Achieving organizational cultural competence is essential for creating a diverse, equitable and inclusive workplace. Start by evaluating your organization’s cultural competence holistically—not just focusing on the actions of specific individuals like recruiters and managers. Critically analyze: How does my organization measure up in overall cultural competence?
The cultural competence spectrum, which ranges from cultural destructiveness to pre-competence and finally, cultural competence, is a valuable tool for assessing progress and identifying areas for growth.
Let’s examine the final stage of cultural competence more closely. As you consider each goal below, ask how it applies at both the organizational level and the individual level for managers and employees.
Characteristics of Cultural Competence
At the organizational level, cultural competence includes:
- Valuing Diversity: Leaders view diversity as an asset, not a challenge.
- Strategic Planning: A clear business case for diversity guides a strategic action plan based on an organizational needs assessment.
- Integration, Not Isolation: Diversity is woven into all business strategies, management decisions, and policies rather than existing as a standalone program or department.
- All interviewers and managers are trained on the dynamics of racism, sexism, ableism, and other forms of bias.
- Zero-Tolerance Policies: A written, enforced policy ensures no harassment or inappropriate behavior is tolerated.
- Diverse Recruitment and Hiring:
- The organization is well-branded in diverse communities and conducts year-round recruitment to maintain a diverse talent pool.
- Inclusive interview questions align with job descriptions and performance metrics.
- Structured and consistent hiring practices ensure cultural competence and reduce bias.
- Interviewers understand and manage personal biases, avoiding assumptions based on appearance.
- Retention and Satisfaction:
- Policies that protect diverse employees boost morale, retention, and future recruiting efforts.
- High satisfaction rates are evident among employees, customers, and communities served.
Diverse Perspectives on Cultural Competence
Tyrone, an HR Director and African American, offered this insight for a culturally-competent organization.
“Talk to me about how you are attracting people of widely different skills, backgrounds. Don’t call it diversity, call it business strategy. The word ‘diversity,’ years ago people thought that was a replacement for Affirmative Action. And it was more color, race and sex based than we know it as today. So, talk to me about business strategy, what sort of human resources do you need to get the job done, and what are you doing to attract those. That’s diversity, and it’s a business strategy.”
Sena, a Community Organizer and Latina, shared this insight on cultural competence in avoiding incorrect assumptions:
“We all come from such different backgrounds, and what motivates employee ‘A’ may not motivate employee ‘B.’ This can be true of Anglo culture also. In some cultures, family is important, and if an employer understands that, then when the mom calls in because her child is sick, it’s not that she thinks any less of her job, but her children come first. I think this is all people, not just people of color.”
Take the Next Step
Where does your organization stand on the journey to cultural competence? I’ve written more extensively about the cultural competence spectrum in my three-part series: Part One, Part Two, Part Three.
Explore more strategies in the book, Cultural competence is a continuous journey, not a destination. Take the first step by exploring the 10-Step Diversity Assessment and Action Plan Workbook and enrolling in the Integrating Diversity & Inclusion into the Hiring Process online training series. Together, these resources will help your organization build a more inclusive, equitable, and successful workplace.
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