Team+Selection


 * __Selecting Diverse Teams __**

Whether your office is in downtown Vancouver, Chicago, Manila or Delhi, in our increasingly globalized world we become closer to each other every day. As our organizations and our teams become more diverse, we realize the benefits of the creativity associated with new perspectives. As we build diversity in the workplace, issues related to team development become top of mind. Communication, adaptability and change become key concepts in these teams. A diverse workforce is able to bring increased problem solving capacity as the group is homogenous and brings a variety of perspectives. As William Wrigley Jr. famously said, “When two men in business always agree, one of them is unnecessary.”

Forming a diverse team with the vision of diversity requires being equipped with a broad cultural understanding. Cultural behaviors associated with the team selection process vary between national cultures, understanding this can help to remove cultural bias. The iceberg analogy illustrates the part of the challenge associated with hiring culturally diverse talent. Only about 10% is shown in the way that the candidate presents externally; this would include their resume and the interview process. On the other hand, 90% of cultural behaviors are below the surface; these include how we manage time, emotional engagement and gender relations (Laroche, 2006). This example shows the importance of culture in the selection process.

To understand cultural behavior in the selection process we must first understand that individuals use the behaviors that work for them. With job applicants for example, in order to present themselves in the best light, they rely on past experience. If that past experience indicates a focus on ascribed status, family background or distinction of university attended for example, the individual will tend to make that a focus in the selection process. In some countries, candidates are considered qualified when they meet specific minimum educational requirement; for example, a specific position that requires a bachelors degree in computer science or an MBA. Any candidate who meets this educational requirement is considered “qualified,” and the best candidate will be the one who has the broadest possible range of experience. In North America, people are qualified to do the job because they have already done it before. The ideal candidate in North America is usually someone who has done the same job for a similar organization in the past. Assumptions about the criteria for a selection decision do not always agree across cultures. Becoming culturally aware as an individual and as an organization is key to overcoming potentially undesirable cultural misunderstandings.

Consider the case of a scientist from Norway applying for a position in a nuclear research facility in Western Canada. On the front of the scientist’s CV he included a headshot photo of himself. As this is not acceptable in North America, the HR representative screening the resumes was put off by the picture. Understanding that this must be a cultural difference she inquired about the practice to another Norwegian scientist in the organization. He confirmed that particularly when applying for an academic position including a photo is a common practice. This custom may have disqualified him from the selection process as it was seen as inappropriate in Canada. This example illustrates the potential impact of selection without understanding the necessary cultural dimensions.

On some occasions, as in academic environments – teams are pre-selected. Team Teal was pre-selected with no specific consideration given to the selection process.//**

Skills and Strategies for Selecting Diverse Team **//

The key to overcoming cultural misunderstanding is communication. Organizations are responsible for communicating throughout the recruitment and selection process. This should include specifics on what is required and what the organization is looking for. Specify technical and communication requirements of positions. Be clear with position descriptions to avoid misunderstandings (Laroche, 2006). Consistent communication with candidates will ensure that the individuals are able to put their best foot forward with the information that they have available.

Lastly, being a diverse organization is the best way to attract diversity. If the organization is working toward an inclusive working environment it becomes more attractive to a broader workforce. Establishing a pilot and focusing on an area to create diversity is a great way to get started. When you achieve success, celebrate it. Use that success as a springboard to diversity through the organization.  **//Strategies and Skills //** ·  Communicate, communicate, communicate. Understand selection processes differ between cultures and organizations. Be clear about your selection process and criteria for selection process. ·  Be diverse to attract diversity. Create a diversity pilot. Once you achieve your goals, celebrate successful intercultural teams.

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