APAIE 2012

Cultural Mentoring for Placement Students in Enterprises as a Model for

Addressing the challenges of a Multicultural Workforce

Gabriele Abermann

Salzburg University of Applied Sciences

1With the support of the Lifelong Learning Programme of the European UnionThis project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Agenda

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Background and Context

Intercultural Competence  

SKILL2E Cultural Mentoring Model

Implementation Scenario

Identified Needs and Context

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European  Union Education and Training Strategy  2020 

Innovation Union – Smart /  Inclusive /  Sustainable Growth

New Skills for New Jobs

Youth on the Move  Mobility  Employability ‐ Key Competences

Communication in one‘s own and in another language Learning to learn Social and civic competences Sense of initiative and entrepreneurship

Identified Needs and Context

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INENTER Survey 2011  Preliminary Results

26.5 % of HEIs provide some preparation for placement students 77 %   acknowledge necessity for it 17.4 % include aspect of cultural diversity, mostly focused on 

practicalities 8.7 %  address re‐adaptation after return

Learning Mobility versus „the Dark Side of Mobility“

Living a Short to medium period in another country with a culture very different from one‘s own cannot only lead to intercultural competences but also to the negative effect of confirming prejudices and stereotypes

Source: Bracht,O. et al (2006) The Professional Value of Erasmus Mobility. Kassel: INCHER

Influence of Cultural Differenceson Team Performance

Source: Distefano, J.J. (2000) Creating Value with Diverse Teams in Global Management. Organisational Dynamics, Vol 29:1, 45‐63.

Leaders ignore and suppresscultural differences

cultural differences become an obstacle to performance

Leaders acknowledge andsupport cultural differences

cultural differences become an asset to performance

SKILL2E Project / Consortium

Sustainable Know‐How in Intercultural Learning in Student Placements and the Knowledge Transfer to Enterprises

EU‐funded multilateral university‐enterprise cooperation project 

SKILL2E Project / Consortium

Focus on sustainable intercultural competence acquisition

Development of a comprehensive support and intervention structure at HEI and enterprise sides:

the usage of an on‐line assessment instrument a support structure including pre‐departure training  and an on‐line platform for self‐reflection

a cultural mentoring concept for enterprises 

SKILL2E Project

Project  Work Package Structure

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Intercultural Competence Assessment

Pre‐Placement Training Concept

Cultural Mentor Concept

SKILL 2E Evaluation Concept

Communication Scenario forIntercultural Reflection

Enterprise Handbook

Intercultural Competence

Source: Deardorff, The SAGE Handbook of Intercultural Competence, 2009

To behave and communicate appropriately and effectively in a given intercultural  situation

Intercultural Development Continuum (IDC)

Source: Hammer, M. (1997) The Intercultural Development Inventory. Moodian, M.A (Ed) Contemporary leadership and Intercultural Competence. Sage: Thoursand Oaks, 203‐218.

PolarizationDefenceReversal

Cultural Disengagement

Mulitcultural MindsetMonocultural Mindset

Intercultural Development Inventory (IDI)

No personality test

Identification of current orientation towards other cultures

Theory-based and scientificallly sound development

Available in 13 languages and widely used

Valid and reliable – tested for cultural bias and social desirability

Easy to implement: online test of about 20 minutes

Supports concrete goals (> contexted questions)

Can be used for the following purposes

Diagnosis of a person or group

Customization

Assessment of programmes

Feedback through qualified experts only

IDI Implementation

IDI AssessmentPre‐Departure

Training

Placement Cultural MentoringOnline Reflection

IDI Assessment

Scenario 1: student placements

Scenario 2: corporate context

Self‐ReflectionOn‐line Intercultural

Diary

IDI Assessment

Final Report / Presentation / 

Feedback

Cultural Mentoring

Pre‐Departure ‐Training

SKILL2E Model

IDI SKILL2E Purposes

to provide customised pre-departure training based on IDI profiles

To provide students with appropriate verbalizing skills to communicate their overall competence gain to future employers.

to identify the current profile of the cultural mentors

to identify whether the intervention measures have had an impact on the participants’ intercultural competence gain

It is an achievement if participant displays change after the internship and the associated SKILL2E interventions with respect to IDC stages

Enterprise involvement

180 companies interviewed in all consortium countries on

Attitude towards (cultural) mentoring

Relevance of organizational culture

Usage of an assessment instrument

Differences less in countries than in orientation of enterprises – local vs international

Larger companies more open / interested than SMEs

Undifferentiated use of mentoring, mostly just induction /orientation

Enterprise partners from AT, ES, FI, GB, RO and TK actively involved in developing and trialling concept

Cultural Mentor Profile

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Mentor Qualification Profile Appropriate knowledge: cultural, professional and 

company‐specific Good communication skills and social competence Trustworthiness Intercultural competence assessed either against 

Deardorff model or through IDI 

Mentor Task Profile Acts as consultation and discussion partner Facilitates integration into specific workplace 

environment and organizational culture Acts as role model Supports self‐reflection capacity of mentee 

Effectiveness of Mentoring

18Adapted from Connor M. & Pokora J. (2009). Coaching and Mentoring at work. Glasgow: Bell & Bain Ltd.

SKILL2E Cutural Mentoring

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MentorIDI assessment and self‐reflection 

against Qualification Profile

Training including personal feedback on IDI profile

Discussion, agreement and  signing of Mentor Contract

Weekly  meeting and ongoing review of process and actions

Final review of results agains contract and identification of  mutual benefits 

and competence gain

SKILL2E Evaluation Model – online questionnaire  and feedback 

interview 

STEPS

SELECTION

PREPARATION

COMMITMENT

ACTIVE MENTORING

EVALUATION AND CLOSURE

FEEDBACK AND IMPROVEMENT

Mentee

Placement  application screening

IDI test and pre‐departure training

Discussion, agreement and  signing of Mentor Contract

Weekly meetings with prepared issues for discussion and agreed to 

dos 

Final review of results agains contract and identification of  mutual benefits 

and competence gain

SKILL2E Evaluation Model – online questionnaire  and feedback 

interview

Implementation Scenario 1

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Implementation Scenario 2

benefits

Mentor enhances interpersonal skill 

and personal growth learns to work with people 

of diverse backgrounds gains sensitivity to foreign 

cultures taps into a pool of unused 

talent, wisdom and skills enjoys the satisfaction of 

seeing a mentee gaining confidence and poise

Mentee enhances interpersonal skills

learns to work with people of diverse backgrounds

fosters career development and increases visibility

establishes network and new contacts

increases self‐confidence and thus personal growth 

Challenges

Concept development took more time than expected due to cultural differences within consortium

Matching placement offers with suitable students and the right timing

Academic versus business needs and “speak”

Concept raises a lot of interest with companies but commitment  for implementation rather low

Sustainability

Integration of all stakeholders

Relevant and effective intervention strategies in both physical and virtual  environment

Triggering self‐reflective  and critical thinking capacity

Accountable assessment  of skills gain

Thank You

A Lifelong Learning project that bridges the intercultural competence gap between the university and the enterprise

www.skill2e.net.ms

With today’s workforce demographics, the existence of culturally diverse teams  is inevitable; and with today’s competitive environment, firms cannot forego its value

(Distefano J.J.)

Modular Model

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