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Canada vs. the USA: Immigration, and Integration

The Migrant Integration Policy Index (MIPEX) is a Europe-based ranking system that assigns favorable or unfavorable ratings for countries, based on their integration policies for immigrants across a broad range of differing environments.  The most recent ranking has Canada at #3 and the United States at #9.  It’s interesting to see how different countries are ranked on the index, the likely effects of cultural difference, and the “bigger picture” that’s not captured in indices such as this. 

Immigration and the labor force are a hot-button issue in Canada right now, as 2011 is the year that the Canadian Baby Boom generation hits 65 years old, and begins to retire en masse.  2011 is supposed to be the peak of the number of Canadians actually engaged in the workforce, and any further gains in the active labor force are expected to be from immigration alone.  There was actually a bigger baby boom in Canada (higher birth rate) than the US.  And as 75% of Canada’s population resides within 100 miles of the US border due to weather and geography, there is not the same kind of space for demographic expansion that exists in the US.  For these reasons, workforce reduction and immigration are generally seen as even more important issues in Canada than they are in the US.

So why does Canada do better on the MIPEX?  Canada does better on the Access to Nationality, Long-Term Residence, Education, Family-Reunion for 3rd Country Nationals, and Labour Market Mobility scales.  The US and Canada are in a dead heat on the Anti-Discrimination scale, and the US wins on the Political Participation Scale (as non-citizens can vote in the USA).   Low cost, easy access to education and health care are also a huge pluses for immigrants moving to Canada.

On the other hand, in the US, university-educated immigrants do better for themselves and their families than in Canada, financially speaking.  This is likely due to the fact that in the US many immigrants with degrees have pre-arranged jobs and/or have studied in the US, whereas most immigrants to Canada do not have pre-arranged employment.  The US also has a more diverse job market, and a more favorable business climate for entrepreneurship, especially in technology

I think cultural values probably play a role as well.  While still individualistic when compared to some other countries, Canadians tend to be more collectivistic than Americans, as evidenced by their universal health care and education systems, the tax money they spend on new immigrants to try to help them achieve language proficiency and in general their support of civil and political institutions and collective decision making (more than Americans).  In other words, regarding these issues the approach in Canada can be seen as -  if we all help the group then we all benefit as individuals.  In the U.S., the approach regarding these issues tends to be more – if everyone helps themselves, then the group as a whole will benefit.  For example,  language programs in the US with  similar goals do exist, and may even be funded by the federal government (at least partially), but they’re likely to be delivered by individual NGOs, and there is likely a cost for the immigrant to pay.  These NGOs generally also have to take personal responsibility for creating, managing and promoting these programs (individualism).  Coincidentally there’s an organization in our building that provides such services.

Of course it’s not possible to reduce all immigration and integration issues to a few causes, but I think shared cultural values definitely play a role, which we can see reflected in the policies above.  No country has really found a holistic solution to deal with the recent waves of immigration all over the world, and it will be interesting to see how these demographic shifts play out in the future.

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“Best Practices” in Ethics & Compliance Programs?

2009 Global Ethics & Compliance SurveyIn preparation for rolling out our 2011 Global Ethics and Compliance Programs Best Practices & Benchmarking Survey, I read an article on best practices in global ethics and compliance which reminded me of the importance of fully understanding the concept of “best practices”.

As we benchmark against other organizations, it is imperative to differentiate between “common practice” and “best practice”. Even if 80% of all organizations take a similar approach or leverage similar resources in a similar way, this does not indicate whether this practice is inherently “better” (i.e., an improvement on previous practices) or even “best” (i.e., the most effective and beneficial of practices, given current options) for our organization.

Common practices may offer great general guidelines, and might even be a significant improvement in how things are done in many situations (especially if nothing is currently being done in this area), but “best practices” is, in some ways, a misnomer. There is no single standard for “best” that can be applied to every organization. An effective ethics and compliance program will determine its own “best” practices, leveraging current best practices in an organization’s industry (i.e., the differences between successful ethics programs at oil and mining companies versus telecom or retail giants), while also taking into consideration trends in the ethics and compliance profession’s best practices (e.g., ideas from thought leaders in the field), and even the organization’s own best practices (what worked better in 2007 than in 2010).

For example, having a local network of compliance professionals is considered by most to be a best practice. Some organizations may find that their best results come from individuals who are hired into the local ethics and compliance role as a no-nonsense compliance resource while others may find that local employees who are already an integral and trusted team member at the organization (and who have sufficient time to commit to the ethics and compliance program) provide the best results. In some cases, the best internal resources may come from the local HR team (and are skilled at counseling employees, providing training and coaching, etc.), whereas others may come from line management (those who interface with line employees daily, are a trusted source of personal leadership, etc.). Lastly, your organization may determine that the online community and e-mail newsletters for local compliance teams, while less expensive than multi-country conference or video calls, has been markedly less effective in building understanding of the program’s goal and initiatives as well as a sense of team spirit than the monthly conference calls were in previous years. In this case, the organizational best practice is to revert to a face-to-face or “voice-to-voice” format for maintaining the network, regardless of how successful online communities may be working for other organizations.

“Best practices” change with time. They come about as new and different resources become available (i.e., consider the omnipresence of e-learning as a training tool in modern ethics and compliance programs), as experience provides us with better hindsight (i.e., consider the way you used to structure your employee training as well as the examples you used), and sometimes merely because we stumble upon a good idea from someone who has been reflecting on what will make the ethics and compliance profession just a little more effective.

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What is the Intercultural Development Inventory™?

I recently attended a seminar in Baltimore, to become certified to give feedback and administer the Intercultural Development Inventory™, or “IDI” for short.  Everyone here in our Chicago office who works on the training side is now a certified Qualified Administrator (QA) of the IDI.  The IDI is a statistically-validated tool, which is based on Milton Bennett’s Developmental Model of Intercultural Sensitivity.   Essentially, the DMIS is a research-based model which looks at how we, as individuals, view and understand cultural differences between ourselves and others.  It places people’s mindsets on a continuum, from the most ethnocentric, to the most ethnorelative viewpoints.  Moreover, the DMIS posits that you can’t move from the most ethnocentric stages all the way to the most ethnorelative ones all at once; rather, it’s a developmental model which requires people to pass through every stage one at a time.

The IDI is a 50-question instrument, which will show a person not just where they are located on the DMIS, but also where a person thinks they are located.  It measures both our perceptions of ourselves, and also how we really think about and interact with those from different cultures.  My B.A. is in Anthropology, and surprisingly, I never once heard the words “Intercultural” or “Cross-cultural” mentioned once during my undergrad, let alone the DMIS.  We focused mainly on the “traditional” stalwarts of Anthropology, Malinowski, Boaz, Meade, etc.  It’s amazing to me that someone devised a way to quantify our ability to recognize, understand, and to adapt to the behavior of people from other cultures… and even more amazing that it’s a rigorously-tested and statistically-validated tool.  

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