Positioning in multicultural group dynamics [by Yannique Wentzel | People & Culture Manager]

What does a People & Culture leader do?

People and culture roles strive to build a diverse and inclusive work environment while recognising the value of different perspectives and backgrounds. A P&C leader needs to understand the company’s processes and their impact on the people. 

We should ask ourselves questions like: “What thrives people? Are they professionally where they want to be? How can we optimise a person’s talents and strengths?” 

A P&C leader manages the continuous improvement of the employee journey and ensures that the company culture maintains and changes organically with the company’s growth. 

What is important about positioning in multicultural group dynamics? 

It is essential to be culturally sensitive and knowledgeable in a multicultural work environment. Understanding multicultural work environments, behaviours, and cultural differences is crucial. We cannot know every culture or every personal trait, but it is essential to understand people’s needs and wants. 

In group dynamics, the word “dynamics” implies constant change. When there is change, people and situations can become less stable, which requires more trust and flexibility. In a growing organisation where change happens constantly, it is essential to maintain trust and flexibility to keep up with the growth. 

People and culture play a specific role in all this. We operate on “our own island” between the managers and the employees. We also have a confidential role when it comes to keeping information, such as data, salary information, and, often, information about personal lives. Integrity is, therefore, highly expected from this role. That is why positioning within the firm is necessary. We ensure a safe and inclusive workplace for people to thrive and develop themselves.

Challenges 

Staying accessible at all times for employees is a challenge that came first in my mind. People often come to the P&C manager as a confidential contact point; therefore, it is essential to actively listen and measure whether you should take action or ask the person to take action. It is about measuring how you can really help the person. 

Of course, in the People & Culture role, management has expectations regarding how to maintain and manage the company culture. This goes in line with the strategic decisions the management is making. 

One of the challenges of being successful is linking the needs of management regarding organisational goals and cultural expectations with the needs and wants of the employees. This is especially true when you sometimes feel that you are not aligned with a change in strategy or a step in another direction made by management in the company. However, it is still expected that this will be promoted to employees.

On a human level, when employees come to my desk with rather serious issues, I remind myself to observe and not absorb. This is in order to protect myself in the role. What can be rather complex is communicating online with employees when people work from home. 

Besides that, we need to ensure an open communication style that is somehow adapted to each person and culture. Working in a multicultural environment can be challenging, so we need to stay objective and certainly not judge. 

How do I handle the challenges? 

First, I would say with a pinch of intuition and linking previous experiences and situations. The most important elements are empathy and compassion as a first response when employees raise issues. Most P&C or HR professionals have these traits naturally. That is what makes us suited for these roles (and not robots). It is about showing compassion and about being able to identify what the person in front of you needs at that moment. Also, taking time is very important. Do not make rushed decisions in conversations or situations of conflict. Know when to escalate an issue or situation to management. 

At the company I work for, we give and ask for trust. Besides that, freedom, flexibility, and accountability are given to employees and asked of them in return. In 2024, we did a culture scan (conducted by an external organisation), which consisted of a questionnaire that our employees filled out. This gave me a clear insight into which parts of our organisation needs improvement. I also understood to what extent the employees’ opinions align with what we think our culture is. Very interesting! 

Examples of difficult situations to position as P&C leader:  

• Cross-cultural conflicts impact the well-being of employee(s) and, therefore, the work results. 
• When strategic changes/decisions are made by management and employees disagree, it can be challenging to be the link and transfer information without opinion.
• Being the contact point for employees from all levels and understanding different problems related to their positions, age, culture, background, etc.
• Keeping an objective observation and communication style at all times with all employees. 

Common mistakes: 

• Giving your opinion, which can negatively influence a person or situation 
• Favouring people 
• Not keeping integrity in moments of stress/tiredness
• Assess the situation from your own culture and framework without trying to understand the background of the other person 
• Lean too much towards what management says and wants (in this case, employees could get the impression that you are not trustworthy and not keeping integrity, or even worse, they will not share or address issues because they think you can fire them) 
• Wanting to give a solution instead of just listening. 

What I do to stay balanced: 

• Mindful communication: 
  • Communicate with greater self-awareness and emotional intelligence.
  • Recognise the impact of the ego on communication.
  • Identify instances of ego-driven communication in real-life conversations.
  • Modify self-talk.
  • Use strategies like reflective listening, observation without judgment, and ‘I’ and ‘We’ statements to communicate more effectively and empathetically.

• Taking a step back, zooming out and trying to relativise. Then, prioritise accordingly. 
• I profited from OpenUp’s service of providing one-on-one sessions with psychologists. This helped me vent, and the psychologist helped me visualise a complex situation.  

The People & Culture role is both rewarding and challenging. It requires continuous self-reflection, strong interpersonal skills, and navigating cultural complexities.

And how do you contribute to a culture of trust and inclusion in your organisation as a leader or team member?

Interested in the topic?

Register for the upcoming free workshop by Yannique:
“Mastering the Art of Positioning in Multicultural Group Dynamics. 3 Essentials for People and Culture Leaders”