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SUCCESSFUL SETTLEMENT AND RETENTION OF FOREIGN WORKERS
Evelyn L. AckahOctober 19, 2011
IMMIGRATION BACKGROUND/CONTEXT
• LMO & WP or Intra-Company Transfer & WP• Enter Canada with/without dependents• Now what?• How do you ensure your foreign workers are
happy and will remain?• Diversity and Inclusiveness-successful
integration• Case Study
SUCCESSFUL SETTLEMENT ANDCULTURAL INTEGRATION:
STRATEGIES TO STRENGTHEN RETENTION OF FOREIGN WORKERS
Renée Bazile-JonesPresident
unparalleled inc.www.unparalleledinc.com
THE STRATEGIC VISION
Creating an environment that leverages the potential of all individuals, in pursuit of
organizational objectives
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GLOBAL TALENT CHALLENGES
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Recognizing and acknowledging individualaspects of Diversity and their impact onperformanceManaging Cultural Intersections
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THE FOUR CIRCLES OF DIVERSITY
Personality
Primary
DimensionAge
Gender
Physical Ability
Sexual Orientation
Nationality
Race/
Ethnicity
Secondary DimensionsHome/Geographic Location
Marital Status
Income
Parental Status
Personal Habits
AppearanceReligion
Work Experience
Recreational Habits
Educational Background
Organizational Dimensions
Management Status
Division
Union
Affiliation
Job or Function
Geographic Location Tenure
Adapted from Lee Gardenswartz and Anita Rowe, Diverse Teams at
Work, Irwin Publishing, 1994
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VALUING DIVERSITY
The recognition and acknowledgment of individual differences and the
accommodation of differing needs and expectations.
CULTURAL INTERSECTIONS
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CULTURE - NATIONALKnowledge, beliefs, arts, laws, morals, customs, and anycapabilities or habits acquired by one as a member of acertain group.• Similarities and Differences
– Structure, style, relationships, communication, time, control, motivation
• Values & Behaviour
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What seems logical, sensible, important and reasonable to aperson in one culture may seem irrational, stupid and unimportantto an outsider.
Feelings of apprehension, loneliness and lack of confidence arecommon when experiencing another culture.
It requires experience as well as study to understand the manysubtleties of another culture.
Stereotyping is probably inevitable in the absence of frequentcontact or study.
OTHER CULTURES
CULTURE - PERSONAL
UBUNTU – the quality of being humanYour personal culture includes:
– Personal vision– Values– Beliefs– Instinct – History
CULTURE - ORGANIZATIONAL A set of shared values, norms, beliefs and expectations. These shared elements are reflected in daily rituals, traditions and unspoken directives. These elements have power.
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FIT
• Thinking styles• Communication, team interaction (no I in
team?)• Modes of dress, physical appearance• Political correctness• Being indirect vs. direct• People vs. Task Orientation• Written vs. Unwritten
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CULTURAL INTERSECTIONS
The Global Diversity Desk Reference: Managing an International Workforce by Gardenswartz, Rowe, Digh, and Bennett. Copyright © 2003 by John Wiley & Sons, Inc. Published by Pfeiffer, San Francisco, CA.
National Culture
Personal Culture
Corporate Culture
SOLUTIONS
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Establish and commit to an inclusiveenvironment that Values Diversity
InfrastructureBehaviour
Assess the organizational culture to identifybarriers for all – not just global talent
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Invest in learning programs that develop cross-cultural competencies (organizational, personal, national)
Recognition acknowledgement acceptance adaptation
Establish metrics to measure progress and accountability
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ROI• Bringing whole self to work• Higher retention• More productive employees• Enhanced teams • Higher performance levels and innovation• Less conflict• Less exposure to litigation/Human Rights
complaints
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TIKA HOKI
GRAZIE
WANISHIOBRIGADO
YUPAICHA SIPAS
GRACIAS
DANKE
TAKK
THANK YOU!THANK YOU!MERCI!MERCI!
σας ευχαριστούμε
Qujannamik
Nia:wen
quyanaq
Nya wéh
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Successful Settlement and Retention of Foreign Workers
Retention Starts with the Family• Individual welcome packages sent to Foreign Workers and each of their family members.
• Phone calls, emails and a few mailings to the Worker and family leading up to their departure date.
• Connection to their organization’s contact / mentor to build a relationship prior to arrival in Canada.
The Critical First Few Weeks...• Presidential welcome at the airport by organization’s team members.
• Hotel / Temp accommodations stocked with familiar food.
• Temp accommodations close to their organization’s contact and the work location.
• Starting out funds.
• Winter clothing (if applicable).
• Family meals.
• Tour of new work facility for the entire family.
• Connection with religious, and cultural groups.
• Securing healthcare providers that speak native language (if available).
• Introduction to other organizations ‘veterans’ of the Temp Foreign Worker process.
• Tour of local area.
• Secure permanent housing.
• Enrol children in school and arrange ESL courses for spouse (if applicable).
• Government documentation and banking.
• Tour of local area and public transportation orientation.
• Grocery shopping.
The Critical First Few Weeks (cont’d)...
Retention Continues in the Workplace
• Partner with the Union.
• Be frank and honest regarding workplace environment and what to expect.
• Tool purchase program.
• Mentor relationship more important now than ever.
• Culture shock – for all employees.
• Check in frequently, but allow the employee room to settle in on their own.
Lessons Learned• Culture in the workplace and culture in the local area are vastly different.
• Manage process frustrations early in the relationship.
• Climate can work for / against the settlement process.
• Balance personal touch with outsourcing. It’s very easy for the personal and professional lines to become blurred.
• Perception of favouritism towards Foreign Workers by existing employees.
• All techs are NOT the same.
• Families can present more up front work and costs, however success rates are higher in the end.
IMMIGRATION
• WRAP UP AND CONCLUSION
• QUESTIONS?
• THANK YOU!
