Watch for cultural biases in assessing employeesDifferences in power structure and expectations make appraisals trickyBy Rhonda Singer06/19/2006|Canadian HR Reporter|Last Updated: 06/16/2006 It’s no secret. In the next decade, Canadian organizations are going to have to increasingly turn to immigrants as the supply of workers dries up in Canada. This demographic shift is going to pose some unique challenges for organizations in integrating these new Canadians into the workplace, particularly when it comes to performance reviews.Values, beliefs and perspectives vary by country of origin. Typical group and individual behaviours in countries such as Canada and the United States are not commonly seen or understood by people from other cultures. The performance appraisal, with its goal-setting procedures and inherent feedback process, is a western concept that can be a cultural disconnect with individuals from some countries. In Asian corporations an employee’s appraisal (and their prospects for promotion) is as likely to deal with attributes such as co-operation and sociability as achievement of results. And, because status within these cultures is so crucial to an individual’s sense of worth and contribution, it is important to navigate this cultural minefield with sensitivity so the employee does not become insulted or lose face. To Read the Full Story, Subscribe or Sign In Remember Me Forgot Password If you are a current Subscriber, please click here to set-up or update your login information.