Global Team, Local Norms: Can Culture Be Inclusive and Consistent?

In my daily work as a global human resources professional, one of the most pressing – and rewarding – challenges is balancing the universal values of inclusion with respect for local cultural norms. When a company’s employees span the globe, they need to uphold consistent, inclusive principles while navigating cultural nuances that, at times, may clash with those principles. The dance of ‘global teams, local norms’ is a delicate one, after all.

A Company-Wide Inclusive Foundation 

At the highest level, an organization needs to have articulated and modelled inclusive norms that are non-negotiable, for example respect for individuals regardless of gender identity, sexual orientation, religion, ethnicity, or any other protected status. Even in markets where discrimination is legally or culturally sanctioned, your company policy needs to be clear: respect everyone for who they say they are, and this principle applies universally across your organization, regardless of local perspectives. 

This clarity from the top is vital. Research shows that globally inclusive teams aren’t just morally compelling, but also financially stronger. Diverse and inclusive organizations are 35% more likely to outperform competitors, and companies with diverse executive teams are 33% more likely to achieve above-average profitability. This underpins not only why we uphold global inclusion standards but also why it’s good business. 

That said, organizations must also recognize the importance of cultural respect. For instance, in certain countries where women customarily cover their hair, wearing a head covering may be a social or religious expectation. In such contexts, adapt to respect these norms out of cultural sensitivity. Only when a norm infringes on human rights should you then draw a line. 

But what about promotions in places where cultural expectations might discourage women – or other groups – from leadership roles?

The approach is twofold: 

• Clarify universal promotion criteria rooted in performance, leadership, and competence. 

• Provide support systems to help employees overcome cultural barriers. 

This will help to remain focused on one clear goal: promotion must be based on merit, not on conforming to local stereotypes. 

Leading with Cultural Competence and Equity 

Critical to making these inclusive norms real are the leaders themselves. Studies confirm that culturally competent leaders – those high in ‘cultural intelligence’ (CQ) – are more effective in global environments. It’s why companies should be screening for CQ in leadership roles and invest heavily in its development.

According to SHRM, 79% of organizations view cultural competence as a vital skill, and companies that formally measure and train for it see up to 32% higher employee performance and a 50% reduction in turnover. 

High-performing leadership teams model inclusive behaviors, and their cross-cultural adeptness enables consistent adherence to global inclusion norms. 

Embedding Cross-Cultural Competence 

It’s important to note that an inclusive approach cannot be static. Instead, it has to be embedded into the very fabric of how the organization does business and its HR processes: 

• Recruitment – bias-free, inclusive job ads, and evaluating candidates for cultural adaptability. 

• Onboarding & training – immersive cultural competence sessions and reinforcement via employee resource groups and assignment of a buddy. 

• Performance management – customized feedback and evaluation mechanisms that consider cultural framing of communication and leadership styles and support accountability at all levels. 

When cultural training is woven into day-to-day work structures and not just left as optional modules, leaders will experience stronger engagement, retention, creativity, and ultimately, better performance. 

Navigating Global Headwinds 

Of course, today’s DEI landscape isn’t free of friction. In some regions, political or financial pressures have led corporations to scale back DEI efforts. However, leaders at firms like Apple and Costco continue to defend inclusion as a strategic, not optional, pillar of success. In response, many companies are integrating DEI directly into leadership roles rather than running standalone compliance departments. 

This aligns perfectly with our philosophy: inclusion isn’t a checkbox, it’s embedded leadership responsibility and a way of doing business. 

By weaving cross-cultural competence with unwavering inclusion values, companies can foster global teams that feel both supported locally and united globally – where culture is not a barrier, but a bridge. If you would like to discuss how we can help you embed cultural competence across your organization, please get in touch with me at marty@orgshakers.com