Getting Your Company Ready / Preparing a Welcoming Workplace
There are several things you can do as an employer to get your company ready to embrace internationally trained workers from different countries and cultures.
In this section we will explore:
Promote a Diverse Culture
Keep in mind that just because you are open to more foreign workers does not mean that everyone in your organization has the same mindset. While the majority of people in trucking welcome immigrants and are advocates for their advancement, there are some biases that do remain and discrimination does occur. As a leader in your company, it is your responsibility to develop the cultural direction you wish your company to take. You must set the framework so that a culture of diversity and inclusion can exist. Wanting it will not make it happen. Creating a culture of inclusion takes real effort and strategic planning.
Below are some steps you can take to ensure your workplace is not only welcoming to immigrants but a place they can feel confident in reaching their full potential.
Commitment from the Top
A critical part to ensuring the success of any business initiative or strategy is having commitment from the top. Senior managers need to be committed to the creating an inclusive culture for foreign workers because it is the right thing to do. Need convincing? Check out: Making the Case.
Once a commitment has been solidified, an inclusive culture for foreign workers needs to be a part of the company’s overall vision, mission and strategic direction. Remember it is not just enough to diversify your workforce. You need to ensure that you foster a culture of inclusion that will ensure the long-term retention of foreign workers or immigrants as well. To achieve this consider the following steps:
Conduct a meeting of senior executives and other managers to get input and buy-in or introduce the topic in a regularly scheduled meeting.
Set your strategic goal so that it is specific and measurable and ensure that timelines are set. This will allow you to monitor its progress during the implementation phase to ensure success.
CREATING A COMMITTEE
Congratulations! If you have made it to this portion of the toolkit you have shown a real interest in not just attracting immigrants to trucking but to making your workplace more welcoming as well.
As we have seen under the section Commitment from the Top the first step to creating a welcoming workplace for immigrants is to ensure it aligns with your overall company mission, vision and strategic direction. The next step is to develop a plan for achievement.
One of the most effective ways for you to create an inclusive culture for foreign workers is to establish a committee of employees who can offer valuable input and feedback. Getting employees involved will also help to ensure buy-in. Take some time to consider the Committee’s purpose and create its terms of reference.
SUGGESTION:
One of the deliverables of your committee should undertake is to gather all company documentation (including recruitment and training materials as well as policies and procedures) and check it for culturally inclusive language and content. A good resource to complete this can be found in the The Canadian Style by the Translation Bureau of Public Works and Government Services Canada in the Elimination of Racial and Ethnic Stereotyping, Ethnic clichés section of the Elimination of Stereotyping in Written Communications chapter.
NOTE:
Sources:
- Terms of Reference Template.
Retrieved from http://novascotia.ca/psc/pdf/employeeCentre/recognition/toolkit/step2/Terms_of_Reference_Template.pdf
Develop and implement training and policies that support diversity
A diversity-training plan is one approach that can increase the inclusiveness of foreign workers. It can create both awareness and foster communication in the workplace. Out of fear not to discriminate or offend, some people feel uncomfortable or guarded around immigrant colleagues. Others may resist diversity in the workplace and feel as though they are being smothered in political correctness. The fact remains that a workplace has a set of appropriate standards for behaviour that must be followed in order not to hurt or offend. Providing an environment that is free of discrimination is not only the right thing to do, it is your legal obligation as an employer.
Training may not change someone’s beliefs but it can make them more aware and accepting of cultural differences and issues. It can also help provide a better work environment for all.
A diversity-training plan that includes cultural diversity should be incorporated in:
- Employee Orientation
- Supervisor/Manager Training
- Ongoing Employee Training and Meetings
Diversity Training Poster:
There are several government-sponsored agencies throughout Atlantic Canada that offer employers diversity training and cultural awareness workshops. Below are some of those that can be found in each province.
Feel free to download the following power point presentation to incorporate
in your diversity training plan or use it as a template to create your own.
Harassment-Free and Respectful Workplace Policy
In Canada there are human rights laws that protect employees from harassment. As an employer you are required to ensure you provide a harassment-free environment for your employees. You need to be aware that you can be held legally responsible for harassment in your workplace regardless whether you were directly involved. Developing and implementing a harassment-free and respectful workplace policy can help fulfill your requirements and protect everyone in your company. The purpose for creating a harassment-free, anti-harassment or respectful workplace policy is to proactively foster a positive work environment that does not tolerate discrimination or harassment.
Complaint Resolution Procedures for Discrimination or Harassment
One of the most significant ways you as an employer can support foreign workers is to provide a harassment-free and respectful workplace. A safe and inclusive workplace for foreign workers must include the encouragement of all employees to file reports of any workplace discrimination or harassment without fear of retribution. This not only takes power away from the harasser, it also gives you, the employer, the opportunity to lead your company into a positive cultural direction free of discrimination and harassment.
It is not enough that employees report incidents of discrimination and harassment. As the employer, it is your obligation to ensure that you have a formalized process in place to handle these complaints. This process should include an investigation procedure as well as what disciplinary action will be taken against the alleged harasser if found guilty. Also keep in mind that if the complainant of the harassment fears for their safety or the safety of others, they should be encouraged to report the incident to law enforcement in their area.
Here are some things to consider when you develop and/or review your existing complaint resolution procedures for harassment and discrimination:
Ensure a clear and well-communicated reporting process is in place and it is noted that retaliation for filing will not be tolerated. (Tip: Include more than one person in your complaint reporting process)
Supervisors/managers and employees are trained on your complaint procedures
Commit to choosing a competent person/group is to conduct an investigation who is informed of human rights issues and who is without bias.
Ensure an investigation is conducted promptly
- Interview all parties (including the complainant, the alleged harasser, and any witnesses)
- Ensure a safe environment is provided for all (may include allowing the interviewee to bring representation)
- Take into account all evidence (electronic and written)
- Ensure all aspects of the investigation is documented
Maintain confidentiality throughout the process
Ensure a written report is prepared with findings and recommendations
Communicate findings to both the complainant and alleged harasser.
Ensure the complainant is aware if they are not satisfied with the findings they have a right to file a complaint with the human rights commission in the jurisdiction under which your company is regulated.
For more information:
Visit the Canadian Human Rights Commission website under the tab Organizations and Businesses at
http://www.chrc-ccdp.gc.ca/eng/content/how-develop-internal-dispute-resolution-process
Prevention of Violence in the Workplace
In the trucking industry the threat of violence is real for any employee. Workplace violence is the threat of or act of violence against an employee while engaged in work related activities. The threat can arise from a supervisor/manager, fellow employee or outside source such as clients, vendors, personal acquaintances, or other third party sources. It can result from a dispute, stress factors, or other personal or job-related factors. The risk increases for those who travel, work off-site, or who have a mobile workplace. For Professional Truck Drivers and Yard Personnel, this threat is heighted by cargo theft, which is reportedly one of the most lucrative crimes in Canada. Such activities can lead to violent encounters.
FACT:
Truck drivers can be victims of either physical violence or verbal abuse. Among 300 Australian truck drivers surveyed, 30% had been victims of verbal abuse, 21% had been victims of “road rage,” 10% had been threatened, and 1% had been assaulted.
Retrieved from wwwdocs.fce.unsw.edu.au
In order to offer a safe environment for all workers employers in Canada should have a violence prevention program that protects their employees. This program should include an assessment of all your employees and those who are more at risk. As the representation of immigrants increase in the trucking industry, any increased risk factor must be considered when you establish and/or update your violence prevention program.
In creating a Violence Prevention Program, you should:
Conduct a workplace violence hazard assessment and be sure to include all occupations and/or departments
Develop safe work practices and prevention measures for all employees at risk.
Create written policy to set the guiding framework of what workplace violence is and how it will be dealt with in your organization
Create and implement a formal training and awareness plan targeting managers/supervisors and employees.
Establish an emergency response plan for a serious incident
Establish reporting and investigation procedures for violence prevention
Provide support (For example through EAP programs) and accommodations to victims
Conduct follow-up on incidents
Conduct an overall program review on a periodical and consistent basis
REMEMBER, IF YOU BUILD IT, THEY WILL COME!
Workplace Violence Awareness Poster
Creating awareness of potential violence in the workplace can aid in its prevention. Download this poster that you can use in your office to create awareness surrounding violence in the workplace.
Also check out this resource from the Canadian Center for Occupational Health and Safety at: Violence in the Workplace Prevention Guide
For legal information for federally regulated employers, see: Guide to violence prevention in the workplace
Flexible Work Options
Are there jobs in your company that can offer flexible work options? Traditionally companies have shied away from this as people often think that this shows less commitment to the workplace. The fact is, however, that in today’s workforce, a flexible work option can increase productivity and commitment by offering a better work-life balance and less stress in the workplace. Reduced stress can go a long way to minimize tensions and encourage tolerance in the workplace. Religious holidays for immigrants may differ from traditional Canadian holidays, providing a valuable advantage in scheduling at busy times of the year. The challenge in offering flexible work options will be how to manage expectations and ensure results are delivered within the parameters set. This will require proper planning and monitoring.
Consider the following:
- Flexible work shifts
- Flexible vacation to accommodate religious holidays
- Work-sharing
- Part-time
- Ability to work from home
For further information on Flexible Work Options visit Canadian Centre for Occupational Health & Safety – Flexible Work Arrangements
On-Boarding
The onboarding of foreign workers to the workplace is an essential step in the integration process. Unlike the traditional orientation, onboarding not only introduces the newcomer to his/her job, it also includes the social integration of the foreign worker into your organization’s culture and the overall community at large. While an orientation is traditionally an event that occurs at the beginning, onboarding is a process that can span over several months and includes various members of the organization.
The goal of onboarding is to guide the newcomer to full productivity and integration in order to ensure the well being of all. Although discussed here as an important step when hiring foreign workers, formal onboarding processes are now being seen by many companies as an excellent way to ensure the integration and inclusion of all employees and hence ensure better retention.
For some excellent resources on the onboarding process check out these excellent guides:
PRE-BOARDING
Onboarding a foreign worker begins before he/she steps foot inside the workplace. There are usually several months from the time a foreign worker is hired until he/she actually arrives in Canada. This is a great time to connect with your new employee and share some information about the job, your company, working in Canada, and the community in which he/she will be living. There are also things that he/she will need to do once they arrive that you, as an employer can help facilitate.
HOUSING & TRANSPORTATION
Foreign workers may require assistance in finding suitable housing. In fact, if you are hiring under the Temporary Foreign Worker Program in a low-wage position you may be expected to locate suitable and affordable housing as a condition of employment. For more information visit the Government of Canada website at: Program requirements for low-wage positions – Housing.
To assist the foreign worker, the employer may want to recommend where he/she can look for accommodations such as in the classified sections of local newspapers, on-line rental websites, and real-estate or property management companies in the area. Some companies will actually provide accommodation for a short period of time to allow the foreign worker the opportunity to conduct his/her search in person upon arrival. When aiding in suitable accommodations, it is also important to consider that the foreign worker will need to be located in close proximity to work, shopping and/or some form of public transit, especially at the beginning until he/she can arrange their own mode of transportation.
HEALTH CARE
Like other residence in Atlantic Canada, foreign workers and their dependents may be eligible to receive medical insurance coverage under the provincial health insurance plans. These applications can be made once the foreign worker arrives in the province of residence. In Newfoundland and Labrador, Prince Edward Island, and Nova Scotia, there is no wait period for eligible applicants. New Brunswick has a 3-month waiting period.
For the Temporary Foreign Worker Program low-wage positions, the employer is responsible to ensure that the temporary foreign worker is covered by private or provincial health insurance from the first day they arrive in Canada. If provincial health care cannot be provided such as is the case in New Brunswick, the employer must pay for the equivalent private health insurance until the temporary foreign workers become eligible for the provincial plan. For more information visit the Government of Canada website at: Program requirements for low-wage positions – Health Care.
For more information, visit the following provincial websites:
APPLYING FOR A SOCIAL INSURANCE NUMBER
Anyone working in Canada is required to have a Social Insurance Number. This applies to foreign workers as well who are eligible to receive certain programs and services from the Canadian government. This application can be made at the nearest Service Canada point of service. For more information, please visit the Government of Canada website at: Applying for your Social Insurance Number.
BANKING
Your new employee may need assistance to set up a Canadian Bank account, especially if you pay via direct deposit. You can provide the foreign worker with a list of banks in your area. As many banks are international, your new employee may already be affiliated with a local bank. For more information for your new employee, check out: Banking.
SCHOOLS
Some foreign workers may bring their families and will require information about enrolling their children into local schools. Providing a list of local schools in the area they will be residing as well as directing them to provincial publications and resources is a good way for employers to help.
OTHER RESOURCES AND SERVICES
Resources for counselling, language training and other settlement services are available in all Atlantic Provinces for immigrants to the area. These agencies may also provide workshops for your current employees on cultural awareness and cross-cultural communications. Below are links to the list of settlement agencies in all Atlantic Provinces:
ONBOARDING
Once at the workplace, the onboarding process should continue to ensure successful integration and inclusion. Onboarding activities should focus, not just on orienting the new employee to their new role, but the organization as a whole. This will enhance their understanding of their role within your company and foster a sense of belonging. A formal onboarding plan utilizing a variety of different approaches that can help the new employee feel welcome and get them functioning within your company more effectively in a timely manner.
Below are some suggestions on things to include in your formal Onboarding Plan:
Measuring Your Success
In order to retain foreign workers, you as an employer, need to increase engagement and satisfaction in their work and your company. Investing into the development and implementation of various employee programs that appeal to a diverse workforce in trucking can help make this a reality. Keep in mind that many of the initiatives you undertake to increase the retention of immigrants will also increase the retention of all employees. Diversity committees, flexible work schedules, and providing a safe and inclusive work environment is just a few of the many things you can do. As with any business strategy, however, you will need to monitor and evaluate any approach you use to ensure your efforts are yielding success. Employee policies, programs or initiatives that are archaic or irrelevant may be counter-productive, regardless of its intent.
There are many measurement tools an employer can use to monitor and evaluate immigrant employee satisfaction such as:
Feedback:
Employee feedback forms
Department meetings
Suggestion boxes
Surveys
Surveying your employees is a great way to obtain relevant and useful data for you to evaluate employee satisfaction with you as an employer. Asking questions about cultural inclusion can provide some valuable insight. Surveying current employees, as opposed to just getting feedback from departing employees in exit interviews will not only give you an opportunity to evaluate your company’s performance as a quality employer, it gives you an opportunity to address any issues before losing valuable employees.
THOUGHT:
Struggling with the time and resources to develop and implement employee surveys? Consider applying for Trucking Human Resource Sector Council Atlantic’s Employer of Choice Program. Employee surveys designed to evaluate its employer on key areas such as its overall culture, programs and practices offer valuable insight to employers with detailed company summary reports.
Exit Interviews
An exit interview is another tool you can use to gain insight into your company’s performance as an employer and evaluate your current programs. With this information you can improve staff retention. Although often criticized for being time consuming and potentially subjective, the exit interview can be an opportunity for you to receive an objective and constructive evaluation if conducted properly. This is because departing employees may be less bound to office politics and more forthcoming with their critique.
Sometimes employers are reluctant to conduct exit interviews because they fear it will highlight an issue they would rather avoid. In order to retain your current employees and increase your representation you have to know how successful your company is in providing a safe and inclusive environment. You need to ask the tough questions to ensure that everyone shares your vision of an inclusive and diverse workforce.
When conducting exit interviews ensure it occurs in a safe environment where the departing employee is encouraged to share their thoughts without fear of leaving their employment on a bad note. Tell them the purpose of the exit interview and encourage them to be candid in their responses.
Note: The sample given is generically designed. If your company is trying to understand/evaluate certain programs or issues specifically such as salary, training programs or aspects of culture, add these questions to customize a form that best suits you.
Measuring Retention
Another great way to measure your success in retaining foreign workers is to include immigrants as one group of employees you specifically track when you collect data for your retention rate calculations. These rates can give you a picture of how your company is doing with the retention of its immigrant employees in departments as well as company-wide. It can also give you a basis for setting retention targets of immigrants in your organization. These numbers however will not tell you WHY your numbers are as they appear. To achieve this you will need to rely on evaluation tools such as the employee survey or the exit interview.
The basic measure of employee retention is often expressed as turnover. This can be calculated by taking the total number of employees for the reporting period and divide it into the number of employees who that left during the reporting period. Therefore if you have 10 immigrant drivers in total and 2 left during the reporting period you would calculate in the following manner: 2/10 = 0.20 x 100 = 20%. In other words your turnover for immigrant drivers is at 20%.
