation? HAPPY NEW YEAR Dilemma Ti Happy new year Zi Ying wants to take one month off in February to celebrate

Chinese New Year together with her family. In Chinese culture, it is an important moment to be with your family. She couldnt make it last year because she was in the middle of her new adventure in Europe. It is not allowed in your company to take a long holiday outside the summer months. Even in summer, there is an agreement that people do not take more than 3 weeks off in a row. How do you deal with the situation?

HO HO HO Dilemma Ti HO HO HO You work in an international company and are leading the committee whos responsible for organising fun activities

throughout the year. During the Christmas period, you have arranged Santa Claus to pay a visit and provided all employees with chocolate and Christmas cookies. Afterwards, you received the comment that this was not appropriate in an international environment. How do you deal with this situation? COMPRIS? Dilemma

Ti Compris? You work in an international Belgium-based company where English is used as the common business language. To make international employees feel welcome, everyone is requested to speak English. There is a department where mostly French people are working. They often speak French amongst each

other (in the office or during lunch breaks). How do you deal with this situation? A TRIP TO SAUDI ARABIA Dilemma Ti A trip to Saudi Arabia

Patrick falls ill and because of this, he cannot accompany the CEO to a meeting in Saudi Arabia. A replacement needs to be found but it can only be a male colleague. Eva, who really wanted to go, lets you know this is unfair. How do you deal with this situation? ORA ET LABORA Dilemma

Ti Ora et labora Bilal, a Muslim who works already for 1 year at your company, asks you if it is possible to have a prayer room in the company. How do you deal with this situation?

SAY HI Dilemma Ti Say hi Your newly hired employee, Kaleb, an orthodox Jew, refuses to shake hands with a woman due to respect for that woman. How do you deal with this situation?

LANGUAGE Dilemma Ti Language game You work in an international company located in Flanders. Recently, a colleague was hired who only speaks English and

no Dutch. This requires an effort from the team members to switch to English. The new hire feels a bit guilty because the colleagues need to adapt. He doesnt want to bother them too much, thats why he doesnt join them for lunch. The team members, however, believe their new colleague does not want to integrate within their team. How would you deal with this situation?

HUGS AND KISSES Dilemma Ti Hugs and kisses Kalila starts working for a company where people are greeting each other in a rather informal way, by kissing and hugging. Kalila does not feel comfortable about this.

How would you deal with this situation? LUNCH TIME Dilemma Ti Lunch time Emir does not want to eat in the cafeteria of the company

because they serve pork. However, he is aware that lunch time is an important moment to get to know the colleagues in an informal way and since he is new in the company, he finds it extra important to have those moments with his colleagues. How would you deal with this situation? WHAT SHE SAYS Dilemma

Ti What she says Ravi who is new in the company, does not accept orders from a woman. In meetings, he isnt even listening when a woman is speaking. How would you deal with this situation? THE SOCIAL EVENT Dilemma

Ti The social event The international employees within your company have no local friends. Thats why they start establishing an international community amongst them. They organise an event with international food at work and forget to invite the

locals. How would you deal with this situation? THE HEADSCARF Dilemma Ti The headscarf

Yasmine is working in the company for a couple of months now and she shows strong performance. You notice that 2 direct colleagues are sceptical about the fact that shes wearing a headscarf. These colleagues exclude her from informal talks, and they even did not invite her to a team brainstorm. How would you deal with this situation? THE SOCIAL TALK Dilemma

Ti The social talk Marcella recently joined a team where shes the first international. After a couple of weeks she indicates that shes feeling lonely. She misses the more informal activities and social talk, which was part of the work culture in her country

of origin. How would you deal with this situation? SHAKE SHAKE SHAKE Dilemma Ti Shake shake shake

Ali recently joined a company where its common practice to shake hands, everytime someone arrives or leaves the office. You notice that Ali does wants to shake hands with women. How would you deal with this situation? WEEKEND WORK Dilemma Ti

Weekend work Yonsha applied for the position of Lab Technician in a medical laboratory. The line manager is very convinced that shes right for the job: she has the technical skills as well as a positive attitude. However, theres one problem: during the interview she clearly stressed she does not want to work on Saturdays due to religious reasons.

Other team members follow a work schedule with Saturday work every three weeks. How would you deal with this situation? RAMADAN Dilemma Ti

Ramadan Mari applied for the open position in the operations team (which consists of 10 people). Hes suitable for the job, but he participates in Ramadan. As the operations team already has 2 employees who participate in Ramadan, the line manager fears hiring Mari would make the team schedule even more tricky than it already is. How would you deal with this situation?

TENSE ATMOSPHERE Dilemma Ti Tense atmosphere Ajwad and Tayeb are two employees of the same team. They do net get along at all, argue all the time and even physically fought each other once. Reason for their mutual hostility is

their different origins: theyre descended from two rival Berber families. How would you deal with this situation? Thank you Ti

Contact us Prof Dr Dirk Buyens Hannelore Waterschoot Dr Emmy Defever

Professor HR and Partner Managing Partner Senior Researcher Vlerick Business School

Talentree Vlerick Business School [email protected] [email protected]

[email protected] +32 9 210 97 11 +32 473 89 42 37 +32 9 210 97 56

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