1. IOR Global Services
www.iorworld.com
Assessment Instruments for the Global Workforce
By Douglas K. Stuart Ph.D., Training Manager, IOR Global Services
SHRM White Paper
April 2007
IOR Global Services
400 Skokie Boulevard
Suite 510
Northbrook, IL 60062
Phone: 847.205.0066 x322
Fax: 847-205-0085
dstuart@iorworld.com
Chicago Detroit London Washington DC Los Angeles Amsterdam
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3. INTRODUCTION Part 2 focuses on instruments primarily
designed for the development process.
Spurred by the demands of globalization,
international relocation, and the increasingly
In total 18 tools are included, originating in the
multicultural workplace, intercultural assessment
U.S.A. (10), United Kingdom (3), Netherlands
instruments have proliferated in the last decade.
(3), Canada (1), and the United Arab Emirates
The growing supply of instruments reflects the
(1). All instruments discussed are summarized
increasing importance of selecting appropriate
in an attached table for quick reference.
people for international assignments or positions
in multicultural work environments and preparing
them for these unfamiliar circumstances.
Global Intercultural Competence: a Cluster of
Because such positions often require Traits, Attitudes, Knowledge, and Skills
competencies beyond the standard set of
Although a lot of research has examined the
professional knowledge and skills needed for
traits and skills associated with success in
familiar first-culture work environments,
international assignments and, more recently,
international human resource professionals
success in the multicultural workplace whether
responsible for selection and development
domestic or abroad, the selection and
seeks tools to assess and enhance aptitude,
development process is still more of an art than
awareness, and skills.
a science. With respect to international
assignments, there are so many variables
Now, early in 2007, there are dozens of
affecting the outcome that predictability of
commercially available and increasingly
success or failure is difficult. One must look at
sophisticated instruments purporting to measure
the personal situation of the candidate – single
various aspects of intercultural adaptability or
or married, with or without children, of what
suitability; intercultural sensitivity, development,
ages, separation issues with respect to
or competence; or work style and/or cultural
extended family or support group, point in career
values orientation. It has become increasingly
path, etc. Variables in the assignment itself
difficult to keep up with what tools are available
include location – developed or undeveloped
in the market, what they measure, and whether
economy, urban versus rural setting,
they are appropriate for particular needs.
remoteness, degree of cultural difference and
language challenge, climate, number of other
This paper summarizes various aspects of
expatriates at the workplace and in the
competence required for successful
community, experience of the local workforce
performance in the global environment,
with foreigners, etc. – and the nature of the work
organizes commercially-available instruments
– a technical versus a management focus, the
which attempt to measure some aspects of that
relative importance of external relationship-
competence according to their appropriate
building with client, customer, local government,
application – selection or development – and
and community versus internal management,
describes several appropriate instruments in
and more.
each category with respect to purpose and
design, supporting research, presentation
So, there are many variables affecting the
languages, source, and other pertinent or unique
nature and the degree of challenge of an
attributes. Part 1 focuses on instruments
assignment. The fundamental question is: what
particularly applicable to the selection process.
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4. factors, beyond technical competence, predict plays a primary role in intercultural competenceii.
success in the global business environment? In We will associate this factor with competence.
general, the global workplace requires the ability
to operate comfortably and effectively within a The successful global manager, whether
broad spectrum of difference – human, cultural, expatriating, simply working in a multicultural
and environmental, all of which overlap environment, or supporting a multicultural
naturally. While research has identified workforce, exhibits a complex global
numerous attitudes, traits, and skills that make competence that comprises the following:
up this broad ability or competence, here is a
short and reasonably comprehensive list: 1. Knowledge of one’s own and other
pertinent cultures
1. Action orientation (conscientiousness) 2. Recognition of specific differences
2. Flexibility between cultures
3. Emotional stability 3. Understanding of how culture
4. Openness (open-mindedness) influences behavior in the workplace
5. Sociability (extraversion, 4. Ability to empathize with, adapt to,
agreeableness) and/or manage differences, as
6. Cultural empathy (cultural sensitivity, expressed in business structures,
cultural intelligence) systems, and priorities, within
multicultural work environments
Taken as universal across cultures, the first “big
five” attributes listed above (terminology Together with the factors discussed above, this
sometimes varies) are transparent and make emotional, cognitive, and behavioral set
common sense with respect to fostering comfort provides the foundation for successful
and competence in unfamiliar and diverse participation in global business.
situations. Such traits are generally not learned
but rather part of one’s personality, their
presence or absence appearing early in life. Tools for Building the Global Workforce
Although traits are generally considered stable Whether the task is selecting employees to fill
rather than trainable competencies, the latter, sensitive positions or development planning for
more social dimensions have been shown to managers, there are sophisticated and well-
increase as a result of training or living abroad. researched tools for measuring and developing
For convenience, let us associate the “big five” various aspects of intercultural competence. It
cluster with adaptability. is crucial to understand the attitudes,
knowledge, and skills needed for management
Cultural empathy, however, differs from the of the global workplace and to be able to
others. As noted by Milton Bennett, empathy measure and develop these. The instruments
requires a shift in frame of reference, an discussed below a strong and consistent basis
experiencing of a situation from another for these processes.
person’s perspective.i Research in social
neuroscience, as reviewed recently by Daniel The somewhat artificial separation of
Goleman, confirms ever more strongly that adaptability and competence above allows us to
empathy, the major component of cultural group the nine instruments of Part 1 into two
sensitivity, is learned and that cultural sensitivity sections.
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5. PART 1: TOOLS FOR THE SELECTION Questions focusing on adaptability traits
PROCESS generally employ five- or six-point Likert scales
expressing degrees of agreement or
Adaptability Tools
disagreement. Typical questions, taken from
several of the instruments described below,
When selecting candidates for international or include:
multicultural assignments from a pool of • I can think of very few people who
personnel of roughly equal technical dislike me.
qualifications, it is useful to assess both
• I try to understand people’s thoughts
intercultural adaptability and intercultural
and feelings when I talk to them.
competence. Ideally, candidates are offered the
• My closest friends are similar to me in
confidential opportunity to complete instruments
terms of their religious affiliations.
relating to both categories in order to self-select
• I like to get the opinions of others when
into or out of consideration for a specific
making decisions at work.
assignment. There are numerous instruments
• I could live anywhere and enjoy life.
designed to assess adaptability or intercultural
• I generally eat my meals at the same
competence, or some combination of both. We
time each day.
will first look at adaptability instruments.
• When I meet people who are different
Adaptability instruments were the first from me, I tend to feel judgmental about
assessment tools developed in response to the their differences.
globalization of business and the increase of • I can laugh at myself and not take
international assignments. Some have been myself too seriously.
available for more than 30 years, and new ones • Most of what I do is governed by the
continue to be developed. Most of these demands of others.
instruments are based primarily on a self- Recognizing the transparency of such questions,
assessment of a set of personality traits (listed it is advisable to use these tools for self-
above under Global Competencies for Global selection prior to offering international
Work) associated with adaptability to new assignments.
situations.
Note also that use of such instruments in
Note that Human Resources personnel often employment decisions can entail legal liability,
elect to review the individual profiles resulting since the tools are generally not job-specific.
from these instruments. This can compromise That is, if the candidate’s profile from an
the results, since in many cases the questions instrument influences the hiring decision and the
are quite transparent in terms of what the candidate is unhappy with the decision, he or
desirable answers might be. Thus, if a she may have legal recourse in protesting that
candidate suspects that his or her profile as the instrument was irrelevant to the job and thus
revealed by the instrument might be a factor in used inappropriately. This can work both ways,
an employment decision, he or she may not in rejecting an employee for a desired position or
answer the questions candidly. in selecting an employee for an assignment
which results in failure. Instruments designed to
assist the management decision process are so
noted.
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6. Here are six quite different instruments that cross-cultural training. There is a follow-up
assess variations of these traits or these plus training tool called the CCAI Action-Planning
other competencies. Four of these tools below Guide that suggests actions to address factors
were developed in the U.S.A., one in Canada assessed as weak and there is also a
and one in the Netherlands. Tools developed Facilitator's Guide and Cultural Passport to
outside the USA are marked. Throughout the Anywhere for use in group debriefs. The Multi-
paper instruments are ordered alphabetically by Rater Kit provides 360-degree feedback with
acronym to avoid any implication of ranking: three observers. The CCAI is available in two
versions, a self-scoring paper & pencil
• Cross-Cultural Adaptability Inventory instrument that provides immediate turn-around,
(CCAI) and an online version that provides the scoring
• International Assignment Profile (IAP) and a printed feedback report, from Pearson
• International Personnel Assessment tool Performance Solutions at 1-800-922-7343 or
(iPASS) Canada www.pearsonps.com under
• Overseas Assignment Inventory (OAI) Solutions/Performance
• Multicultural Personality Questionnaire Management/Organization Surveys/CCAI.
(MPQ) Netherlands
• Self-Assessment for Global Endeavors
International Assignment Profile (IAP)
(SAGE)
It is common knowledge that family adjustment
is the most significant threat to the success of an
Cross-Cultural Adaptability Inventory (CCAI) international assignment. The IAP, from
The CCAI, developed by Colleen Kelley, Ph.D. International Assignment Profile Systems, is a
and Judith Meyers, PsyD, was copyrighted in unique and technologically sophisticated tool
1987. It is designed to provide information to an designed primarily as a preparation instrument
individual about his or her potential for cross- to assist those selected for international
cultural effectiveness. It consists of 50 assignment to prepare well for their destination.
questions that assess four components of cross- Its goal is to make a good match between the
cultural adaptability - emotional resilience, employee, the family, and the particular
flexibility/openness, perceptual acuity, and destination. However, the tool has selection
personal autonomy. Initial statistical studies implications; if the IAP report indicates that the
indicated that the CCAI had sufficient reliability required support is too onerous or extensive,
and validity for a training instrument. While some then manager and employee may want to
recent research has questioned the validity of reconsider the timing or destination. The IAP is a
the four-factor structure, other research has multi-faceted process that gathers and
correlated it with emotional intelligence. organizes extensive information about a family
The CCAI remains a convenient tool for the self- anticipating international assignment and
selection process because of its simplicity and integrates it with information about the
low cost. The instrument can be purchased in destination to which they are being sent. It also
any quantity and does not require certified provides the means of archiving this information
administrators. It can be used as a stand-alone for learning and future research. The IAP
instrument for self-selection for international recognizes the client company, and can be
assignments, as part of a larger selection customized to convey specific information; it can
battery, for pre and post testing or as part of a
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7. be modified, customized, or “branded” to fit a specialists in the international field, iPASS is
client’s or vendor’s specific requirements. being developed by the Centre for Intercultural
Learning, Foreign Affairs department, Canada.
The IAP Report summarizes family information In contrast to most intercultural assessment
in a comprehensive, easily understood format instruments, iPASS is intended to provide a
identifying core issues which need to be strong, reliable basis for HR and management in
addressed prior to departure, such as employment decisions. Part 1, available now in
• Critical planning issues and adjustments French and English, is the Behavioral-Based
that must occur to insure assignment Interview Kit, providing a reliable intercultural
success competency interview. Based on 35+ years of
• A list of “sleeper” issues that could research, the interview kit employs seven
emerge post-arrival to compromise the Competencies for Intercultural Effectiveness:
assignment cultural adaptation, knowledge of the host
• Information on “back home” issues that country, sensitivity and respect, network and
may impact the assignment relationship building, intercultural
• “Pleasant surprises” – essential or communication, intercultural leadership, and
important things to the family that will personal and professional commitment. Each
meet or exceed expectations in the competency has four levels of mastery. A client
destination chooses three competencies necessary for
• Destination information on spousal success in the intended assignment as well as
employment and spousal impact the level of each competency required for
• Traits and behaviors that may hinder or adequate functioning. Based on this, a
enhance cultural adjustment customized interview kit is then prepared for the
iPASS-certified HR/recruiter specialist with a set
The two-part questionnaire can be completed in of comprehensive questions for a 2-hour
approximately 35 minutes per section for interview appropriate to the selected
employee and spouse. The survey is secure and competencies and levels and including
does not have to be completed in one sitting. questions on motivation, interest, and attitude
The report is typically generated within 24 hours, toward cultural difference as well.
but can be received more quickly if necessary.
While information on how to use and interpret Part 2, a 40-question Situational Judgment test
the IAP is available from IAP Systems, the IAP based on actual intercultural conflict situations,
requires no special training. (No information on will provide an additional screening tool when
research support was offered.) More information completed. Qualification for use of the
is available from www.iapsystems.com . Behavioral-Based Interview Kit is obtained
through a 3-day training delivered for 8 – 12
people wherever required. For further
International Personnel Assessment Tool. information, go to http://www.dfait-
(iPASS) maeci.gc.ca/cfsi-icse/cil-cai/iPAss-
With Part 2 still under development, iPASS is en.asp?lvl=6 or contact the project
already a comprehensive behaviorally-based leader, Nicole Paulun at
tool to assess intercultural effectiveness and nicole.paulun@international.gc.ca (access from
readiness for undertaking an international www.intercultures.gc.ca)
assignment. Designed for HR and recruiting
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8. Multicultural Personality Questionnaire well-known and respected in the relocation
(MPQ) industry.
Karen I. Van der Zee, Ph.D. and Jan Pieter Van
Oudenhoven, Ph.D. University of Groningen, the The questionnaire is available in booklet form or
Netherlands developed the Multicultural online, although the reports, in two versions, one
Personality Questionnaire of 91 items as a to the candidate and another to HR or
multidimensional instrument to measure management, are furnished in hard copy only
intercultural effectiveness. Developed in 1998 and may take several weeks for delivery.iii
and revised in 2000, the MPQ measures five Reports are self-explanatory and do not require
traits: cultural empathy, open-mindedness, certified administrators. However, for the
social initiative, emotional stability, and flexibility. corporate selection process the OAI can be
Designed primarily for self-assessment, it can be combined with a behavioral interview; in this
used as well for risk assessment as part of the case HR must be certified in the interview
selection process. More information on the technique incorporating the OAI report. The OAI
MPQ can be found at report can be integrated into intercultural training
www.interculturalcontact.org or as well. Use of the OAI can be arranged through
www.intercultureelcontact.nl/en/. The Tucker International www.tuckerintl.com in
Questionnaire is available through Van der English, French, and German. Tucker
Maesen Personnel Management in Dutch, International also offers several other
English, German, Italian (all research- assessment instruments. The OAI is appropriate
supported), and French online at for self-selection and may be helpful for HR in its
www.psychecommerce.nl; a report is generated decision process. The OAI provides a limited
and available immediately for download. basis for professional development in
preparation for an international assignment, and
its debrief can become a major component of
Overseas Assignment Inventory (OAI) cultural training.
Developed by Michael Tucker, Tucker
International, the OAI was the first major
instrument assessing suitability for an Self-Assessment for Global Endeavors
international assignment. Available since the (The SAGE)
early 1970s and first designed for the U.S. Navy, The SAGE was developed by Paula Caligiuri,
the self-awareness questionnaire examines six Ph.D., Director of the Center for Human
factors of acceptance, knowledge, affect, Resource Strategy at Rutgers University at the
lifestyle, interaction, and communication found time of writing. Available since 1997, the
crucial for successful adaptation to another instrument was designed to assist individuals
culture. The factors include fourteen specific and families as a confidential tool in their
motivations, expectations, attributes, and decision process of whether to accept an
attitudes, including motivations for accepting or international assignment. The tool’s three
wanting an international assignment. Studies of sections address issues of personality (6
validity and reliability have been conducted at factors), motivation, and family situation. Validity
intervals on various populations since its and reliability is supported by considerable
implementation, and the OAI has undergone research. The SAGE is available in two
significant redevelopment. It continues to be versions – one for the employee and a second
for the accompanying partner - on line in English
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9. with the report immediately available for reading • Intercultural Development Inventory
on line or printing. Paper-based versions are (IDI)
also available in French, Japanese, Mandarin, • Survey on Intercultural (Relocation)
and Taiwanese. These versions are not merely Adaptability (SIA, SIRA)
translation/back translations, but recreations of
the instrument using cultural resources to assure
the appropriateness of the questions. The first Global Candidate AssessmentSM (GCA 360º)
two sections, on traits and motivation, are The Global Candidate Assessment is an
scored with ranges marked in green, yellow, or elaborate 3-step online assessment process
red as indications of one’s suitability and developed by Aperian Global that involves self-
readiness for assignment. The third section, on assessment and assessment by up to 10
family, is not scored but is designed to facilitate colleagues, supervisors, and subordinates on
the family conversation necessary for an the same items (not identified in the available
informed decision about seeking and accepting description), including written commentary on
an assignment. While designed to support the selected questions about the candidate’s
self-selection process, the SAGE report can also attitudes and abilities. While the assessment
be within a pre-departure or post-arrival cultural examines work-place behaviors and adaptability,
training program. Information on The SAGE is the instrument does not focus specifically on
available at www.caligiuri.com ; the tool can be intercultural competencies as defined above.
purchased from RW³ LLC, 212-691-8900, or Once the surveys are completed, the tool
www.rw-3llc.com. generates an instant compilation, the Candidate
Summary Report, which is viewable by the client
assessment administrator. This includes overall
scores, a combined visual display, a gap
Competence Tools analysis indicating difference between the
candidate’s and others’ scores, and a
While the dividing line between adaptability and compilation of written comments. Administrative
competency instruments is blurry because many functions can be performed by Aperian or by a
incorporate aspects of both, such as the OAI client HR person. Step Two is a 3-hour
and iPASS above, there are a number of tools interview with the candidate conducted by an
designed more for the assessment of Aperian consultant. This may include the spouse
competencies than for adaptability. The next or partner as well and covers motivation,
three disparate instruments focus more on the challenges, relocation issues, career impact,
complex skills essential for effective functioning personal strengths/ weaknesses, and self-rating
in international assignments. Proprietary of adaptability, all resulting in a verbal summary
considerations prevent the presentation of report to client HR. Step Three is a candidate
sample questions and, in any case, because of meeting with client HR to debrief the process
the complexity of these tools the presentation of and indicate current level of commitment to an
a few sample questions would not be illustrative international assignment. As an optional Step 4
and might be misleading . after the candidate has been accepted, the
candidate and key colleagues in the new
• Global Candidate Assessment (GCA position can take the GlobeSmart Assessment
360°) Profile (GAP), which compares a profile of the
candidate with that of the selected colleagues
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10. and generates a report to each suggesting Bahasa Indonesia/Malay, Chinese, English,
various behavior modifications to enhance French, German, Italian, Japanese, Korean,
collaboration. Clearly the GCA 360º is designed Norwegian, Portuguese, Russian, and Spanish.
to support employment decisions. (No While inexpensive to purchase, it must be
information on research support was offered.) purchased and debriefed by a certified
More information on the Global Candidate interpreter. Further information is available at
Assessment is available from www.intercultural.org.
http://www.aperianglobal.com/ , which also
offers a number of other web-based tools.
Survey on Intercultural (Relocation)
Adaptability (SIA & SIRA)
Intercultural Development Inventory™ (IDI) From Grovewell LLC, SIA and SIRA are online
The IDI is a theory-based instrument developed 360º assessment instruments for global
by Mitchell Hammer, Ph.D., and Milton Bennett, leadership or relocation candidates. For global
Ph.D., that measures intercultural sensitivity as leadership candidates, the SIA assesses seven
conceptualized in Bennett’s Development Model skills/qualities that facilitate successful
of Intercultural Sensitivity (DMIS - 1986, 1993). adaptation to global realities: flexibility, non-
First introduced in 1997 and revised in 2002, the judgmentalness, interest in different views and
50-item instrument measures people’s reaction values, awareness of others’ feelings, attention
to cultural difference along a developmental six- to relationships, responding well in unclear
stage scale of cognitive structures or situations, and self-confidence. The 360º
“worldviews” reflecting increasing intercultural process (up to twelve raters) also assesses
sensitivity or competence. These worldviews twenty behaviors that undermine relationships
range from denial and defense through with diverse counterparts. For global relocation
minimization to acceptance, adaptation and candidates, the SIRA adds a self-assessment
integration, with the first three labeled as (not 360º) for candidate and separately for the
ethnocentric and the last three, ethno-relative. spouse or partner of motivations, concerns, and
Intercultural competence minimally requires expectations around long-term living and
development into the acceptance/adaptation working in an unfamiliar environment. The
stage of intercultural sensitivity. The IDI is Feedback Report of these instruments is
supported by impressive reliability and validity provided directly and solely to the user, who is
studies, available from advised to share results with HR or
http://www.intercultural.org/ , and can be used management. While no certification is required
with confidence in both the selection process for the administration of these instruments, a
and developmental planning, where it predicts separate manual plus phone consultation is
the kind of intervention most effective for provided to HR and EAP professionals in
development according to the revealed stage of contracting firms. Usage prices are available on
intercultural sensitivity. It is equally applicable the website at http://www.grovewell.com/expat-
for measuring the intercultural competence of 360-assessment.html.
work or leadership teams (as an average) and
for planning further competence development.
The IDI is available as a paper & pencil
instrument or online in twelve languages:
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11. Conclusion: Part 1
Part 1 describes nine varied instruments in
support of the selection process for international
assignments or entry into the multicultural
workplace, with respect to both adaptability and
to intercultural competence. These were
selected from a larger pool for various reasons
including design, research support, commercial
availability, and application to varied needs. As
a final comment, users of selection instruments
are often concerned about their reliability and
validity, often because of a desire to use the tool
to predict performance success and thus tie it to
employment decisions. It is important to
understand that, although many of these
instruments are well supported by significant
research, the linking of their results to the
probability of assignment success is problematic
since such instruments (with the exception of
iPASS and GCA 360º), are not job-specific in
their design. That is, the need for adaptability
and intercultural competence varies greatly with
the job and the work and living environments.
Therefore, results of these instruments (again
with the exception of iPASS, GCA 360º and, to
some extent, the IDI) should not be used as the
sole or even the primary basis of employment
decisions.
Part 2 (next page) describes another set of
instruments primarily suited for the development
of intercultural competence.
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14. understanding the instrument and its compared in PowerPoint slides to numerous
applications. Further information is available at countries' average values, and the scores of
http://www.tmcorp.com/. individual members of the group can be
confidentially compared with respect to each
Culture in the Workplace Questionnaire™ dimension, which is very useful for global teams.
(CWQ) The CW Questionnaire is currently available in a
Based on the research and developed with the simple world business English; by the end of
support of Geert Hofstedev, the CWQ, recently 2007 it will be available in multiple languages.
revised and web-enabled, provides individual Clients can also add special demographic fields
cultural profiles incorporating five cultural so that, for example, data can be analyzed by
dimensions validated by extensive research: location of multiple users.
individualism, power distance, certainty
(uncertainty avoidance), achievement CWQ profiles must be requested and debriefed
(masculinity), and time orientation (long-term by trainers or consultants certified in CW profile
orientation). The instrument is available through interpretation. More information on the CWQ is
ITAP International, which licenses the Culture in available from http://www.itapintl.com/
the Workplace Questionnaire™ from Professor
Hofstede. Profiles can be compared to average Intercultural Awareness Profiler (IAP)
national values (established through the Created by Fons Trompenaars, the IAP employs
research of Hofstede and others) of 60 Trompenaars’ seven cultural dimensions or
countries. polarities, a list drawn from sociological theories
of the 1950’s and 60’s: universalism vs.
The 60-question inventory is completed online, particularism, individualism vs.
resulting in a 7-page personal report, which can communitarianism, specific vs. diffuse cultures,
be downloaded and printed by the user or saved affective vs. neutral, achievement vs. ascription,
for later distribution by a facilitator. The sequential vs. synchronic, internal vs. external
individual profile illustrates the user's score on control. A diagnostic questionnaire, available
each dimension in comparison with national online, is used to produce a personal cross-
averages of up to 15 selected countries. The cultural orientation against a reference model.
report explains each dimension, lists the impact Further questions provide sub-group
on work style of values at either end of the identifications of organizational culture,
dimension, such as individual vs. group functional areas, and other variables. The
orientation, and illustrates in a scenario the analysis is cross-referenced against the
misunderstanding and conflict typical of Trompenaars’ cross-cultural database including
interaction between individuals holding different the data of 55,000+ managers in many countries
orientations. It also provides specific analyses gathered over a 10-year period. The personal
on the user’s score on each dimension and the report offers advice for doing business and
implications of the differences between the user managing in and with other cultures. For
scores and the comparison country averages information on using the IAP, contact
and adaptive recommendations. Trompenaars Hampden-Turner (THT)
Consulting at http://www.thtconsulting.com/ .
The CWQ can be used with individuals or
groups and also provides team reports for
printing or download. Group averages can be
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15. Peterson Cultural Style Indicator™(PCSI) workplace behaviors, while the third focuses on
The PCSI, designed by Brooks Peterson of adaptability and workplace behaviors. Again,
Across Cultures, Inc. consists of a 20-question proprietary considerations prevent the
online inventory that generates a 5-dimensional presentation of sample questions, and, because
profile. The five bi-polar dimensions are of the complexity of these tools, a few sample
hierarchy/equality, direct/indirect, questions would not be illustrative and might be
individuality/group, task/relationship, and misleading.
risk/caution. One’s profile is comparable to 70 • Intercultural Readiness Check (IRC)
country “norms” (chosen scores based on Netherlands
comparing various studies and updated in • The Spony Profiling Model (SPM) U.K.
2004), with strategic recommendations for • The International Profiler (TIP) U.K.
increasing business success. Research
supporting the instrument is discussed on the Intercultural Readiness Check (IRC)
website, which includes a list of corporate The intercultural readiness check was
clients. The PCSI, designed as a stand-alone developed in 2002 by Ursula Brinkman, Ph.D.,
instrument, can be accessed immediately on line of Intercultural Business Improvement in the
for $50 per use, including the comparison of Netherlands. Focused entirely on learnable
your profile with other countries and suggestions complex skills crucial to effective intercultural
for bridging gaps based on your score. For more interaction, the IRC examines the following four
information, go to competencies: intercultural sensitivity,
http://www.acrosscultures.com/ intercultural communication, building
commitment, and preference for certainty
(defined as “ability to manage the greater
Intercultural Coaching Tools uncertainty of intercultural situations”). The tool
can be used before entering a multicultural
One of the tools introduced in Part 1 above, environment or during an international
Tools for the Selection Process: Competence, assignment. In the debrief of the personal
the Intercultural Development Inventory, is profile, a participant is advised of potential
equally suitable for the development process, pitfalls and provided practical suggestions for
particularly in a coaching environment. The development. The participant can then create,
explanatory material provided in an IDI profile in collaboration with an intercultural trainer or
contains descriptions for each of its scales, coach, a plan for applying strengths and
including behaviors or attitudes associated with developing weak points, which can be carried
particular scores, the strengths associated with out with or without continued coaching.
these, and the developmental tasks. With the Reliability and validity research was conducted
help of an intercultural coach, a user can create on an international business population of
and implement a developmental plan. Europeans, U.S. Americans, and others. Studies
show high reliability (reconfirmed based on a
Here are three more instruments, two developed population of more than 2600 individuals) and
in the United Kingdom and one in the sufficient validity to make the IRC a useful
Netherlands, all intended to be used instrument for specific developmental training on
developmentally. The first of these instruments any of the four competencies. Research
focuses on competencies, the second continues on the instrument and scores can be
incorporates cultural values and an overlay of compared to a large data bank of more than
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16. 7,000 respondents. The questionnaire can be minutes. Because of the SPM’s sophistication
accessed online, but results must be presented and complexity, accreditation in its use requires
by a licensed intercultural consultant. (Paper- a three-day training plus one day of assessment
based versions are available in Czech, Dutch, in order to use the instrument to a professional
French, German, and Japanese.) Information standard with respect to individuals, teams, and
concerning use of the IRC and certification is organizations. Candidates for accreditation are
available from www.ibinet.nl and www.irc- preferred to be holders of a Certificate of
center.com Competence in Occupational Testing (Level A)
from the British Psychological Society and/or to
The Spony Profiling Model (SPM) have experience of other management models.
The SPM is a unique integrated online More information on the SPM is available at
instrument offered by FutureToBe in the United www.futuretobe.net/.
Kingdom that combines aspects of cultural
values and work style instruments with 360º The International Profiler (TIP)
reporting on communication style (three work TIP, developed by WorldWork Ltd. in the United
colleagues). It can be used to produce Kingdom, is a web- or paper-based
individual, team, and organizational culture questionnaire and feedback process, available
profiles using the same concepts and online in English, German, French, and Italian,
frameworks, thereby providing consistency, to assess the development needs of managers
rigor, and integration between the development and other professions for international work. It is
of individuals, the building of teams, and the based on a set of ten competencies with 22
strategic alignment of organizations. Developed associated skills, attitudes, and areas of
over eight years of research and testing in knowledge derived from intercultural research
Britain and France by Dr. Gilles Spony at the and the practical experience of international
Cranfield School of Management, the SPM professionals. The competencies are openness,
incorporates the work of cross-cultural flexibility, personal autonomy, emotional
psychologist Shalom Schwartz as well as the strength, perceptiveness, listening orientation,
research of Geert Hofstede to produce profiles transparency, cultural knowledge, influencing,
of work style preferences. These are graphically and synergy. TIP is an online psychometric
displayed on a values framework of two inventory of 80 questions requiring about 45
perpendicular universal axes, the vertical minutes and generating a scored report within a
RELATIONSHIP axis of Self-Enhancement vs. hefty Feedback Book for the certified consultant
Consideration for Others and the horizontal and client that provides structured feedback in
TASK ORIENTATION axis of Group Dynamics terms of the energy, emphasis and attention the
vs. Individual Dynamics. This results in a profile user typically brings to a competency set. The
of twelve attitudinal orientations which yield feedback session, face-to-face or by telephone,
twelve operational styles with a total of 36 consists of a structured discussion of the report
subdivisions. The individual profile is then with respect to the user’s present or future
overlaid on a cultural values map in order to international challenges. The intent is to identify
understand how work style may fit into or clash three or four qualities requiring greater energy in
with various national cultures. The 230 the future. This results in a completion of a
questions of the work style questionnaire require Personal Development Plan by the user
about 45 minutes, while the communication style entailing developmental areas, expected
questionnaire for colleagues takes about fifteen benefits from the development, and an action
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17. plan. The licensing process, required in order to Coaching look at workplace behaviors, one from
employ TIP, provides a Coaching Manual. an adaptability and the other from a cultural
values perspective. The third tool examines
Global View 360º complex skills in the work environment. All
WorldWork Ltd. also offers Global View 360º, a these tools are most appropriate to a coaching
panoramic version of the TIP providing feedback process.
from 6 – 10 international colleagues, clients,
friends, etc. who have observed the user in
international contexts. It employs a reduced
questionnaire (55 questions) focusing solely on
the 10 key competencies and provides a gap
analysis in the feedback report of the difference
between the level of importance given to
selected behaviors as compared with the
perceived level of performance. Two free fields
allow for open-ended commentary. The Global
View 360º can be administered in its entirety by
its subject. For more information on both
instruments, email info@worldwork.biz or go to
www.worldwork.biz.
Conclusion: Part 2
The six value orientation tools described in
Tools for the Development Process: Intercultural
Awareness all incorporate the concept of
behaviors (generally in a business context)
differing rather predictably according to deeply
held cultural preferences on values spectra that
have been extensively researched globally over
the last 50+ years. The instruments differ with
respect to the value dimensions they employ,
but they all produce personal profiles for
comparison with other individuals and group or
national averages. Such instruments can be
powerful teaching tools for the knowledge
component of intercultural competence, both
before and during an assignment or while in a
multicultural team; they provide structured
comparative bases for intercultural training and
can also be used for coaching.
Two of the instruments described in Tools for
the Development Process: Intercultural
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18. CONCLUSION • Gather significant information for HR
and management to assist in a culturally
The increasing demands of globalization raise sensitive employment decision;
the stakes of cultural due diligence, both in the • Choose the most culturally competent
selection of appropriate personnel for sensitive manager from a pool of candidates to
positions in the multicultural workforce at home lead a virtual multicultural team;
and abroad and in the preparation of employees • Determine the intercultural competence
for the intercultural demands of these of a work group or leadership team;
assignments.
• Prepare a manager for an international
assignment or a multicultural leadership
In making employment decisions with position;
intercultural implications, no assessment
• Prepare an individual or team for work
instrument by itself can replace a thorough and
with a specific cultural group;
systematic selection process including job-
• Coach an international transferee or the
specific performance evaluation, interviews with
leader of a multicultural team;
candidates, colleagues, superiors, direct reports,
• Provide developmental input to a
and family (in the case of international
multicultural team;
assignments). On the other hand, with the
or impact any other situation involving a need to
availability of the instruments described above, it
select for or further develop intercultural
is equally inexcusable to make such decisions
competence, there are competitive choices
without the support of an appropriate
among the sophisticated and powerful
intercultural assessment tool.
assessment tools described in this paper to
assist you in that task. I encourage you to
Whether you intend to
investigate further those which seem most
• Help an employee or family decide
relevant to your needs.
whether to accept an international
assignment;
i
Milton J. Bennett, “Towards Ethnorelativism: A Developmental Model of Intercultural Sensitivity,” in Education
for the intercultural Experience, Ed. R. Michael Paige, Intercultural Press, 1993, pp. 53-54.
ii
Daniel Goleman, Social Intelligence: The New Science of Human Relationships, Random House, Inc., 2006.
iii
Information concerning commercially available instruments is based on what was readily available publicly at the
time of writing. Because all these instruments are proprietary, full information on availability and cost may be
provided solely to potential purchasers.
iv
Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies, Ed. by House, Hanges, Javidan,
Dorfman, & Gupta, Sage Publications, 2004.
v
Dr. Hofstede is Professor Emeritus, the University of Limburg at Maastricht, Director (Emeritus) of the Institute
for Research on Intercultural Cooperation (IRIC), the Netherlands, and author of Culture and Organizations:
Software of the Mind, McGraw Hill, 1991 and Culture’s Consequences: Comparing Values, Behaviors, Institutions,
and Organizations across Nations, which presents the research basis for the CWQ.
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19. About the Author
Douglas Stuart, Ph.D. is Training Manager of IOR Global Services, where he also delivers a variety of
intercultural training programs and executive intercultural coaching. Prior to joining IOR, Dr. Stuart served
an educational specialist in Andersen Worldwide’s Performance Consulting group. Dr. Stuart’s
background in international education includes positions as Assistant Professor of Humanities at Illinois
Institute of Technology in Chicago, Senior Instructor at the Economics Institute of the University of
Colorado, Boulder, Colorado, and language training program management positions in Algeria and the
United Arab Emirates. His international work experience also includes Germany, Egypt, and Vietnam. Dr.
Stuart earned his doctoral degree in English linguistics from the Illinois Institute of Technology, with
additional post-graduate studies at the Illinois School of Professional Psychology in Chicago, Illinois and
Naropa University in Boulder, Colorado, and certification in client-centered therapy from the Chicago
Counseling and Psychotherapy Center. He is certified interpreter of the Predictive Index, Culture in the
Workplace and the Intercultural Development Inventory.
http://www.iorworld.com
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