Designing Inclusive Policies That Support Multinational Teams

Most organizations have some type of inclusivity statement in their inclusive workplace policies. But how many actually invest the time it takes to create real change? Specifically, how many companies take conscious steps to ensure their employees those across different countries, cultures, and time zones, feel heard, respected, and encouraged to contribute?

Modern teams are composed of people from different countries, time zones, and cultural backgrounds. Understandably, cultural bias and stereotypes, poor communication, and conflicts (even over seemingly mundane issues like scheduling) within multinational teams are far too common. This prevalence can lead to exclusionary behaviors and practices negatively affecting business output and organizational progress. 

Organizations must take deliberate steps to support multinational teams and managers through genuine efforts and inclusive workplace policies. This article suggests tips for effective multinational team management to help team managers lead with inclusivity and intentionality.

How to Improve Inclusivity in Multinational Teams?

Both multinational teams and managers tasked with multinational team management need meaningful support—whether in the form of inclusive workplace policies or organization-wide buy-in to encourage inclusivity at every level. 

The following are essential tips for effective multinational team management:

• Prioritizing diversity and inclusion means embedding inclusive workplace policies in the culture instead of enforcing them as a top-down mandate. It needs to be consciously and consistently championed and promoted in every process and initiative within the company. For instance, diversifying leadership, investing in language training for non-native speakers, etc.

• Rotate decision-making authority across the team, such that power is shared by every team member at different points. For one, this encourages creativity and innovation, as employees from diverse countries and cultures put their minds to identifying and solving problems. But more importantly, as inclusive organizations, you'd be gaining insights directly from those who've experienced the challenges firsthand. This approach trumps relying on leaders to gather second-hand information and attempt to drive changes from the top. Some structural adjustments within teams will be necessary to enable this shift, of course—think inclusive workplace policies. But it would indisputably amount to meaningful improvements in diversity.

• Organizations need to commit to an inclusive hiring process—one that is accommodating and intentionally designed to onboard multinational teams. Prioritizing inclusion in hiring can make the process relatively long. HR managers may have to look far and wide to recruit diverse talent, but it pays off. The innovation capacity of teams that are multicultural by design is higher than that of teams wherein members share common backgrounds. 

• Multinational team management is a widespread and inescapable reality of modern times. When people from different nations work together, differences and misunderstandings inevitably arise. Their views on business practices and customs may differ. Their approach to problem-solving may greatly vary. They may be accustomed to certain types of behaviors. On top of all that, multinational teams may be geographically distributed and operating remotely. Cultural intelligence, on the part of managers and team members, is key here. Organizations must train their employees to be respectful and accommodating of cultural differences.

• Managers should have two-way conversations with employees, or form focus groups if needed, to better understand and solve common challenges workers face. Bring multinational teams together to engage in open discussions about when they felt excluded. Granted, these sessions may be sensitive and challenging to host, but it's a manager's responsibility to cultivate a climate where people from marginalized backgrounds don't feel isolated, dismissed, or discriminated against. It may be worthwhile to even invite their input on addressing emerging issues, which can ensure everyone feels heard. This is an essential step toward building a culture of respect within an organization.

• Microaggressions, particularly those towards people from minority groups, are rather common in the workplace, often unintentionally. Having policies that promptly address inappropriate and problematic behaviors, no matter how minor they may seem, creates a safe environment for all.

Conclusion

Cultural diversity leads to diversity of thoughts, ideas, expertise, and problem-solving, sparking innovation. However, those very cultural differences can also lead to tensions and misunderstandings, and even incivility and discrimination. Successful multinational team management can create a culture where employees feel respected and valued regardless of background or experience.