Mark Taylor
PsyD student
Technical Director
Ryder Marsh Ltd. http://www.rydermarsh.co.uk/
When I was first asked to write this editorial on occupational psychology from an international perspective, my first thoughts were why ask me? I thought surely there are better qualified people to write on this topic (and there most definitely are), but as I looked over my laptop and towards the lounge of yet another international airport it dawned on me that whilst I cannot offer a definitive academic account, I can attempt to share some of my observations as a practitioner. It is in this vein I would like to share my thoughts with learned colleagues.
In the face of increasing globalisation, often via mergers and acquisitions, organisations can soon find themselves operating on many international fronts. With this exposure comes a host of new challenges to the occupational psychologist, simply because where once the psychologist was dealing with issues internal to the organisation they are now more likely to find themselves dealing with organisational issues that arise from the conflict between the organisational culture and that of the host nation. It is here that the ability of for an organisation to manage diversity becomes critical and where the occupational psychologist skills are put to the test. This is because the simplest of assumptions, such as issues regarding the development of empowerment and participation of employees in organisations, can often clash with well established cultural norms. In turn this can place strain on an organisation implementing any process that does not take into account of the wider cultural context.
The question is how professional development can prepare a practitioner for the challenges that face them. Whilst there is no simple solution, what is evident from the ‘coal face’ is that there is a need for greater awareness of cultural issues, and how they can impact on core areas of occupational psychology. This then needs to be addressed during the early stages of professional accreditation and further supported by a framework of continuing professional development. Only then can we as a profession start to develop an international standard of competence that safe guards the ‘global client’.