In a 3 page paper, complete an article review. TOPIC: Effective strategies for cross-cultural communication
Support your article review with at least three additional peer-reviewed articles along with the text book
ARTICLE ONE:Language Barriers in the Workplace. (2015). TD: Talent Development, 69(4), 13.
ARTICLE TWO:Michno, A. (2015). Cultural Integration. Training, 52(2), 46-47.
TEXTBOOK: Walker, D., Walker, T., & Schmitz, J. (2003). Doing business internationally: The guide to cross-cultural success (2nd ed.). Boston, MA: McGraw-Hill.
April 2015 | TD 13
Diversity workshops and cultural skills
training pale in comparison to the convenience
of actually knowing a foreign
language. Unfortunately, the vast majority
(90 percent) of organizations struggle
with language barriers in their day-to-day
work, according to a survey by Rosetta
Stone. And this problem could become
more acute: 71 percent of business leaders
are planning to expand into markets in
areas where English is not spoken and 66
percent of multinational corporations rely
on global virtual teams—but just 30 percent
of companies invest in foreign language
The survey also found that upper management
often is unaware of language
barriers. That’s because more than six out
of 10 line managers report that they solve
the problem within their teams rather
than go to HR. Yet skills gaps are increasingly
an HR issue. Language barriers can
hinder productivity, collaboration, customer
retention, and market expansion, and
even pose safety issues.
In another survey of 600 employees of
multinational corporations, language barriers
were listed as a reason why 40 percent
of global virtual teams were not successful.
In an additional study, 64 percent of
business leaders reported that employeecustomer
interactions are the primary language
challenge their organizations face.
Formal, cross-functional language training
can be a powerful solution to these issues.
Language training also can be a value
proposition that will attract and retain
employees. Eighty-one percent of
employees from the Rosetta Stone survey
said that having access to language
training makes them feel as though their
employer takes an interest in their professional
development. Millennials have
an especially keen interest in foreign language
Language Barriers in the Workplace
1/3 of these organizations go to
HR to get the problem solved
of organizations face
problems due to
The single most valuable thing you do as a talent development professional
is help employees advance their careers. You may do this
through a variety of ways—delivering classroom training, developing
asynchronous e-learning, or assessing skills gaps. But all the
hard work you put into these responsibilities could fail to get results
if learners cannot see their ultimate objectives.
One of the most powerful ways to show employees what’s in
it for them when they are required to participate in training is
through career pathing—creating a career roadmap for each
employee that shows her exactly what steps she must take to advance
in her career. A career roadmap will lay out the personality
profiles, formal education requirements, leadership capabilities,
skills, and experiences required for different positions and levels
within an organization. For example, if an employee wants to advance
to the position of shift supervisor, he can see that he must
perform successfully in his current position for a year and then
complete an e-learning course.
Career pathing also makes it easier to align training with
the business goals. When senior leaders easily can see the role
training plays in developing a talent pipeline for the organization,
you’ll be able to spend less time making the business case
Copyright of TD: Talent Development is the property of Association for Talent Development
and its content may not be copied or emailed to multiple sites or posted to a listserv without
the copyright holder’s express written permission. However, users may print, download, or
email articles for individual use.