Jessica Bowers XXXXXXXXXXThursday Nov 19 at 4:12am There are multiple barriers to consider when utilizing assessments in a multi-national setting, including cultural, ethical, and legal...

Jessica Bowers

There are multiple barriers to consider when utilizing assessments in a multi-national setting, including cultural, ethical, and legal considerations. Practitioners must consider the implications of design and the implications of implementation (Ryan & Tippens, pp.578). When considering implementation, the cost of the assessment, the infrastructure to deliver assessment, and the qualifications for selection for assessment should be considered on a regional basis (Ryan and Tippens, pp.586). Cultural barriers to assessment include language differences, differences in cultural norms, and differences in valued and displayed traits as influenced by culture. Legal barriers include differences in laws between regions and potential discrimination.

There are many considerations to protect the assessment process and promote equality in hiring and succession processes. First, any position that utilizes assessment should be fully defined with competencies, job requirements, and KSAs to ensure that any assessment utilized will be designed to assess qualities that are essential to the job and are aligned with job similarity globally(Ryan & Tippens, pp.583; Scott & Pearlman, 2010, p. 535). This not only validates the assessment process but also protects the company from legal implications of disparate impact (Ashe & Lundquist, pp. 645) Any assessments that are chosen for global application within a company should be validated and normed for the culture that will be assessed. It should not be assumed that an assessment normed for one country or region will offer the same validity in another region. The assessment process and any assessment tools should be evaluated by stakeholders in any country or region, as well as directed by leaders in the region to protect against potential bias (Ryan & Tippens, pp.593).

References:

Ashe, R. L., & Lundquist, K. K. (2010). The legal environment for assessment. In J. C. Scott & D. H. Reynolds (Eds.),Handbook of workplace assessment:
Evidence-based practices for selecting and developing organizational talent(pp. 643-670). Retrieved from https://redshelf.com

Ryan, M. & Tippens, N.T. (2010) Global applications of assessment. In J. C. Scott & D. H. Reynolds (Eds.),Handbook of workplace assessment: Evidence-based practices for selecting and developing organizational talent(pp. 533-576). Retrieved fromhttps://www.redshelf.com

Scott, J. C., & Pearlman, K. (2010). Assessment for organizational change: Mergers, restructuring, and downsizing. In J. C. Scott & D. H. Reynolds (Eds.),Handbook of workplace assessment: Evidence-based practices for selecting and developing organizational talent(pp. 533-576). Retrieved fromhttps://www.redshelf.com

Jeanetra Marshall

GoodMorningDr. Shoemaker and Course Members

According to Ryan and Tippins (2010), assessments can be utilized for hiring, decision making regarding promotion, assessment of training program effectiveness, performance management, certification, leader and employee development, administrative training, andmany other circumstances.Plenty of countries have laws that control selection and hiring procedures, and these laws should be regarded when creating assessments for these reasons.Key considerations for using assessments in a multinational work environment go as follow:Making sure stability in the standard of those recruited,and those selected for growth, coaching, or a particular program recognizing employees qualified of work innumerous different locations within the organization (Ryan & Tippins, 2010). Allowing aconstant staffing brand image to candidates and employees globally.Decreasing testing development cost withregularity andexpanding regulations inadministration. Lastly, gathering data that is more helpful for calculated talent management on a worldwide basis (Ryan & Tippins, 2010).

Justness is the key to a successful multinational performance assessment program but utilizing a one-size-fits-all method spanning cultures does not always conclude in true justness (Ingram, 2020). Setting worldwide quality thatgoes beyond cultural variation, using local leaders to perform reviews, andcontainingthe real process of assessments are afew strategies that can expand the justness and efficacy of multinationalassessment processes (Ingram, 2020).With many companiesfunctioning in a multinational setting today,it is easy to presume that the expanding relationship amidst countries, and theproliferation of corporations, would conclude in cultural differences vanishing.Still,conversely, as economic borders decrease, cultural barriers sometimesgoup,consequently posing new challenges and chances in business (Rentfrow, 2007).Constructed on Goleman’s (2000) research, successful leadership in a multinational environment can be attained by utilizing three main leadership styles such as vision, mobilizing individuals towardchange:serving, by building an emotional relationship, and leading others to greatness, by developing people for futureduties (Rentfrow, 2007).

The difference amidstanindividual’s own national culture and a multinational environment are described as theformer being focused on exalting itself above all other cultures, and thelatter working to adapt and embrace different cultures(Fernandez & Underwood, 2006). The individual chosen for multinational leadership should work to alter his/her firm sense of national culture norms by acquiring, asdescribed by Fernandez and Underwood, 2006), a multicultural attitude. The attitude should have a readiness to acknowledge the limitations of one’s own cultural norms and to adapt and accept the culture of the host country (Fernandez & Underwood, 2006, p.10). The procedures of altering a firm sense of national culture andobtain a multicultural attitude are founded on the engagement of the universalprinciples regarding successful leadership. A leader will be effective if he/she works to adjust their national cultural norms to the target culture. Step one: Serve the organization by altering the host culture. Step two: Startanorganizational visionhowever, you should not forget about your own national culture. Step three: Guide peopletogreatnesswith patience and humility(Rentfrow, 2007).

References

Fernandez, A.J. & Underwood, L. (2006). Voices of Experience from 20 International Leaders.John Wiley & Sons. Retrieved fromhttps://wiley.com(Links to an external site.)

Ingram, D. (2020). How to design a performance evaluation for multinational organization.Hearst Newspaper.Retrieved fromhttps://smallbusiness.chron.com(Links to an external site.)

Rentfrow, T.J. (2007). Leadership advance online. Available athttps://regent.edu(Links to an external site.)