How can you create an inclusive and diverse CC performance evaluation process?

Coming from a large institution, we did the 'mandatory' training annually for the University's ever-expanding goals and values regarding cultural competency. So many times, I watched these get pushed aside at the Department or Division level simply because it was going to be more time-consuming or just did not rank as an important enough issue for the leaders to invest time and resources. Knowing this, I made it my personal mission as my team's leader to put it up front in how I interacted with everyone as a group and as individuals. I probably got an opportunity to learn more from them than the other way around.

CC goals is to be on same line of sight with business goals. Once we get to know the organizational capabilities (key drivers to achieve the business goals), we can figure out mental and behavioral drivers/competences which are critical to achieve the business goals and are to be shared in team members. I think these are the goals of CC.

Our performance evaluations were pre-designed, so I had very little influence on what questions were asked. But I could influence a few things. For team members who directly reported to me, I could submit a feedback review for them to evaluate and give assessments of my performance as a leader over the previous year. This was incredibly meaningful. For those who did not report directly to me, but whom I was responsible for leading, I made time to sit with them and get feedback on how they felt the year had gone. I wanted to know ways that I could improve in supporting them. Additionally, I wrote a brief summary to their assigned supervisors to let them know things they had excelled at throughout the year.

In my experience, HR tech platforms & apps that allow for 360 degree feedback, are fantastic for these purposes. Colleagues, team members, managers and even customers can rate an individual on a specific aspect relating to their overall cultural competencies, or perhaps a specific item that has been identified as being of strategic importance.

I have mentioned in another article that coming from a research background, it is ingrained in one very early in that training to document everything. The ongoing motto, especially in clinical research, is "If it's not documented, then it didn't happen." When it is time for these discussions or evaluations, I could always refer back to my documented conversations with team members. For evaluations, I could incorporate specific dates and conversations that we had previously shared (as needed). But I also tried vigorously to balance any critical feedback with something positive. Everyone makes mistakes, but everyone also has things they do well. They need to hear both.

I was unbelievably fortunate to be able to work with an incredibly diverse team from so many different regions of the world. Sometimes we would be discussing a topic to adjust or handle differently. Later, as I thought about it, I realized that culturally the way I said it may not make sense to them or mean the same thing. As soon as possible, I would return to that person and specifically address what I had said and how it had been received. If it was confusing or possibly even insulting, I asked them to please correct me on what would be the appropriate way to discuss those matters. I learned as much from them as they did from me, which is what I call a great team!

All that really needs to be said here is that this is a continual and ongoing process. The communication has to be 2-way (or more), and everyone needs to feel heard. Not everyone will agree with each other always, which is acceptable. But working together towards a common goal and common understanding is the key. Communicate, assess, adjust. Communicate, re-assess, adjust. Continue.

Be aware .. conscious acknowledgment of differences , layering with multiple perspectives through the process and constant transparent conversations.