Making your CoC Resonate Across · PDF fileMaking Codes of Conduct and E&C Programs Resonate Across Borders ©2014, Language & Culture Worldwide ... Globalization, Localization, Contextualization

© 2011, Language & Culture Worldwide 1

Making Codes of Conduct and E&C Programs Resonate Across Borders ©2014, Language & Culture Worldwide

Making Codes of Conduct and E&C Programs Resonate Across

Borders


Since 2000, LCW has been providing a broad range of solutions to help organizations engage their multilingual and multiculturalworkforce

For clients like these…

with workforces in places like these…

Argentina, Brazil, Canada, China, Czech Republic, Colombia, Denmark, France, Germany, India, Iran, Japan, Mexico, Netherlands, Pakistan, Poland, Russia, Saudi

Arabia, Singapore, Switzerland, Thailand, USA, UAE, UK, Vietnam

Auditing Codes of Conduct

Designing C&E Training

Building eLearningDelivering C&E

Programs


Sean Oliver

• LCW Consultant/Project Manager 6 years

• BA Anthropology – Beloit College

• Code/Training Contextualization Projects

• Global Business Ethics Survey

• eLearning Builds



Goals and Agenda

Goals• Understand Culture’s Impact

on E&C Programs

• Using Localization & Contextualization to Mitigate Impact

Agenda• Intro

• Culture’s Impact on C&E

• Globalization, Localization, Contextualization

• Project Examples





Why do you believe international locations tend to report misconduct less often?

Possibly a Cause

Not Likely a Cause

There is less misconduct at international locations 7.94% 92.06%

International employees don’t believe corrective action will be taken

57.14% 42.86%

They don't know whom to contact 52.38% 47.62%

They don’t trust that the report will be kept confidential

70.77% 29.23%

They fear retaliation from coworkers 63.64% 36.36%

They fear retaliation from a supervisor or manager 73.85% 26.15%

They have limited access to reporting mechanisms such as e‐mail or private telephone lines

28.57% 71.43%

There are cultural differences regarding what is considered misconduct

73.53% 26.47%

There are different cultural attitudes toward reporting on co‐workers

90.00% 10.00%

There is a lack of information or training 40.32% 59.68%

Language barriers prevent reporting 41.94% 58.06%


CULTURE’S IMPACT ON E&C


Where Does Culture Impact E&C?

©2014 Cultural Detective

• Reporting• Training• Auditing



Dimensions of Culture -Ethics• Ethical behavior: Black and white, or cont

• Relationships: COI, or key to doing busine• Time: Linear or cyclical? RTL or LTR?• Outcomes: Controlled by us, or fate?

• Power: Top-down, or shared?• Models and Colors• Historical events, local concerns


• Greater knowledge retention

• Local examples resonate better

• Home office listens, understands local issues

• Internalize company values

• Understanding local impact of Code

Adapting = Resonance


Culture is…

…a set of behaviors and values

that are learned

and shared by a group of people.



Institutions of Influence• How might a historically less-

than-functional legal system impact a culture’s view on going to authorities in response to problems?

• How might a history of retaliation against whistleblowers impact a culture’s willingness to report ethical concerns?

• How might the generally teacher-centered education style in South Korea influence relationships between managers and subordinates in that country?

• How might a culture whose

History

Geography & Climate

Education

Language, Media, Arts

Economics & Technology

Religion

Politics & Government

Family Life


Dimensions of Culture


Globalization, Localization, Contextualization



Globalization, Localization, Contextualization

Globalization: It is the culturally conscious process of adapting or modifying materials for a global-general audience.

Localization: It is the culturally conscious process of adapting or modifying materials for a local audience or specific culture group. (Different from translation)

Contextualization: It is the culturally conscious process of adapting or modifying materials for a global-general or geographic-specific audience (or specific culture group).


2012 GBE Survey Results


2012 GBE Survey Results



What Code do you send to non-home country locations?

• Home Country Code – Adapted/Audited +

• Home Country Code – Adapted/Audited

• Home Country Code – Translated

• Home Country Code - Globalized

• Home Country Code

Res

onan

ce


What is it about your CoC that might be misinterpreted or ignored?

• Organization values vs. behavioral interpre

• US/Home Country Law/Compliance-based

• No local input

• Prohibition on known cultural practices

• Inconsistent with local laws

• Idioms, examples, slogans unclear

• Introduced to employees informally

• Tied to unfamiliar moral framework


Training Content

Functional TimeWorks with learners’ schedule/flow

Relevant ContentSpeaks to experiences and the world through their eyes

Appropriate Process Allows learners to work and learn the way they do best

Effective EvaluationMeasures true knowledge, skills, abilities, and potential



Time Content

Evaluation

Scheduling, start/stop, breaks, duration

Cases, images, examples, dialogues,

visual layout

Testing methods, eval tools, strategies

Objectives, approach, delivery, tasks, methods

Process

Contextualized Components


Content• Change names and places in case studies

and other materials

• Change images of people, places, and concepts

• Ensure language barriers do not impact learning

• Ensure examples locally relevant

• Consider local religious constraints


Content

Where did you grow up? Where did you

grow up?



“Gifts and Entertainment”

Content


Process• Minimize “cold-calling”, activities

• Choose small group discussion over large group discussion

• Provide background for objectives

• Include sufficient lecture

• Give trainer opportunity to establish their credibility

• Remember seniority when inviting participants

• For eLearning, RTL


Evaluation• Choose testing methods that are common

locally

• Avoid testing a learner’s ability to understand the test

• Do not ask for critical feedback in public

• Do not expect the average eval to be “high”/”10”

• Do not single a learner out for failure or success

• Speak informally after the training to each learner




Who makes a good ‘adapter’?• Cultural competence

• Identifying Patterns

• Self Awareness

• International Experience/TCK

• Separating the Personal from the Cu

• Recognizing Synergies, Obstacles

• Building Bridges


PROJECT EXAMPLES



Project Examples

Tech and business services conglomerate-• Challenge: Needed Face-to-face training for

APAC staff on FCPA and UK Anti-Bribery Acto Met with stakeholders, counselo Designed and adapted trainingo Gathered local exampleso Created follow-up eLearning – footage of

recorded sessions


Project ExamplesChemical corporation• Needed to develop a Code of Ethics for Chinese location

o Reviewed Code of Ethics, globalizedo Reviewed previous training materialso Localized training content for Chinao Created case studies and scenarioso Created section themes- tied scenarios to

valueso Later localized for India

Mining Corporation• Needed to train E&C Dept on cultural differences,

as problems with bribery and reporting were present internationally o Delivered our “Global business ethics

program”


CLOSING



Questions & Answers


Making Codes of Conduct and C&E Programs Resonate Across

Borders

Documents

Making your CoC Resonate Across · PDF fileMaking Codes of Conduct and E&C Programs Resonate Across Borders ©2014, Language & Culture Worldwide ... Globalization, Localization, Contextualization