International teams' catalyst or 5 prerequisites for successful work in a multicultural environment

Ethnically Diverse Teams – More Productive at Work

Companies with ethnically diverse teams are 36% more successful than similar companies with homogeneous compositions, according to a study published by McKinsey & Company in 2022. Forbes, on the other hand, writes about business decision-making, revealing that teams make better decisions than individual decision-makers: teams composed only of men make better decisions 58% of the time, mixed-gender teams 73% of the time, while teams composed of people from different parts of the world perform 87% better. Therefore, diversity brings numerous benefits, but it also presents challenges due to team members being in different time zones and having diverse social, cultural, and religious backgrounds. Creating an inclusive and respectful environment in a company is an ongoing process that requires regular learning to develop emotional and social intelligence, ensuring that nationality, language, age, gender, and valuable skills and abilities are not discriminated against.

International practice and colleagues from abroad – new trait of Latvia's labour market

More and more international companies are entering Latvia, opening up unprecedented career opportunities alongside people from all over the world. One such company is the global services and solutions center of the biotechnology firm Roche (Roche Services & Solutions Riga, RSS Riga), that   has grown to 40 employees from six countries in less than a year. Roche employs about 101,000 people worldwide, with RSS Riga providing services and solutions, working daily with colleagues from all over the world. To ensure positive workdays, the company places great emphasis on diversity, inclusivity, and equality. 

RSS Riga manager Evija Celma also leads the content development team in Roche's internal Global Marketing Department (Global Digital Hub). Her team includes professions such as copywriters, including medical copywriters, content editors, and project coordinators. Currently, the entire team works in Hungary, but active efforts are being made to expand the team in Kuala Lumpur and Riga. Thus, this team will operate in different time zones and already gathers talents from diverse cultures such as Lebanon, Ghana, India, the UK, Nigeria, the Philippines, Turkey, and Hungary. 

"In the first year working with my team members, I've learned a lot. I'm sure I'm not the only one in Latvia with such experience, but for those who don't, some of my recommendations and observations might be helpful, as I believe working in multicultural teams across different time zones is a daily reality for global companies," says Evija Celma.

1. Create an Inclusive and Diverse Team Composition

Before announcing a vacancy, consider the existing team composition and what knowledge or experience it lacks. Is there gender balance, representation of different races and ethnicities, inclusion of various social groups, age balance, and knowledge from other fields? Each new talent joining the team must be carefully evaluated. The selection committee should know the team's needs, share opinions, and make joint decisions with the team leader without fear of expressing opposing views. 

"We all have unconscious biases. For example, if we graduated from a certain university and know it's very good, we might subconsciously rate candidates without that diploma lower. Inclusive hiring allows candidates to feel respected and belonging, possibly inspiring innovation," notes Evija Celma. 

Evija Celma's recommendations: identify diversity gaps in the team with the help of a recruitment specialist, develop an inclusive talent search strategy, prepare and ensure an interview experience that reflects a commitment to diversity and inclusion (e.g., diverse interview panel), and provide objective feedback focusing on the candidate's behavior and information gathered during the interview.

2. Avoid Bias When Evaluating Talent Based on Their Country or Culture  

"Whether we admit it or not, we have many stereotypes and biases. A classic example is the belief that life in southern Europe is more relaxed and people are not as diligent. If we hold such a stereotype, what choice will we make if one candidate from Northern Europe and one from Southern Europe make it to the final round?" rhetorically asks Evija Celma. 

Each culture has its uniqueness – values, history, worldview, and interaction peculiarities that explain individual behavior and communication habits. Therefore, it's important to educate oneself and train team members about the norms and ethical prerequisites of ethnic groups to ensure clear and respectful communication at work and beyond. At the same time, the team leader must identify areas where cultural differences might hinder or affect team work.

3. Regularity and Systematic Approach in Managing Global Teams 

"At least once a month, I make time for an individual conversation with each team member. Initially, it wasn't easy because I lived in Riga and spent a lot of time on online calls, but I tried to fly to Budapest, where the rest of the team is based, at least once a month. In the initial acquaintance phase, regular conversations and expectation management are crucial to build mutual trust in the team. We also hold weekly team meetings to discuss recent movies and series watched, books read, and weekend experiences. These conversations help to know each other better and break stereotypes that may have formed when getting to know someone. One of the main tasks of a leader is to create an environment where employees are not afraid to be open and different," says Evija Celma. "For Roche, diversity and inclusion are not choices but mandatory requirements for every employee. This is very important to create and maintain a diverse and inclusive environment where everyone feels valued and respected and can contribute using their full potential."

4. Use the Same Communication Tools 

Workplace communication will be effective if the entire team uses a unified communication platform – digital tools, applications, programs. Clarity about the use of shared work tools reduces stress, misunderstanding, and conflict risk, and significantly saves time. Before introducing a new tool, ensure that employees have the knowledge and resources to use it.

One of the biggest challenges in an international team is scheduling meetings at reasonable and fair times for other colleagues. "It wouldn't be ethical to hold a meeting when it's 12:00 in one office but 22:00 in another," says Evija Celma. "We schedule meetings twice – in the morning and in the evening so that colleagues from other time zones, like Kuala Lumpur in Malaysia, where one of Roche's business centers is located, can join."

5. Create a Sense of Engagement and Belonging  

Good relationships with colleagues are important in any job, but especially in an environment where people of different ethnicities are gathered together. The team leader must help create a personal sense of engagement and belonging not only to the company where the employee works but also to the team. Virtual meetings should be meaningful and socially inclusive, so each individual feels comfortable, able to speak freely, and ask questions.

In international companies, communication often happens in one language, for example, English, so people for whom it is not a native language may develop a psychological language barrier. Creating an inclusive climate where colleagues do not belittle each other for less precise pronunciation is essential. To promote the exchange of opinions and a more inclusive meeting atmosphere, it is always important to dedicate time at the end of meetings to ask employees to express their thoughts on specific issues.

"I am convinced that there are many people in the world who can make an excellent contribution to a company's work if we give them a chance with an open mind and genuine interest in the different. Forming, managing, and selecting talent for multicultural teams can be very interesting and time-consuming, but by correctly using all the mentioned aspects, it is possible to create truly powerful and results-oriented teams," concludes Evija Celma, head of Roche Services & Solutions Riga (RSS Riga).