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One of the many ancillary changes to result from the pandemic is an increase in global connectedness (or at least in our awareness of the phenomenon of globalization)—economically, socially, digitally, epidemiologically, and every other way.
Two major changes in workplace dynamics have resulted in more people regularly interacting with co-workers and clients who reside around the world: (1) More employees working in remote or hybrid situations, which has opened the floodgates for hiring managers to be able to bring on individuals in more far-flung locations (seeing as no one needs to regularly come into the office anymore); and (2) worldwide talent shortages—fueled not just by the Great Resignation, but also by increased automation and digitization, which has led to skills gaps—and thus an increased reliance on both distantly-located freelancers and business process outsourcing organizations (BPOs). In many ways, this trend towards increased globalization is exciting—the world opening up has offered us all opportunities to share new ideas, collaborate with different types of thinkers, and innovate to solve bigger and more complex problems. However, as with any changes, globalization also brings new challenges for interacting with a diverse and disparately located workforce. With that in mind, here are some tips to keep these relationships smooth, tension-free, productive, and have everyone working in sync—even when the work is asynchronous. (I’ve been waiting to make that quip!) 1. Be mindful of time and date differences This sounds pretty minor, but when you're working in, say, Singapore, Malaysia, or Philippines, and someone calls a meeting for 9am US East Coast Time, that’s 9pm your time. Calling meetings like this without being respectful of participants’ locations is inconsiderate, and there’s a tendency to default to the American time zones for all business operations. When in doubt, check your iPhone clock, or www.timeanddate.com. And if these meetings that put some participants at odd times are absolutely necessary, at least ask beforehand if it’s okay to schedule then, or if there’s anything to be done to mitigate the inconvenience. 2. Be respectful of religious or cultural observances April has been a month full of holidays. And while those in America and Western Europe are mostly focused on spring and their observance of Easter Sunday (this year on April 17th), this ignores the fact that several other major religious festivals are also occurring: the Jewish holiday of Passover, from April 15-23, the Muslim observance of Ramadan, from April 1-May 1, and Greek Orthodox Easter on April 24th. This may mean office closures in countries where predominant portions of the population adhere to these traditions, as well as other commitments for certain individuals: For Jews, this means four days of higher-level religious observance, where devout individuals will be attending synagogue and maintaining dietary restrictions that will limit their ability to eat out of the home. For Muslims, this means individuals may be fasting during all daylight hours, followed by a festival, Eid, at the end of the month. Keeping these restrictions in mind when planning events, and going so far as to wish your coworkers a happy (Orthodox) Easter, Eid Mubarak, or Chag Sameach is a small step that can go a long way towards fostering cultural sensitivity. 3. Consider linguistic and cultural differences We actually talked about this in a previous blog, but when company materials, training programs, or other shared documents for all members of the company—irrespective of location—are disseminated, they should exhibit a cultural sensitivity and awareness. This may mean offering documents in other languages, if large numbers of coworkers are not native English speakers. This also means respecting coworkers' needs to wear certain garb (such as a hijab), and keeping in mind appropriate culturally-centered formalities when making introductions. And, materials should avoid idioms that may not be understood by all users, as well as stereotypes or assumptions that might be offensive and alienating. 4. Exhibit awareness of what’s going on in the world So, we’re about to talk about Ukraine. Many companies have business, clients, and coworkers who have been affected by the war in Ukraine. Obviously, it’s important to check on the well-being of any Ukrainians in your circle, and to keep professional expectations reasonable and accommodating, given the desperate situation on the ground there. It would also be appropriate to extend some consideration to employees in neighboring countries, such as Poland, where large numbers of refugees are finding safe haven due to Polish citizens’ willingness to leverage their own resources to help their neighbors. Above all, it’s important not to simply terminate a contract with vendors or employees in the Ukraine, assuming that they will be unable to meet objectives; individuals there are facing (along with everything else) dire economic straits, and may be scrambling to hold onto any means of livelihood and stability they have. Communicate with these individuals, and offer grace. Be a good human. On a practical level, there are resources that can help you create positive interactions with a global workforce. GlobeSmart is a learning resource for companies to “advance inclusion, increase collaboration, and eliminate boundaries.” It can help you and your team to identify differences in work styles or habits that may be based on culture or geography, and find strategies to work around and through these, in order to facilitate effective working relationships between colleagues locally and abroad. GlobeSmart can help “minimize misunderstanding, and maximize success”--and it’s available in 13 languages. Adopting a global mindset isn’t too hard of a shift, but it is an important one, as we enter this age of further interconnectedness. Companies that are prepared to do so will leverage the diverse knowledge and skill sets of a global labor force, much to their benefit. The reality is that companies prepared for increased globalization can view it as an opportunity; those that aren’t may find themselves left behind.
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These days, initiatives to create and sustain diversity, equity, and inclusivity (abbreviated together as DEI) in the workplace are a mainstay of corporate culture. Many companies are focused on elevating and improving conditions for employees in groups that have been historically marginalized or shut out of advancement: women (particularly mothers), people of color (POC), and individuals who identify as LGBTQ+. There are many reasons that DEI issues have come into focus, not all of which are purely about any moral or ethical injunction to offer a fair playing field that rewards skill and hard work, irrespective of background or identity: Rather, companies may fear class action litigation for issues in pay or advancement equity, or less cynically, simply be trying to leverage the business advantages that diversity has been shown to bring to the table.
However, even company executives with the best intentions may struggle to know precisely how to foster DEI in their workplaces, barring the implementation of some boiler-plate corporate training; conversely, they may be unsure if their behaviors promote a positive work culture for marginalized groups, or if there are problems that need addressing. With that in mind, we wanted to talk about some strategies to promote DEI in the workplace. This is by no means an all-encompassing or finite list, but rather, some ideas for strategies to take the next steps towards making your workplace one that is safe and empowering for a diverse bench of employees. 1) Consider a pay equity study If asked whether it’s okay to pay women or minorities less than men for comparable roles at comparable skill levels, the vast majority of executives and HR personnel would say, “Absolutely not.” However, there is a temptation to assume that pay inequity is an issue impacting other companies, and not one’s own. To know for sure that your pay practices are fair to everyone, it may be worthwhile to employ an outside firm to conduct a pay equity study. This study would involve a careful examination of salary and other compensation practices, and even advancement practices, to ensure that all employees are being paid fairly, respective to their responsibilities and skills. Conducting a pay equity study has an upfront cost, but pays dividends down the line–not only by avoiding potentially costly litigation, but by creating a competitive advantage in being able to recruit top candidates from diverse backgrounds. 2) Utilize culturally sensitive and multilingual materials Particularly for companies that maintain either offices or client bases in other regions of the world than their HQ location, offering materials (training manuals, courses, etc.) that are culturally aligned with the regions in which they might be utilized, and even available in other languages, provides a great step towards cultural competency. Choosing to provide materials that translate linguistically or thematically across cultures (and avoid idioms, stereotypes, or assumptions that might be offensive) can bridge gaps, and foster a situation where talented individuals worldwide feel their values align with those of your brand. 3) Elevate marginalized voices Too often, there is a tendency for the loudest person in the room to claim all the attention and all the credit–for productivity, for innovation, for bringing in new business. Studies have shown that elevating voices that might otherwise get drowned out builds a positive change in work culture, in which diversity and innovation are both fostered. Calling attention to marginalized voices also elevates the status of both parties–the person who originally had the idea, and the peer who helped amplify their voice and recognize their contribution. Particularly in environments where women, BIPOC, or LGBTQ+ folks are under-represented, having a peer publicly endorse a contribution is beneficial for everyone: the amplified individual, the amplifying individual, and the company as a whole. 4) Lead with and welcome authenticity A common but under-discussed problem in many workplaces is the implicit messaging received by women or members of minority groups that they must somehow suppress innate aspects of their identity in order to fit in. Women may report a sense of needing to “act like a man” in order to advance; members of under-represented ethnic groups may feel the need to hide religious practices, dietary observances, or attend company events on holy days in order to remain valued–and not be overlooked for important assignments or promotion. For managers, the best way to combat this is to lead with authenticity–to wear your stripes proudly and vulnerably–and to value, support, and honor the diverse backgrounds, customs, and individual needs of your team. 5) Remove obstacles in career paths Numerous studies have shown that employees are more likely to remain in an environment where they feel they are being developed with new skills, and where they know there is opportunity for advancement. (Conversely, neither of these incentives being in place is the number one driver of employee attrition.) An extension of this is the need to remove obstacles to advancement. This can be done by providing robust parental leave (for all parents, not just those who give birth), comprehensive employee and family healthcare (mental health inclusive), offering no-questions-asked personal days to attend to family or cultural obligations, 6) Learn about and avoid microaggressions Microaggressions are statements or actions that subtly or indirectly signal racism against a marginalized group. Often these incidents occur unintentionally, with no awareness of the bias that they indicate. However, repeated instances of microaggression can create a toxic and hostile work environment for BIPOC, LGBTQ-identifying employees, and women. Referring to people of color as “articulate,” “aggressive,” or “angry”; constantly relying on women to coordinate meetings, coffee, or lunch; asking people “Where are you really from?” or stating, “You don’t seem [insert ethnicity, religious background, or sexual orientation]”–these are all examples of microaggressions that commonly occur in the workplace. Many times there is no ill-intention behind them, however, these remarks betray discriminatory animus and may leave the recipients feeling uncomfortable, scared, embarrassed, or impugned. Maintaining a work environment where the consistent occurrence of microaggressions is tolerated and not taken seriously isn’t just a quick way to a lawsuit–it’s also a fast-track for driving out talented employees from diverse backgrounds who, rightly, will not put up with such behavior. There’s a lot more to learn about this, and we encourage you to research this subject further on your own, rather than waiting for minority friends and coworkers to explain it to you. So, where do I start? If you’re a manager looking to improve diversity in your shop, a good first step–beyond the ones outlined here–is to take Aperian Global’s Inclusive Behaviors Inventory (IBI), a tool that allows you to rank yourself across five dimensions of inclusion, providing you with knowledge about behaviors you may already be doing successfully, and areas where you have room to grow. Take the time, also, to read, study, and learn about DEI. And, to the extent that they do want to share their experiences, engage with employees: Listen carefully to what they have to say, implement their suggestions, and above all, affirm the skill, innovation, and talent they bring to the workplace. |
AuthorThe Girard Training Solutions team includes experts in Learning and Development, Management Development, Facilitation, Learning Experience Design, Project Management, and Graphic Design. Archives
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