With the evolution of technology, the world is getting smaller by the day. Teams across the world have become more and more diverse, hosting employees from across the globe to provide a multitude of perspectives.
However, managing such a diverse team also requires cultural intelligence to make sure that the needs and expectations of every team member are met with due consideration. For HR leaders, this means being aware of both the similarities and the differences between the team members.
Understanding Cultural Intelligence (CQ)
Cultural Intelligence or Cultural Quotient (CQ) is not just about knowing the ins and outs of various cultures and societal norms. It is about creating a place of understanding and being adaptable enough to ensure a seamless, enjoyable experience for all. This can be achieved through understanding the three key components of CQ.
Cognitive CQ
The cognitive part of CQ refers to the understanding of different cultural norms and practices relevant to different team members. Only when an HR leader knows just what is different and important to the employees can they make the workplace a happy environment for all.
This is not to say that HR employees need to learn everything about every employee’s culture. However, even showcasing a basic understanding of what is important to the employees can go a long way in creating an inclusive space.
Emotional/Motivational CQ
It can be argued that true cultural intelligence comes not from learning everything but from being adaptive and engaging with the prevalent diversity. It may be so that, as an HR professional, you are not aware of a particular occasion important to a member of your team from a different culture.
It is in these situations that HR should showcase a willingness to accommodate and understand. Begin by asking questions sensitively, and, if the situation calls for it, enthusiastically. Highlight that, despite possible ignorance, what is important to your team members is also important to you.
In case of last-minute notices and or changes, it can be hard to adjust to what your team members might need. However, it is imperative that you try to find an amicable solution, keep the affected parties involved, and make sure that any new information shared is stored for future reference.
Behavioural CQ
In diverse teams, especially those formed across the globe, cultural differences can often lead to different workplace expectations when it comes to the communication and behaviour of each other.
Both HR leaders and the employees themselves must adjust their communication and behaviour to be mindful of all. For example, even if employees in your country might not bat an eye at the use of a senior employee’s first name, the same might be completely out of the norm for someone from another country.
While it is imperative that one respects their own culture, they should also be mindful of the culture of others and how certain behaviours might be perceived differently. Similarly, if in a diverse team, there is something that you find rude, take a step back and question if it might be a simple case of cultural differences. Maybe what we consider rude is a friendly suggestion for someone else.
The Rise of Global Teams in Indian Organisations
Companies in India have seen a fast rise in the formation of global teams. This has happened through remote work, international clients, multinational expansion, and technological evolutions.
Indian employees themselves have found themselves involved in these teams in various capacities. Whether as clients, employers, or employees, the varying expectations have created a whole new world that comes with its pros and cons.
Benefits of a Diverse Global Team
- Diverse Perspectives: Having team members hailing from different regions of the world can help the team gain a diverse view of their work, especially if the end result is meant for a global consumer base.
- Innovation: Having people view the same problem from different angles can help create innovative solutions that assimilate all differing ideas, creating unique and accessible solutions.
- Broader Market Understanding: For teams that ultimately want to cater to a global consumer base, what better way than having a global team? This not only provides first-hand perspectives of different markets but also helps the organisations to connect with their target market in a relatable manner.
Roadblocks in Creating a Global Team
- Miscommunication: Different cultural norms and languages can often lead to miscommunication that should be handled carefully. It can either be a simple misunderstanding of the time zone of a meeting or a grave error in how to formally address someone.
- Cultural Misunderstanding: This is one of the most prominent issues that arises within global teams. Different cultures often have varying work styles that might clash and create friction between team members.
- Varied Workplace Expectations: Having team members from across the world also means varying expectations of their workplace. One team member might assume a week-long Christmas vacation to be a given, while another might not even celebrate the holiday. Conversely, one member might look forward to a Diwali break while another might not even be aware of such a holiday.
Key Challenges for Indian HR Leaders
While managing a global team, being aware of possible challenges and having effective strategies against them is crucial.
Navigating Hierarchical Differences
Cultures across the world often have different expectations of how one’s superiors and colleagues should be treated. This can vary from country to country and even company to company, and should be kept in mind when dealing with a diverse team.
Adapt leadership and communication styles based on cultural context. Ask the team to clarify how they would like to be addressed. Do they prefer the use of their first name or last name? What prefixes/suffixes do they use, if at all? Such small gestures help create a respectful work environment.
Understanding Communication Nuances
While some cultures might prefer a direct approach to suggestions and criticisms, others might expect a more indirect approach. One team member might be open to small, informal requests, while another might find it uncomfortable to accommodate them.
When direct and indirect communication styles clash, it is the duty of HR leaders as well as team members to create an environment where both are respected.
Encourage team members to be open about their workplace boundaries and working styles. Similarly, make sure team members respect each other’s boundaries and keep in mind what their fellow team members are and aren’t comfortable with.
Aligning Organisational and Cultural Values
Oftentimes, a company’s expected work culture can clash with what a global team member might be used to. A formal workplace environment may cause friction for those used to informal communication, and vice versa may also hold true.
In such cases, it becomes more imperative than ever to find, if not like-minded, then open-minded team members. At the end of the day, whether formally or informally, every team member should be respectful of each other and their work.
Managing Varying Time Zones
When a team has members from east to west, it can often be hard to communicate properly. The Indian manager might be about to log off just as their American employee logs in. A lunch meeting held as per European employees might become hard for their Australian counterparts to attend.
Teams like these may require meticulous systems for establishing thorough communication. Scheduled emails and calls, regular check-ins and local support can make the time difference seem like a minor problem.
Cultural Intelligence in Your Workplace
The core principle behind the development of cultural intelligence is primarily the practice of empathy. Treating the cultures of others with respect and consideration can go a long way in creating an inclusive atmosphere for all.
Within a workplace, where people of various cultures and mindsets come together, there can indeed be hurdles that some might find hard to overcome, especially if they go against values they have learned in the past.
To rectify this,HR and leaders can undertake a variety of measures to improve the overall CQ of their company. Through simple educational sessions, collaborative approaches, and the latest tools, one can easily inculcate cultural intelligence and empathy within the employees.
- Training & Development: Cross-cultural workshops and simulations can work wonders in helping team members understand each other better. Before engaging with a foreign client, even a simple session can provide a world worth of crucial insights.
- Mentorship and Knowledge Sharing: Pairing team members from different cultures helps in creating stellar bonds that can lead to unique innovations. It also helps newer team members understand the existing dynamic more intimately.
- Inclusive Policies: Flexible leave, holidays, and simple recognition practices can make your employees feel seen and heard. Having open and flexible communication channels and practices allows you to boost employee engagement as well as satisfaction.
- Active Listening and Feedback: Create a safe space for diverse perspectives. Ensure that a different perspective is not dismissed simply because it might not align with another’s cultural expectations. After all, a global team is ultimately all about breaking such barriers.
- Leveraging Technology: Collaboration tools, virtual cultural briefings, and digital engagement platforms should be used to their fullest potential when managing a global team. At a time when the internet is almost mandatory in every office, communication and collaboration across borders is certainly not as complicated as it once was.
In the End…
Having culturally intelligent HR professionals and leaders in India is imperative for the country to keep growing globally. Through learning, adapting, and utilising available resources, Indian companies can create effective, cohesive global teams that provide fresh perspectives and new ideas.
Cultural Intelligence is not about learning as much as one can. It is about having an open mind and respecting the differences between different cultures. It is acknowledging that what might be normal for you might be completely foreign to you and vice versa.
Rather than letting such differences become a point of contention, Indian companies and leaders need to make them their strength, celebrating diversity within and outside India.
