- Objectives of the Intercultural Readiness Approach
- Assessing intercultural competences with the IRC
- Rationale behind the competences
- Outcomes of IRC Assessment
- For which purposes can the IRC be used?
- The IRC in its current format is less ideal for:
- For whom is it appropriate?
- Clarifying the term Competence
The degree to which people actively try to influence their social environment, based on a concern for building relationships and integrating different people and concerns. The scores indicate to what extent a person focuses on the different people with whom he or she is interacting; knows how to engage them and get them committed to a shared goal. People with high scores invest into developing relationships and building strong and diverse networks. They constantly seek to understand the needs and interests of different stakeholders, and feel confident that they can create flexible solutions to meet those needs.
- Facet 1 – Building Relationships
- Facet 2 – Reconciling Stakeholder Needs
- Building Commitment and cooperating in multicultural teams
- Is management of social processes more important for multicultural than for monocultural teams?
- Building Commitment and managerial/leadership competences
- Leadership or Management?
- Transactional and transformational leadership
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The IRC in its current format is less ideal for:
For selection purposes, any given competence should be assessed by at least two different methods – for example, self-assessment PLUS simulation or structured interviews. Also, in selection contexts, self- assessment questionnaires tend to have fairly low validity compared to other methods. Last but not least, the IRC is a self assessment tool, relying on the individual’s opinion of herself, and so the individual’s motives for answering IRC items will influence the results. This means that a respondent who fills in the IRC in a selection context should be compared to a large group of people who also filled it in such a context. We have some initial data on this, which should be consulted in any case. If the IRC is combined with a battery of additional tools in a professionally developed assessment centre, then it can be used to gain additional information. But no selection decision should rest entirely on the outcome of the IRC assessment.
We are sceptical in general about 360 feedback, that is, feedback for one respondent from upper, lower and same levels in the organisation. People who evaluate somebody else also have their motives for giving certain evaluations, so just because somebody else evaluates us does not mean that the evaluation is more objective. What we do recommend instead is to ask respondents to invite up to five people whom they trust in terms of competence and neutrality and to have them provide an observer assessment. Note however that we have not conducted tests yet that may be required for ensuring that the IRC functions under these conditions as well. Our statements regarding reliability and validity are based on self-assessment. In an observer assessment context, the IRC at this stage should only be used – if at all – as a structure for an interesting and hopefully insightful dialogue.
Jalal is the founder of Talent Leadership www.Mouti.net, an entrepreneurial and innovative community to share the knowhow and boost talent.