T h e I n t e r n a t i o n a l P r o f i l e r 1 Developing Intercultural Competencies: WORLDWORK Ltd.

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DevelopingDevelopingIntercultural Intercultural Competencies:Competencies:

WORLDWORK LtdWORLDWORK Ltd

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Some background to the instrument

The model – WorldWork’s ‘International Competency Set’ (ICS)

The tool - Overview of ‘The International Profiler’

– What is it (and what isn’t it)?

– What kind of output does it produce?

Comparing different subgroups in the database

Implications for intercultural development

Presentation Overview

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THE RATIONALE FOR THE INTERNATIONAL PROFILER

CULTURAL CULTURAL VALUES FOCUSVALUES FOCUS CULTURECULTURE

SPECIFICSPECIFIC

INDIVIDUAL GENERIC INDIVIDUAL GENERIC QUALITIES AND QUALITIES AND COMPETENCIESCOMPETENCIES

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The tool – why did we do it?

We are all interested in skills for intercultural effectiveness, but how do we…– identify individual gaps? “What do I NEED

personally to be more effective in an international context?”

– close individual gaps? “What can I DO at a personal level to close any gaps?”

– understand organisational implications? “How can we find out the potential skills gaps for a target group of individuals?”

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What makes an individual highly effective in transferring professional skills to an unfamiliar, cross-cultural context?

In researching this question we drew upon:

specific quantitative and qualitiative research on competencies – eg. Ratiu, Myers & Kelley, Ting Toomey, Milton Bennett

the work of cultural ‘gurus’ – eg. Nancy Adler, Hampden-Turner, Susan Schneider, Andre Laurent

our own experience of living abroad, experiencing ‘culture shock’ and training 1000s of international managers and professionals

The Model – sources of WorldWork ‘Cross-cultural Competency Set’

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The Model - 10 Competencies & 22 Dimensions

PULL COMPETENCIES1. Openness

– New Thinking– Welcoming Strangers– Acceptance

2. Flexibility– Flexible Behaviour– Flexible Judgement– Learning Languages

PUSH COMPENTENCIES3. Personal Autonomy

– Inner Purpose– Focus on Goals

4. Emotional Strength– Resilience– Coping– Spirit of Adventure

COMMUNICATION5. Perceptiveness

– Attuned– Reflected Awareness

6. Listening Orientation– Active Listening

7. Transparency– Clarity of Communication– Exposing Intentions

CULTURAL KNOWLEDGE8. Cultural Knowledge

– Information Gathering– Valuing Differences

LEADING ACROSS CULTURES9. Influencing

– Rapport– Range of Styles– Sensitivity to Context

10. Synergy– Creating New Alternatives

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The Model – elements of Flexible Judgement definition

Flexible Judgement

Does not judge on first

impressionsMaintains adaptable

opinions and avoids fixed stereotypes

Holds balanced views about the relative merits of different

cultures

Spontaneously restructures knowledge as

adaptive response to changed situations

Updates assumptions

about people in the light of new

information

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FEEDBACK BOOK – Example questions

• People might say of me that I keep an open mind

• I am proud of the fact that I avoid judging people on the basis of stereotypes

• The key to working successfully in an international environment is continuously updating assumptions about people in the light of experience

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Potential Advantages Potential Disadvantages Can make quick decisions about

people when necessary Can tell those whose ‘faces fit’ Can make effective use of

instinctive reactions in familiar environments

May assume the best about others (especially with high Rapport),etc.

Can misinterpret and misevaluate

May avoid people they do not understand (especially with low Welcoming Strangers)

Can reinforce overly negative /positive stereotypes of foreigners (especially with low Acceptance)

Less likely to consult and be open to advice from others with different views (especially with low Active Listening), etc

The model – Implications for low emphasis on Flexible Judgement

LOW SCORES

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Potential Advantages Potential Disadvantages Keeps learning about others

(especially with high Active Listening)

Revises opinions in the light of new evidence

Makes informed and balanced judgements

Able to meet the needs of customers and partners at deeper levels

Avoids misunderstanding others (especially with high Attuned)

Increased levels of stress resulting from unfamiliar settings (especially with low Coping)

May take longer to make commitments and reach decisions

May fail to trust instincts Can be taken advantage of

FEEDBACK BOOK – Implications for high emphasis

HIGH SCORES

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The tool – what is it (and what isn’t it)?

It is a questionnaire that explores– The relative energy, emphasis and attention

professionals bring to the competency set when involved in transferring their skills to unfamiliar, cross-cultural contexts

The feedback provides– structured discussion of this energy in light of

present or future international challenges

– identification of three or four qualities requiring greater energy in the future

– initiation of a development process involving creation of an ‘Personal Development Plan’ (PDP) by the coachee

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The tool – what is it (and what isn’t it)?

It is NOT a hard-edged assessment tool (our Global View version can deal with this)

It is not an ability test with right and wrong answers It is not a personality questionnaire nor does it directly assess skills or capabilities

(although there may be an indirect relationship between where you place emphasis and the skills you have developed)

It is the basis for a structured exploration of an individual’s international competency requirements – it is DEVELOPMENTAL

It is a snapshot in time dependent on context

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The tool – how does it work?

The questionnaire

– 80 questions & biographical section

– Available in English, French, German & Italian

– Average of 40 minutes needed

– Web-based

The process

– WW licensees: consultants, trainers and HR professionals

– Clients complete tool on-line – copy of scored report sent to licensee

– Licensee gives feedback to client over telephone or face-to-face (in German, French, Italian or English)

– Client receives development suggestions and completes Personal Development Plan

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The tool – how does it work?

- Forced choice with discretion

- Compares each competency with all the others

When travelling abroad I...When travelling abroad I...

a. think about the impression I make on local people

b. adapt to the local ways of doing things

c. actively find out about the country and its people

MOST NEXT

Question 11 of 80

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The tool – Who has used it?

Over 4,200 Profilers completed from 100 different countries

There are 696 from UK, 844 from Germany, 321 US American, 429 from Italy, 183 from France 112 from Mexico and 151 from China.

58% men; 31% women; 11% not given ( Gender is a not a required field)

52% have lived outside their home culture

MNCs include:

Cisco, Tesco, AGIP, General Motors, Electrolux, T-Mobile, Saipem, BP, Beiersdorf, Telecom Italia, Intesa-SanPaolo, Deutsche Bank, Heinz, Henkel, UBS, Accenture, BG Group, Continental, Maersk, IVECO

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The applications– 6 benefits

1. Provides structured individual feedback in the area of working across cultures

2. Turns awareness from group training into personal development plans

3. Provides personal guidance in realigning energy for imminent relocation, greater mobility and more challenging international roles

4. Supports leadership development at an individual level

5. Acts as diagnostic for skills development through group training

6. Provides a platform for research (eg. skills gaps at an organisational level)

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How do business professional rank these competencies in terms of where they put their attention, energy and focus?

Between those that have live abroad after the age of 18 (expatriate experience) and those that haven’t

Between men and women? Between different nationalities? Between different managerial positions (senior vs

more junior)? …and how do interculturalists compare in their

ranking of importance of the competencies to the business professionals they serve?

What results have been emerging from our database of results?