Cultural Competency in the Workplace

Jocelyn J Boudreau LCSW, LCDCJocelyn J Boudreau LCSW, LCDC1717thth Texas HIV/STD Conference Texas HIV/STD Conference

For the first time in history, 4 For the first time in history, 4 generations are working generations are working together in the same job together in the same job market – market – sometimes in the sometimes in the same work place.same work place.

1982-20011982-20011965-19811965-1981

Each generation is shaped by Each generation is shaped by specific external events…specific external events…

EventsEvents EconomyEconomy

CultureCulture

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Valuing Diversity

Job seekers value diversity

90% of job seekers think diversity programs make a company a better place to work

Survey commissioned by The New York Times

When considering cultural differences, certainWhen considering cultural differences, certaingeneralizations are utilized. generalizations are utilized.

Not everyone in a specific generation will exhibit Not everyone in a specific generation will exhibit allall of these of these characteristics, but most will exhibit characteristics, but most will exhibit somesome of these traits of these traits..

Who Am I…

How we see ourselves as unique individuals defines, in part, our identity.

Identity also comes in large part from membership in different groups

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Dimensions of Diversity

Person

Race

Physical Ability

Sexual Orientation

EthnicityGenderAge

Primary Dimensions

Secondary Dimensions

EducationMarital Status

Parental Status

Work Background

Income

Geographic Location

Military Experience

Religious Beliefs

Primary Dimensions Inborn difference - Have an impact throughout one’s life

Secondary Dimensions

Acquired or changed throughout one’s lifetime Have less impact – still impact self definition

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The Changing Workplace

Changing Composition of

Workforce

There are more women, people

of color, and immigrants

seeking opportunities

The Economy

Competition is intense

GI & Silent Generation (1901-1945)

– Outlook: practical.

– Work ethic: dedicated.

– View of authority: respectful.

– Leadership by hierarchy.

– Relationships: personal sacrifice.

– Perspective: civic.

Raines, C. (2003). Connecting Generations. Menlo Park, CA.: Crisp Publications. 

Approximately 10% of workforce Approximately 10% of workforce

The Multi-Generational Workforce

Messages that Shaped Them 

– Make do or do without.

– Stay in line.

– Sacrifice.

– Be heroic.

– Consider the common good.

Raines, C. (2003). Connecting Generations. Menlo Park, CA.: Crisp Publications. 

– Outlook: optimistic.

– Work ethic: driven.

– View of authority: love/hate.

– Leadership by consensus.

– Relationships: personal gratification.

– Perspective: team.

Raines, C. (2003). Connecting Generations. Menlo Park, CA.: Crisp Publications. 

Baby Boom (1946 – 1964)Approximately 45% of workforce Approximately 45% of workforce

Messages that Shaped Them 

– Be anything you want to be.

– Change the world.

– Work well with others.

– Live up to expectations.

– Duck and cover.

Raines, C. (2003). Connecting Generations. Menlo Park, CA.: Crisp Publications. 

Generation X (1965 – 1981)

Generation X (1965-1985):

– Outlook: skeptical.

– Work ethic: balanced.

– View of authority: unimpressed.

– Leadership by competence.

– Relationships: reluctant to commit.

– Perspective: self.

Raines, C. (2003). Connecting Generations. Menlo Park, CA.: Crisp Publications. 

Approximately 45% of workforce Approximately 45% of workforce

The Multi-Generational Workforce

Messages that Shaped Them 

– Don’t count on it. – Remember--heroes…aren’t. – Get real. – Survive—staying alive. – Ask why.

Raines, C. (2003). Connecting Generations. Menlo Park, CA.: Crisp Publications. 

– Work ethic: ambitious.Work ethic: ambitious.

– View of authority: relaxed, polite.View of authority: relaxed, polite.

– Leadership by achievers.Leadership by achievers.

– Relationships: loyal.Relationships: loyal.

– Perspective: civic.Perspective: civic.

Raines, C. (2003). Raines, C. (2003). Connecting GenerationsConnecting Generations. Menlo Park, CA.: Crisp . Menlo Park, CA.: Crisp Publications. Publications. 

The Multi-Generational Workforce

Generation Y/Millennials (1982-2001)Generation Y/Millennials (1982-2001)

Now Emerging into the Workforce Now Emerging into the Workforce

Messages that Shape Them 

– Be smart—you are special. – Leave no one behind. – Connect 24/7. – Achieve now! – Serve your community.

Raines, C. (2003). Connecting Generations. Menlo Park, CA.: Crisp Publications. 

Cultural Competency Requires "Competency". Cultural competency requires people to overcome fear and discomfort and become fluent in four areas

Understanding

Awareness and comprehension of how and why people may see the same situation differently

Empathy- the ability to make connections with others on an emotional level and put ourselves in other people's shoes.

Knowledge

Factual information that supplants stereotypes and generalizations about people from diverse backgrounds and cultures. The more accurate information we have about others, the more likely it is we will develop appropriate opinions, feelings, and behaviors.

Acceptance

Tolerance and respect that allows others the same freedom of behavior and style that we expect for ourselves. Ultimate respect sees value in having people contribute from the perspective of their background and culture. When our views of other people are not blemished or tarnished by negative cultural or racial characterizations, respect creates change through trust.

Behavior

Ability to interact effectively with others different from ourselves. Ultimately, cultural competence is expressed through words and actions, one person to another.

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The Challenge?

Come out of our comfort zone– Might be tedious– Might be embarrassing

Learn a new way of communicating Face realizations about current attitudes Form a new awareness of self

Shifting Our Perception 

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The Golden RuleThe Golden Rule: : 

Do unto others as you would have them Do unto others as you would have them do unto you.  (assumes similarities) do unto you.  (assumes similarities) 

Titanium RuleTitanium Rule: : 

Do unto others, keeping their preferences Do unto others, keeping their preferences in mind.  (accepts diversity) in mind.  (accepts diversity) 

Raines, 2003, pg. 34.Raines, 2003, pg. 34.

Strategies for Connection

Initiate conversations about culture. Ask about needs and preferences. Offer options. Personalize your style. (Use Titanium Rule.) Build on strengths. Pursue different perspectives.

 

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The Big Payoff!

An Expansion of BELIEFS - ATTITUDES

We create awareness of differences We become sensitive to our own heritage,

and value and respect differences We become comfortable with differences We promote mutual respect We stimulate strategic and critical thinking

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An Expansion of KNOWLEDGE

We understand the way culture influences our perception

We acquire specific knowledge & information about the individuals with whom we work

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An Expansion of SKILLS

We are able to appropriately generate a wider variety of verbal and non-verbal responses when dealing with differences

We are able to receive messages accurately

QUESTIONS

Resources

Lancaster, L., & Stillman, D. (2002). When generations collide: Who they are. Why they clash. How to solve the generational puzzle at work. HarperCollins Publishers, Inc. ISBN: 0-06-662106-2.

Raines, Claire. (2003). Connecting Generations: The sourcebook for a new workplace. Crisp Publications, Inc. Menlo Park, California. ISBN: 1-56052-693-9.

Raines, Claire. (1997). Beyond Generation X: A practical guide for managers. Crisp Publications, Inc., Menlo Park, California. ISBN: 1-56052-448-9.

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