Workshop: Workplace Scenarios Upwardly Global: Winning with World Class Talent

1. Workshop: Workplace ScenariosUpwardly Global: Winning with World Class Talent

2. This working session has been developed to help our organization examine a few common barriers that skilled immigrants face in accessing employment in the Canadian workforce. Our objective is to examine how to potentially overcome obstacles and/or accommodate differences by focusing on skills, talents and potential contributions of skilled immigrants. Through a review of sample scenarios, participants will gain exposure to alternative approaches and open-minded solutions. This conversation and exercise will be valuable for recruiters, hiring managers and company leaders who: create hiring policy and processes; source candidates and execute recruitment processes; or influence hiring decisions. Workshop Objectives

3. Introduction The HR department at XYZ Technologies had worked very hard to source a diverse pool of applicants. George, an HR associate, is charged with filling a management position. After reviewing many resumes and conducting interviews, he determines the top finalist is Anahita, a skilled immigrant from Iran. When George presents Anahita to Lisa, the department manager, she responds, “I just don’t think she will fit in our culture.” Scenario 1: Will a Skilled Immigrant Applicant Fit Into Our Organizational Culture? Initial Discussion: • Is this a scenario you have come across in your organization? • What does “cultural fit” mean to you? • What is more important in the workplace environment: a person’s race-based culture or the previous corporate culture they have worked in?

4. George tells Lisa, “I have found an applicant who I think can be a real asset to your team. I know the complexity of the team’s project has increased in recent weeks. Well, Anahita was the project manager for the launch of a new technology in Iran. Her team faced considerable time pressure because a competitor was developing a similar product. Anahita was able to plan and track her complex project and she kept things from falling through the cracks. Her product was able to launch one week ahead of schedule. She has some really good ideas related to the project your team is working on. I think it will be worth your time to talk to her.” Discussion Question: What other techniques can be used to present skilled immigrants to hiring managers? Scenario 1: Points to Consider Point #1: Present the candidate as a solution to specific problems faced by the department. How you present a non-typical employee to a hiring manager is likely to be different to how you present a typical employee.

5. George says to Lisa, “I know it’s important that your team be able to work together. What are your specific concerns about Anahita fitting in?” Lisa responds, “George, I just don’t think Anahita is assertive enough. She seems too deferential to thrive in our fast-paced environment. I’m worried she will be ‘eaten up’ by certain people… we don’t need to mention any names!” Discussion Question: How can George deal with Lisa’s fear of Anahita’s lack of assertiveness? Scenario 1: Points to Consider Point #2: Try and understand the root causes of the manager’s concerns without judging him or her. If the manager is comfortable with the decision to hire the applicant, he or she will be more supportive after hiring.

6. Discussion Questions: What are some other typical barriers hiring managers put up? Can you find similar success stories from other parts of your organization that you could have available when presenting your next non-typical applicant to a hiring manager? Scenario 1: Points to Consider Point #3: Discuss the individual and organizational growth that can result from having a team with diverse perspectives and styles. Try to be specific and give examples from your own company if possible. • George responds to Lisa’s fear by saying, “Rachel had a similar issue when she brought Janice on to her team. The team was pretty aggressive and direct. When you went to team meetings, people were shouting ideas and challenging each other very aggressively. Janice was an introvert and didn’t participate in these meetings, until, one day, she approached Rachel with a solution to a problem the team had been struggling with. Implementing the idea reduced everyone’s workload. It taught Rachel to find ways to bring out everyone’s ideas. It turned out she had more introverts on her team than she thought. By making space for their ideas to be heard, her team became more effective overall. If you want, I can put you in touch with Rachel so you can discuss her experience.”

7. Initial Discussion: Has this ever happened in your organization? Can you think of specific examples where accent was the primary reason for rejecting a skilled immigrant candidate? Scenario 2: Concern About Impact of Accent* Introduction Catherine, Head of HR for Education for All, was searching for a new education program coordinator. After interviewing many candidates, she came across Shazia. Shazia coordinated a national education project in her home country of Pakistan. This project succeeded in doubling enrollment in primary school from 21% in 1992 to 43% in 2002, enabling Pakistan to qualify for IMF debt relief. In this position, Shazia had to communicate with national and international aid agencies as well as outreach coordinators in communities across Pakistan. Shazia was educated in Pakistan and then pursued graduate studies in England. She speaks fluent Urdu, French, Arabic and English. Her English has very precise grammar and a wide vocabulary, but she still has a strong accent. Catherine excitedly recommends Shazia to Robert, the head of education programs, who quickly sets up the interview. After the interview, Robert comes back to Catherine and says, “Shazia is highly qualified for the job, but I just don’t think my team will be able to easily understand her. I think we have to keep looking.” *Adapted from Upwardly Global: Winning with World Class Talent, 2003

8. Discussion Questions: Think of three famous people with strong accents – in film, in politics and in business. How much impact does their accent have on their ability to do their job? Think of a person in your daily life with an accent. Discuss if/how your ability to understand them has evolved over time. Scenario 2: Points to Consider Point #1: When people communicate regularly, it becomes easier to understand each other’s accents. In fact, people report improved understanding in just a few weeks. • Catherine says, “Robert, I understand your concern. However, I think it may not be as big a barrier as you think. I agree that it may take more time to understand her in the beginning. In fact, when I interviewed her, I had to ask for clarification a few times, which did take more time. However, I feel her insight would be valuable in our company and more than make up for the time. Furthermore, I have watched other teams take on new members with strong accents. While it took more patience, it was only a matter of weeks before team members were able to understand each other more clearly. Given that Shazia has had to communicate with people in four languages already, I would not be surprised if her communication with the team is very good within a short time.”

9. Discussion Questions: Is the customer base your organization serves changing and becoming more diverse? Will the ability for your staff to understand and communicate across cultures be more or less important in the future? Scenario 2: Points to Consider Point #2: Developing the patience to understand someone in spite of a different accent can be an important skill that carries over to serving customers and clients. A customer would not be turned away because they have a strong accent. • Catherine states, “Robert, you are right that it may take more effort to understand Shazia. However, I think it could be beneficial for our team to develop that patience. Our mission is to ensure access to education for all children in our community. You and I both know that Canada is becoming much more diverse and that we regularly work with parents for whom English is a second language, including many from Pakistan. As our team learns to communicate with Shazia, I think they will become better communicators in the community we serve.”

10. Discussion Questions: Do you know any providers of formal communication skills training in your area? What techniques exist for communication training – apart from formal training? Scenario 2: Points to Consider Point #3: While accents rarely disappear completely, they tend to diminish over time when people are exposed to new environments. Very qualified candidates with strong accents can be accommodated through placement in positions where communication is less of a priority, and be trained to improve their communication skills. • Robert says, “Catherine, I think I could agree to hire Shazia if her accent were not quite as pronounced. I remember I had a hard time with Raj, but he became easier to understand over time. However, I think Shazia’s accent is beyond what I’m comfortable with.” Catherine responds, “Robert, I see your point, but how about this: we hire Shazia under a three-month probationary contract to work under Delia who is stepping down as education coordinator in three months. I’ll suggest that Shazia sign up for a communication training course. This way, we can gain the advantage of having Delia mentor her replacement, and Delia can do most of the talking for the first few months. If we see Shazia’s communication improve, we can comfortably hire her full time.”