1.  2015 APTMetrics Leveraging Cultural Competence for Inclusion 6 th Annual Florida Diversity & Leadership Conference April 30, 3015 Mary L. Martinéz Director, Diversity & Inclusion Practice

2. A global human resource consultancy building world-class, customized talent management solutions Nationally recognized for its employment class-action litigation support services Headquartered in Darien, CT with major U.S. offices in Atlanta and Chicago Staff of approximately 65, including Industrial/Organization psychologists, HR practitioners and IT specialists Celebrating its 20 th anniversary this year 2 About APTMetrics

3. Objectives for Today’s Session Explore the evolution of the concept of “cultural competence” from cross-cultural models Define cultural competence in a D&I context from a behavioral perspective – Discuss the difference between cultural competence and “inclusive behavior” Consider ways to increase Personal cultural competence and inclusive behavior Organizational inclusiveness 3

4. How do you define culture? What does it mean to be “culturally “culturally competent”? Is demonstrating inclusive behavior the same thing? Your Thoughts – Small Group Discussions 4

5. A General Definition of Culture A learned “way of life” shared by a group of people Beliefs, norms, roles and infrastructure Ways of thinking, acting and feeling – “the software of the mind” Symbols, heroes, rituals and values Visible differences (appearance, language) and invisible differences (values, subtleties of communication) 5 Individuals are a product of the layering of cultures to which they belong and by which their world views have been shaped.

6. Historically, “culture” has been used by cross-cultural experts to refer to the world views of different national cultures Used in gender studies -- women are “acculturated” differently from men More recently, focus on “culture of inclusion” Other terms: cultural intelligence, cultural agility Assessments related to “cultural competence” still focus largely on the dimensions of difference between regions/countries Cultural Competence as a Concept 6

7. Memorizing the cultural dos and don’ts of a country – points of etiquette Applying generalizations associated with a culture to everyone in the group Simply having met someone or visited a place that represents a “culture” Thinking that the answer to difference in cultures is always Assimilation of the person who is different into your culture OR Your own adoption of the other culture Your thoughts? What Cultural Competence is NOT 7

8. “Culturally agile professionals succeed in contexts where the successful outcome of their jobs, roles, positions or tasks depends on dealing with an unfamiliar set of cultural norms, or multiple sets of them.” -- P. Caligiuri What Does it Mean to be Culturally Competent? 8

9. “…cultural intelligence is the capability to function effectively across a variety of cultural contexts, such as ethnic, generational and organizational cultures.” -- D. Livermore What Does it Mean to be Culturally Competent? 9

10. “Cultural intelligence is judged on the results of the encounter, not on the participants’ intentions or thoughts. An intelligent result of a cross-cultural encounter is the creation of a shared understanding across all participant cultures – an understanding which will enable the parties to get on with their work.” -- E. Plum What Does it Mean to be Culturally Competent? 10

11. Awareness of own “culture” and its impact on one’s perceptions Openness to and valuing of differences Nonjudgmental attitude when encountering differing values, customs Flexibility/adaptability Curiosity “Appropriate” self-efficacy/humility Innovation and creativity Common Attributes in Definitions of Cultural Competence* 11 *Reflects, in large part, Paula Caligiuri’s synthesis of many other theorists and researchers in her book Cultural Agility, Building a Pipeline of Successful Global Professionals, San Francisco: Jossey-Bass, 2012.

12. How This Ability Underlies Key Leadership Capabilities for the Future Leaders who seek out and welcome diversity of experience, thought and style foster greater organization capability to compete in a multicultural, multi-generational global marketplace that values innovation. (Linguistic theory/research) 12

13. Our Premise: Cultural competence is not the end state: It is a means to achieving the benefits of diversity and inclusion 13

14. Cultural Competence Inclusive Behavior Diversity That Works! Inclusive behavior leverages cultural competence through observable actions to create effectiveness in a diverse workplace. 14

15. Individuals and organizations engaging in inclusive behavior: Respect all diversity dimensions and value their resulting perspectives, Operate effectively in different cultural contexts, Act to eliminate barriers to exclusion of diversity, and Drive action throughout the organization to capitalize on differences as a business asset. Individuals and organizations engaging in inclusive behavior: Respect all diversity dimensions and value their resulting perspectives, Operate effectively in different cultural contexts, Act to eliminate barriers to exclusion of diversity, and Drive action throughout the organization to capitalize on differences as a business asset. APTMetrics’ Definition of Inclusive Behavior 15

16. How do we get there? 16

17. Individual Behavior as Basis for an Inclusive Organization Culture Individuals make the decisions that shape an inclusive culture D&I interventions are largely aimed at changing the way individuals work, 17 BUT … Few organizations are measuring changes in individual behavior Consequently, they do not know why they are not getting the D&I outcomes they are looking for

18. Requirements for Assessment of Inclusive Behavior Concrete, well-defined and observable descriptors Based on research and validated through testing Uses multiple inputs – 180- or 360-degree input Offers individual and aggregate reporting Can be administered before and after interventions to develop the desired competency and on an ongoing basis to monitor progress Provides developmental feedback 18

19. Sample Inclusive Behavior Assessment Items 19

20. Increasing your Own Inclusiveness Take an assessment to gain a better understanding of your own cultural preferences, profile and/or biases Be aware that your mindset can lead to biases, either conscious or unconscious about members of other cultures Spend time in groups/communities that differ from your own, engaged in meaningful ways Seek opportunities to have conversations with those from different backgrounds than your own to understand their particular frame of reference for viewing the world 20

21. Increasing your Own Inclusiveness (continued) If you are finding it difficult to work effectively with a team member, customer, or business partner, talk about the “why” of your viewpoints If leading a team, ensure that teambuilding is done around differences Provide a variety of ways in which team members can offer their ideas (discussions, emails, surveys,1-1 meetings with you) Pay attention to group dynamics and make assignments that capitalize on differences and break down naturally affinities that might create cliques within the team 21

22. Increasing the Inclusiveness of Your Organization Increase the inclusiveness of systems, processes and practices by seeking input from a wide range of individuals with different cultural perspectives Define behavioral expectations for inclusiveness as part of the organization’s values, competencies, performance and rewards Measure inclusiveness at the individual (developmental assessment; performance appraisal process) and organization level (employee survey; aggregate assessment data) Tell the success stories of inclusion for teams, products, customers and community partnerships 22

23. Further Questions and Discussion 23

24. For more information, contact: Mary L. Martinéz Diversity & Inclusion Practice Leader APTMetrics, Inc. 4625 Highway A1A, Suite 3A Vero Beach, FL 32963 mmartinez@APTMetrics.com Office: 1-203-202-2400 Ext 1011 Mobile: 1-203-295-1581 www.APTMetrics.com Global Strategies for Talent Management. Contact Information 24

25. Adler, Nancy J. – International Dimensions of Organizational Behavior. Third Edition, Cincinnati: South- Western College Publishing, 1997. Bennett, Milton -- Bennett scale, or DMIS (for Developmental Model of Intercultural Sensitivity). https://idiinventory.com/ https://idiinventory.com/ Caligiuri, Paula -- Cultural Agility: Building a Pipeline of Successful Global Professionals. San Francisco: Jossey-Bass, 2012. Hofstede, Geert, et al – Cultures and Organizations - Software of the Mind, Third Edition. New York: McGraw-Hill, 2010. Gardenswartz, Lee and Anita Rowe, Patricia Digh, Martin Bennett -- The Global Diversity Desk Reference: Managing an International Workforce. San Francisco: John Wiley & Sons, Inc. Published by Pfeiffer, 2003. Lewis, Richard D. – When Culture Collide, Third Edition. Boston: Nicholas Brealey International, 2006. Livermore, David – Leading with Cultural Intelligence. New York: AMACOM, 2010. Peterson, Brooks– Cultural Intelligence – A Guide to Working with People from Other Cultures. Boston: Intercultural Press, 2004. Plum, Elisabeth – Cultural Intelligence – the art of leading cultural complexity. London: Middlesex University Press, 2008. Rosen, Robert, et al -- Global Literacies: Lessons on Business Leadership and National Cultures. New York: Simon & Schuster, 2000. Selected References 25

26. Additional Information on Links with Leadership Capabilities (Slide 13) Sally Helgesen & Julie Johnson’s The Female Vision: The authors identify three components of Female Vision that are value-add for organizations: “broad-spectrum notice, the ability to find satisfaction in the daily experience of work, and the penchant for viewing work in a larger social context.” They state: “Without the female vision, organizations … lose power. They undermine the full potential of their talent base. They diminish the capacity of their people to make balanced decisions. They undermine creativity and reduce the potential for real collaboration. They remain one dimensional in a multi-dimensional world.” (Helgesen, Sally and Julie Johnson. The Female Vision – Women’s Real Power at Work. Berrett-Koehler Publishers, Inc., 2010. Pages xv and 91) Carlos Ghosn, CEO simultaneously of Nissan and Renault and who holds dual Brazilian and French citizenship, speaks about his first years with Nissan in Japan, when he says he was “determined to become assimilated, without sacrificing my individuality or originality. I tried to be transparent to the people around me. Being observant, respectful and willing to learn helped me overcome most cultural barriers. As an outsider arriving with a somewhat credible track record of performance, I was able to bring new ideas and challenge the status quo.” (From a Fortune interview, cited by Paula Caliguiri in Cultural Agility, Building a Pipeline of Successful Global Professionals. San Francisco: Jossey-Bass, 2012, p. 191) The Global Talent Index Report: The Outlook for 2015 (Chicago: Heidrick & Struggles, 2011): “The rarest personality traits,” says Karl-Heinz Oehler, vice-president of global talent management at the Hertz Corporation, “are resilience, adaptability, intellectual agility, versatility – in other words, the ability to deal with a changing situation and not get paralyzed by it.” Paula Caligiuri’s Cultural Agility, Building a Pipeline of Successful Global Professionals defines “Perspective Taking” [one of 9 Cross-Cultural Competencies in her model] as “An ability to see situations from multiple perspectives and reassign meaning to behaviors. Those with this ability tend to suspend judgment while they seek to understand the lens through which a situation can be interpreted.” (p. 54) Milton Bennett’s Developmental Model of Intercultural Sensitivity (DMIS): “The crux of intercultural adaptation is the ability to have an alternative cultural experience. Individuals who have received largely monocultural socialization normally have access only to their own cultural worldview, so they are unable to experience the difference between their own perception and that of people who are culturally different. The development of intercultural sensitivity describes how we gain the ability to create an alternative experience that more or less matches that of people in another culture. People who can do this have an intercultural worldview.” (Becoming Culturally Competent, by Milton J. Bennett in In Wurzel, J. (Ed.). (2004). Toward multiculturalism: A reader in multicultural education (2nd ed., pp. 62-77). Newton, MA: Intercultural Resource Corporation.) 26