The 3rd culture

Interesting article from HRM Singapore (HRMSingapore@xrm3.com)

They have traveled the world. They have found themselves immersed in a variety of cultures and grown adept at understanding and adapting to each of their nuances. So are they the ideal workers for multinational companies working out of a multicultural centre like Singapore? Perhaps.
But the children of senior-level expatriate workers also come with warning labels for employers. These so-called “Third Culture Kids” (TCKs) are small in number but always offer something unique in the workplace.

To start with, TCKs are usually able to fit in anywhere. Their average profile can list several different countries when it comes to residence, birth and citizenship – giving them a unique understanding and outlook on the world. With such diverse exposure, adaptability is second nature to TCKs when they emerge into the working world.

Their communication skills are notable as well. Over 50% of these individuals speak a second language, with many of these boasting fluency in several. An even bigger asset, however, is their understanding of cultural behaviours. The ability to exchange messages across boundaries and catch subtleties that others may miss will always be an important advantage in an increasingly global market.

The flipside to such versatility is their restlessness. A phobia of commitment plagues these mobile individuals and many find it difficult to settle down into a static regime. As most organisations aim to hire resourceful workers who can also commit to growing with the group, they might be hesitant to hire TCKs because they are more likely than other workers to job-hop.

Hard to make a strategic choice
Employers only rarely make a strategic and definite choice to hire specifically from the TCK demographic. Even once they are aware of the pros and cons of hiring into the grouping; it is often too small to successfully target. There is no database for sourcing TCKs, and while many employers champion diversity – that refers to the cultural make up of entire teams, not the individuals within it.

This reluctance could very well change, however.

If employers are informed of the benefits and drawbacks of adding such staff, the TCK experience might start to have more clout in their hiring decisions. Certain organisations and industries with direct connections to this community already consider the third culture experience as a specific advantage when it comes to hiring decisions. International schools, for example, often give priority to teaching candidates that have similar backgrounds to their TCK students. Employers dealing directly with cultural exchanges – such as diplomatic missions and cross-cultural trainers – also target this group specifically.

Culture coaches
Dianah Worman, Diversity Adviser, Chartered Institute of Personnel and Development, sees TCKs as specific assets to many companies for their ability to encourage and develop diversity within a team or organisation. She believes diversity can be otherwise costly to deliberately capture through employee training. “These people are in-house talents,” she says, noting that there is an advantage in their intimate experience with world cultures and travel, which provides more insight than a simple trip abroad.

But the mere existence of a TCK does not instantly infuse multiculturalism into an organisation. TCKs must be included and involved in tasks that utilise their know-how. Worman says the best approach is to see TCKs not as stand-alone icons of diversity, but as important links between various cultures. “These employees can make comparisons. If you want a truly multicultural team, you put people from different countries together and then you include a TCK to bridge the gap.”

Employers having difficulties with diversity despite their attempts at assembling multicultural teams might see the benefit of involving a TCK in this way. Ruth Van Reken, co-founder of Families in Global Transition, an international non-profit group supporting expatriate families, says these skills are often just waiting to be utilised. “Corporations don’t have to outsource their training,” she says. “They probably have vast resources right where they are.”

At the same time however, employers need to be cautious about making generalisations. Not all TCKs might want to be placed in the spotlight as cultural consultants; indeed, not all will automatically have that accurate grasp of other cultures – despite their international background. The TCK lifestyle is often limited to expatriate enclaves which can be very monocultural in efforts to create a universal sense of “a home away from home.”

Therefore it can be damaging for employers to rely on a TCK’s experience in, say, the Philippines to provide information on Filipino culture if the worker lived in an American community, went to American schools, had mostly American classmates and neighbours, and never experienced the host culture from close-up. It is crucial the employer assesses the TCK’s understanding and appreciation of diversity just as he would any other potential job candidate, and not instantly assume that the TCK is capable or willing to serve as that cultural bridge.

Such a distinctive approach was seen in Sidney Taurel’s leadership at global pharmaceutical giant Eli Lilly and Company. After taking over as president of the organisation, he made it clear to employees that thought diversity, rather than a merely physical type of diversity, had a higher stake in their experience. Rather than sending US citizens to overseas sites, he requested that staff from other countries be present at board meetings in the US headquarters, establishing an equal and genuine cross-cultural exchange. Taurel realised the benefits of such a move through his own experiences as a TCK.

Van Reken says TCKs often have high-end listening skills and a stronger sense of body language. “The art of listening is often a strength for TCKs who have had to pay attention to the nuances and not only what people actually say but what might be behind what they say,” she says, adding that TCKs are also adept in out-of-the-box thinking.

Other common characteristics include a high sense of curiosity, which, when channeled appropriately, can lead to better productivity, creativity and reduced errors. Van Reken says this is because the employee is more likely to ask questions and explore all possible avenues.

But there is also a downside to this curiosity. Nancy Ackley Ruth, Senior Global Coordinator, Cultural Awareness International, says it can sometimes translate to behaviour that is confusing to the corporate world. TCKs are sometimes known to become too inquisitive about differences and may need to practice some restraint. “They may become too inflated and persistent in their exploration, and overstep boundaries,” agrees Van Reken.

Employers should also keep in mind how the TCK will interact with other team members. Some remark on TCKs’ tendency to be “lone rangers” as a result of constant cycles of separation. “We might not be the greatest team players as far as working under authority (is concerned), especially if it seems very rigid,” admits Van Reken, “Others may think we are standoffish at times.”

Therefore employers have to carefully weigh the benefits and disadvantages of hiring into the TCK demographic. They should keep in mind that TCKs are a group of individuals defined by their mobility, so if employers want to benefit from their contributions, they will need to engage their interests or risk losing them. A sense of belonging is important to these employees who haven’t had the chance to call one place home, and they might thrive in the workplace if they are doing valuable work which maximises their cultural expertise.