Work Skills Transcend Cultures Work Habits May Not
Work Skills Transcend Cultures Work Habits May Not
The results were somewhat surprising, but very logical. Chally assessment reports are traditionally divided into several sections, depending on the application. However, two broad categories are always reported in any employee application. The first part of the report is a measure of an individual's competencies or skills and how effectively that individual will perform those skills on the job. We also provide detailed coaching tips to improve any skills that are below par. The latter part of the report highlights that individual's distinctive motivational drives, and the work habits they have acquired over time. We say distinctive, because only those needs and habits that separate them from others are reported. (We do not report the typical “horoscope” or “fortune teller” traits that would be common to most everybody). To accomplish this, we only report motivational and work habit scores that are below the 30th or above the 70th percentile; in other words, the distinctive extreme points that make us all unique.
Our research results provided clear evidence that the skill and competency scores are stable and equally applicable across cultures all over the world. There were however, some differences in the motivational norms and work habit levels in different cultures. These tended to vary according to how broadly the country was developed (for work habits) and cultural differences for the motivational patterns.
If we think of skills (the first part of our report) more broadly, these findings become easier to understand. Good soccer players are going to be skilled wherever they play. The skill requirements are the same in England, Japan, Germany, or South America. Furthermore, an engineer or surgeon would need the same skills and training anywhere in the world. Skills are culture free.
Work habits and motivational drives are also constant everywhere in the world - but the degree required or considered the minimal or maximum acceptable level may be quite different. Today, for example, some of America’s most aggressive or emotionally uncontrolled sportspersons may not been permitted to play in Japan. In the USA tolerance for disrespectful behaviour is much higher in their more freewheeling culture than other more emotionally controlled cultures. The motivational and work habit scores need to be understood in the light of the economic or cultural background of the candidate. This is the major reason that the motivational and work habit scores are NOT calculated in our recommendation or statistical prediction of success at performing the job, and explains why (unlike personality or attitude tests) Chally's actuarially-validated skill scores predict equally well in any part of the world.
Work Skills Transcend Cultures Work Habits May Not - To learn more about this author, visit Peter Gilbert's Website.
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Since Chally is strongly established internationally, we're often asked what has to be done to alter the testing for different cultures around the world. For the past six years, we have been tracking performance on a Chally assessment versus actual performance on the job across many countries. Our goal was to develop a research database that would highlight differences that were based on geography or culture. For our comparisons internationally, we chose geographic, cultural, and economic regions that were very different. These included England, Sweden, Denmark, India, Indonesia, Australia, South Africa, Mexico and French Canada.
The results were somewhat surprising, but very logical. Chally assessment reports are traditionally divided into several sections, depending on the application. However, two broad categories are always reported in any employee application. The first part of the report is a measure of an individual's competencies or skills and how effectively that individual will perform those skills on the job. We also provide detailed coaching tips to improve any skills that are below par. The latter part of the report highlights that individual's distinctive motivational drives, and the work habits they have acquired over time. We say distinctive, because only those needs and habits that separate them from others are reported. (We do not report the typical “horoscope” or “fortune teller” traits that would be common to most everybody). To accomplish this, we only report motivational and work habit scores that are below the 30th or above the 70th percentile; in other words, the distinctive extreme points that make us all unique.
Our research results provided clear evidence that the skill and competency scores are stable and equally applicable across cultures all over the world. There were however, some differences in the motivational norms and work habit levels in different cultures. These tended to vary according to how broadly the country was developed (for work habits) and cultural differences for the motivational patterns.
If we think of skills (the first part of our report) more broadly, these findings become easier to understand. Good soccer players are going to be skilled wherever they play. The skill requirements are the same in England, Japan, Germany, or South America. Furthermore, an engineer or surgeon would need the same skills and training anywhere in the world. Skills are culture free.
Work habits and motivational drives are also constant everywhere in the world - but the degree required or considered the minimal or maximum acceptable level may be quite different. Today, for example, some of America’s most aggressive or emotionally uncontrolled sportspersons may not been permitted to play in Japan. In the USA tolerance for disrespectful behaviour is much higher in their more freewheeling culture than other more emotionally controlled cultures. The motivational and work habit scores need to be understood in the light of the economic or cultural background of the candidate. This is the major reason that the motivational and work habit scores are NOT calculated in our recommendation or statistical prediction of success at performing the job, and explains why (unlike personality or attitude tests) Chally's actuarially-validated skill scores predict equally well in any part of the world.
Work Skills Transcend Cultures Work Habits May Not - To learn more about this author, visit Peter Gilbert's Website.
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Dianne CramptonDianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: 5 Winning Business Team Cultures And Why, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
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John AlexanderJohn has taught keyword research and SEO skills to small groups of business owners and Webmasters from over 80 different countries world wide since 2002. John is also the Director of Search Engine Academy ; Co-director of Training at Search Engine Workshops offering live, SEO Workshops with his partner SEO educator Robin Nobles, author of the very first comprehensive online search engine marketing courses at SEO Training Online and the SEO Workshop Resource Center. I look forward to hearing from you! - Visit John Alexander's Website |
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Cheryl MatthynssensCheryl is a life skills coach, licensed Chemical Dependency Counselor and a 20 year entrepreneur. Cheryl's dedication to achieving a life of balance led to her expanding her teaching from the simple managing of life's daily challenges to adding financial well being as well. A direct marketer with DrinkACT, she is gaining ground in the online community with her concepts of making sure business owners, entreprenuers and employees have well rounded life styles. She opened up a small affiliate site - The Balance Guide- to help others find resources for mental and emotional well being. Visit Cheryl's blog to see more of the diversity beyond business she has began offering online at www.thebalanceguide.blogspot.com - Visit Cheryl Matthynssens's Website |
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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