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Cultural Competency Training

Abstract
Cultural Intelligence Management:
It is essential that HR Manager should help to raise cultural intelligence of an organizations. They  can develop Cultural Intelligence by concentrating on practices and structures. These practices will improve the retention and sharing of cultural knowledge within an organization. It is HR managers responsibility to promote and stress on interconnection among diverse employees. The important elements are including teaming, networking, mentoring, social events, open door policies. “Organizations should also seek to increase communication between employees and diverse external stakeholders”. (Pugna 2009)
The management of organizations should model cultural sharing and seek to articulate those values that support continuous learning, including:
·         personal and professional growth
·         trust, cooperation and collaboration
·         constructive feedback
·         learning as more important than performances
·         innovation
·         examining issues from multiple perspectives
·         reflection, questioning, and continuous improvement.
The HR dept in organizations need to establish policies for cultural exchanges and intelligence and must encourage other offices to promote and reward intercultural exchange within their offices. HRM should develop training programs for cultural exchange focusing on diversity and inclusive environment in the organization. Also, HRM should develop an expatriate packages so to attract and motivate employees to accept the challenges of international assignments. The assignment packages should balance short-term performance against the longer-term development of Cultural Intelligence. 
According (Ang, S., & Van Dyne, L. (2008), employees should be rewarded for cultural learning as well as task/financial performance. Rewards should encourage the sharing and integration of information across borders or groups. For example, bonuses should be based not only on head-office performance, but also on regional or global performance.
HRM can promote inclusive management and diversity as mentioned above. For instance, HR can develop programs on cultural values, beliefs, attitudes, and norms as well as increase the potential for language and communication barriers.  Training employees on these issues will avoid hostile, isolating, and stressful working environments. It will also alleviate negative implications for mistrust, cohesiveness, and information-sharing.
As conclusion, I would say that the successful development of Cultural Intelligence across an organization depends on the effective management of tensions and biases inherent in diverse settings. “Organizations must have competencies, practices, and structures that discourage social categorization and promote inclusion and shared learning”, ( SHRM 2015).  Finally, we can indicate that an important component of effective global diversity management is Cultural Intelligence Trainings.

Reference:

Ang, S., & Van Dyne, L. (2008). Conceptualization of cultural intelligence: Definition, distinctiveness, and nomological network. In S. Ang & L. Van Dyne (Eds.) Handbook of cultural intelligence: Theory, measurement, and applications (pp. 3-15). Armonk, NY: M. E. Sharpe.
Maurer, R. (2014). Navigate Cultural Differences to Succeed Across Borders. SHRM. Retrieved from: https://www.shrm.org/resourcesandtools/hr-topics/global-hr/pages/navigate-cultural-differences-succeed-across-borders.aspx
Shen, J., Chanda, A., D'Netto, B., and Monga, M. (2009). Managing diversity through human resource management: an international perspective and conceptual framework. The International Journal of Human Resource Management, 20(2), 235-521. 


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