manager training for integrating immigrant & refugee workers: a facilitator’s guide
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Manager Training for Integrating Immigrant & Refugee Workers: A Facilitator’s Guide. University of Northern Iowa – New Iowans Program United States Department of Labor. Manager Training for Integrating Immigrant & Refugee Workers: A Facilitation Guide. Presenter: Sponsoring Agency: - PowerPoint PPT PresentationTRANSCRIPT
Manager Training for Integrating Immigrant & Refugee Workers: A Facilitator’s Guide
University of Northern Iowa – New Iowans Program
United States Department of Labor
Presenter:
Sponsoring Agency:
Program Designed by New Iowans Program University of Northern Iowa
www.bcs.uni.edu/idm/newiowans/
Created with Funding from the US Department of Labor
Manager Training for Integrating Immigrant & Refugee Workers: A Facilitation Guide
Session Guidelines
•Keep It Informal•Turn Off Cell Phones•Be Open/Candid•Maintain Confidentiality Outside of Session•Listen & Do Not Dominate•Remain Constructive•Apply Information & Experience of Other Companies & Industries to Your Situation•Respect Others’ Opinions, Challenges & Experience/Lack of Experience Addressing Diversity Related Issues
One is bound to be right…
“The Riding the Fence Approach” to Developing an Immigrant Workforce
I. Welcome
II. Building the Case for Immigrant & Refugee Workers
III. Making a Leadership Commitment to Successful Accommodation
IV. Determining Your Company’s Readiness for Newcomers
V. Designing and Implementing a Newcomer Program
VI. Maintaining a Diverse Workforce
VII. Conclusion
8:00 a.m. to 12:00 p.m. .
Purpose: To provide practical insight into developing effective strategies for employing immigrant/refugee workers and/or evaluating ongoing efforts.Session based upon best practices found in Welcoming New Iowans-A Guide for Managers & Supervisors published by New Iowans Program, University of Northern Iowa & funded by US Department of Labor
Today’s Agenda
Newcomers
Immigrants
Refugees
Shared Definitions of:
The diversity created by immigrant & refugee employees in the workplace is best an OUTCOME of a business’ efforts…not the motivating factor
Employing Newcomers as a Business Decision - Not Just Diversifying for the Sake of Diversifying
Successful Employment of Immigrant & Refugee Workers from Employers’ Best Practices
Why is immigration important today?
Median Ages 1960-2000
43
39
3335
34
20
25
30
35
40
45
_1960 _1970 _1980 _1990 _2000
State of Iow a
Dickinson
Kossuth
Clayton
Delaw are
Story
Iowa’s workforce and population are aging
1960 State of Iowa Male
1960 Population: 1,359,047 1960 State of Iowa Female
1960 Population: 1,398,490
AA
B
State of Iowa Male
2000 Population: 1,435,515 State of Iowa Female
2000 Population: 1,490,809
A A
B
2000 Wayne Male
2000 Population: 3,219 2000 Wayne Female
2000 Population: 3,511
A A
B B
05
1015202530354045
1900 1950 2000
Thousands
Projections by Woods & Poole Economics, Inc., 2002
Projected PopulationMarshall County
0
5
10
15
20
25
30
1900 1950 2000
Thousands
Projections by Woods & Poole Economics, Inc., 2002
Projected PopulationTama County
050
100150200250300350400450500
1900 1950 2000
Thousands
Projections by Woods & Poole Economics, Inc., 2002
Projected PopulationPolk County
Birth rates have declined sharply Live births in Iowa have dropped from 14.2 per
1,000 in 1990 to 13.1 per 1,000 in 2000. Only 14 Iowa counties met or exceeded the 2000
state average birthrate and only four of these counties were rural.
Rural live birthrates as low as 6.9 per 1,000 were recorded in 2000.
Source: Iowa Department of Public Health & Vital Statistics
Why is immigration important today?
Natural Population Increase hasDeclined Sharply
18808
35610 35309
19050 20701
12515 10410 9869 9627
0
5000
10000
15000
20000
25000
30000
35000
40000
_1940 _1950 _1960 _1970 _1980 _1990 _2000 _2001 _2002
Natural Population Change within Iowa
Iowa Estimated Components of County Population Change: April 1, 2000 to July 1, 2002
15,944
-8,902
-24,846
-30,000
-25,000
-20,000
-15,000
-10,000
-5,000
0
5,000
10,000
15,000
20,000
Net Internal Migration Net InternationalMigration
Net Migration(International + Internal)
Table CO-EST2002-07-19 - Iowa Estimated Components of County Population Change: April 1, 2000 to July 1, 2002
Source: Population Division, U.S. Census Bureau
Release Date: April 17, 2003
Why is immigration important today?
Nearly half of Iowa’s public university graduates leave the state
In 2000:Almost 60% of University of Iowa graduates
took jobs out of state. 46.9% of Iowa State University 30.4% of University of Northern Iowa
Graduates Left the State.
Why is immigration important today?
What is Motivating Iowa Businesses?
1. State & Local Incentives2. Labor Costs3. Availability of Skilled Labor...19. Availability of Unskilled LaborSource: Area Development Magazine December 2003
Corporate Site Selection Factors
•Iowa can expect to lose about 6,300 nurses, age 51 to 60, from the workforce by 2011, according to a survey done in 2001 by the Iowa Council of Nurses.
•The number of nursing faculty also is expected to decline, with 49 percent planning to retire by 2010.
•Hospitals themselves are using creative scheduling to recruit and keep their workforces.
Source: Iowa Council of Nurses
Example of Need: Healthcare
Registered Nurse
2010
Certified Nursing
Assistant 2004
2000 Total: 82,473153% Growth from 1990Latinos Now Iowa’s Largest Minority
Population (African-American Pop: 61,853)Source: US Census
Growth in Latino/Hispanic Population in Iowa: 1990-2000
Selected Iowa Counties: 1990-2000Selected Iowa Counties: 1990-2000
19901990 2000 2000 ChangeChange
WoodburyWoodbury 27122712 94689468 249%249%
MuscatineMuscatine 29002900 49734973 71%71%
PolkPolk 61616161 1649016490 168%168%
MarshallMarshall 313313 35233523 1026%1026%
DallasDallas 176176 21992199 1149%1149%
Buena VistaBuena Vista 160160 25602560 1500%1500%
AllamakeeAllamakee 4242 520520 1138%1138%Source: US Census
Latino/Hispanic Population Growth:
Total Settlements: 24,382*Regional Sources:
Total % Africa 1,896 7.7% F.USSR 473 1.9% E. Europe 6,779 27.8% Latin Amer. 26 0.1% Near East 304 1.2% SE Asia 14,905 61.1%
Not Everyone May be Counted:E.g., In 2003 the Black Hawk County Bosnian Pop is estimated to be 4,000 – 4,500Source: Lutheran Social Services
Growth in Refugee Populations: 1975-FY 2001
Why? Why Not?What is the Current Status of Workforce Hiring/Layoffs etc. within the Community? Within your Industry?
Are the Demographic Changes a Significant Enough Argument to Consider Immigrant Workers
Determining Our Position Related to the Future Hiring of Immigrant/Refugee Workers
We Can:
Be Strategic, Proactive & Innovative
Monitor the Situation & Be Reactive
Do Nothing
I. Make a Leadership Commitment for New Initiatives or to Re-Evaluate Existing Programs
II. Determine the Company’s Readiness for Newcomer Workers/ How are we doing?
III. Design & Implement a Program for Integrating Newcomer Workers/ Continue to improve
IV. Create Methods to Maintain a Diverse Workforce
Four Essential Steps For Effectively Incorporating Newcomer Workers Into the Workforce
Rally Around the Strategic “Business” Decision
Leadership Commitment is Essential as it May be a Long & Challenging Process
Commitment Must be Communicated
Allocate Resources to Do the Job RightFinancial
Management Time
Planning/Coordination
Implementation
Staff Preparation
Educating & Training New & Existing Employees
STRESS
Making a Leadership CommitmentMaking a Leadership Commitment
THE Question:
Are we ready to employ immigrants & refugees?
If we already are? Are we doing it well?
It is OK to say……. “NO”
Making a Leadership CommitmentMaking a Leadership Commitment
Is the organization ready for newcomer workers?
How well do you know your company & your people?
What is the culture?
How will the culture change?
What will the culture become?
Determining Your Organizational Culture & Readiness Welcoming Newcomers
CultureCulture
Culture is a set of similar ideas shared by a group of people about appropriate behavior and values.
People who share these basic ideas tend to act generally the same, eat and dress the same way, and in many respects, think the same way about life.
One way to think about culture is by asking this simple question: “What are the things I do in my normal life and at work that seem so natural that I forget them?” These things make up culture.
Conducting a Cultural Audit of the Organization,
Why audit the culture?
Are our values compatible with attracting & employing newcomers?
How well is the vision for the newcomer workers communicated to managers & employees?
What barriers exist?
Determining Your Organizational Culture & Readiness Welcoming Newcomers
Components of a Cultural Audit:
Internal & External Assessments
Shared Definitions & Key Concepts (Accommodation vs. Assimilation, Tolerance)
Employee Surveys
On-Site Observations
Focus Groups
Interviews
Determining Your Organizational Culture & Readiness Welcoming Newcomers
Begin only after completing the cultural audit & the “readiness” assessment
There is no cookie cutter!
Be sure to network within the organization/involve others!
Ask questions of other employers
Be willing to re-design
Anticipate the additional hours & additional expenses
A lot will hinge upon communications & resources
Designing & Implementing a Program for Integrating New Workers
Allocating Resources:
Allocate resources to develop your plan
Commit to Newcomer Training/ Formal Training
Develop a Buddy System
Provide Established Worker Training
Form New Alliances & Support New Community Initiatives
Designing & Implementing a Program for Integrating New Workers
Communication:
Not just about speaking & listening
Respect languages
Effective non-verbal communication is essential
Successful communication is everyone’s responsibility
Designing & Implementing a Program for Integrating New Workers
Communication Across CulturesCommunication Across Cultures
Be firm and consistent in how you handle matters. Perceived fairness among all workers is very important
Be sure to use an interpreter when issues are important
Provide on-site language training
Be sure all managers know how to use an interpreterSource: Source: Grey, Mark A. “Welcoming New Iowans: A Guide for Managers and Supervisors.” University of Northern Iowa. 2002.
Designing & Implementing a Program for Integrating New Workers
Communication Across CulturesUse explicit language – communicate with a specific focus
Show as well as tell! Repeat as many times a necessary
Don’t complete others’ sentences
Take time to deal with issues in a timely and direct manner. Some issues might seem petty but they can grow!
Offer intercultural training for all employees. Make sure training is relevant to the company and workforce
Be open about why newcomers are hiredSource: Grey, Mark A. “Welcoming New Iowans: A Guide for Managers and Supervisors.” University of Northern Iowa. 2002.
Designing & Implementing a Program for Integrating New Workers
Assumptions That Can Get Us Into Trouble
•They’re Talking About Me!
•They Don’t Want to Learn English
•They Know English – They Just Don’t Want to Use it
Designing & Implementing a Program for Integrating New Workers
Helping Diverse Clients & Co-WorkersUnderstand Iowa NormsExplain the Reasons Behind the Organization’s PolicyShow Employees’ the Benefits of a Highly Effective WorkplaceSuggest Resources They Can Use to Perform Their JobsSpend Non-Work Time Together Talk Openly About Difference and Work to Identify/Resolve Conflict Source: Lee Gardenswartz & Anita Rowe. Managing Diversity. (1998).
Designing & Implementing a Program for Integrating New Workers
Design Your Strategy to Build on Latino Strengths:
Enhance Work Teams
Appeal to Honor, Good Name and Idealism within the work group
Show Respect for Latino American Values and IssuesSource: Carr-Ruffino, Norma. “Diversity Success Strategies.” Butterworth. (Boston). 1999.
Designing & Implementing a Program for Integrating New Workers
Beginning to Understand Why People Communicate the Way They Do (Just Don’t Over Generalize!)
Latino Culture: Interpersonal relationships
Communication may be indirect & sensitive to other’s feelings – may be more sensitive to criticism
Reluctance to Self-Disclose: Self disclosure/personal information may make them vulnerable
Familismo: Family and group are the highest priority – obligation to family
Simpatico: polite, avoid confrontation, acquiescing –getting along
Personalismo: Trust those with whom they have a personal relationship
Designing & Implementing a Program for Integrating New Workers
Learn from generalizations about other cultures, but don't use those generalizations to stereotype
Practice, practice, practice what you learn about other cultures. It is ok to make mistakes. Often individuals are fearful of trying to speak other languages because they do not want to offend or risk embarrassment
Keep questioning your assumptions about the "right way" to communicate. E.g., body language, postures, self disclosure, time
Search for ways to make the communication work, rather than searching for who should receive the blame for the breakdown.
Listen actively and empathetically. Try to put yourself in the other person's shoes. You might need to operate at the edge of your own comfort zone. Source:Working on Common Cross-cultural Communication Challenges by Marcelle E. DuPraw, National Institute for Dispute Resolution and Marya Axner, Consultant in Leadership Development & Diversity Awareness
Designing & Implementing a Program for Integrating New Workers
Working Effectively with Interpreters Never speak more than a sentence or two before stopping to let the interpreter communicate your statement. Avoid the very common mistake of explaining a large amount of information in English, and then waiting for the interpretation.
Remember to speak to client, not the interpreter. The client should be the focus of your attention. The interpreter merely acts as your voice in the second language. Maintain eye and body contact, if appropriate, with the client, rather than with the interpreter.
Do not forget to use expression and passion in your presentation
Regardless of the interpreter’s presence, try to make at least some “small talk” with the patients, particularly at the beginning and end of each visit. Smiles, respectful behavior, and a friendly attitude by providers will carry over in any language. •Source: A Health Provider’s Pocket Guide to Working with Immigrant, Refugee & Minority Populations in Iowa. 1st. Ed. 2003 Michele Yehieli Dr. P.H. & Mark Grey, Ph.D University of Northern Iowa
Designing & Implementing a Program for Integrating New Workers
Working Effectively with Interpreters In general, speak slowly and carefully in English when working with interpreters. Use simple, plain English, and avoid slang.
Repeat key words, phrases, and instructions frequently to ensure that the client understand them.
Rely heavily on demonstrations and visual aids
When working with larger numbers of clients in an audience format, allow them adequate time to interpret information for each other.
Where possible, avoid using young children or other family members to interpret. Informal interpreters may not protect the confidentiality of the others among extended family members and friends in the ethnic community. Source: A Health Provider’s Pocket Guide to Working with Immigrant, Refugee & Minority Populations in Iowa. 1st. Ed. 2003 Michele Yehieli Dr. P.H. & Mark Grey, Ph.D University of Northern Iowa
Designing & Implementing a Program for Integrating New Workers
Long-Term Cultural Change within the Organization
- Long-term commitment
- Continue Ongoing Evaluation
Cross-Cultural Attitude
- Be Patient
- Focus on the business decision
- Never make people apologize for who they are
- Remember - Diversity on your own terms
Creating Methods to Maintain a Creating Methods to Maintain a Diverse WorkforceDiverse Workforce
Guidelines for Effective Evaluation
1. Maximize the use of Existing Data and Processes
2. Select Appropriate Measurements Prior to Implementation
3. Allow a Reasonable Amount of Time for Evaluation
4. Make Evaluation of Diversity as a Business Decision
5. Be Prepared for the Good & Bad
6. Use a Variety of Tools – Surveys, Focus Groups, Exit Interviews
Source: Lee Gardenswartz & Anita Rowe. Managing Diversity. (1998).
Creating Methods to Maintain a Creating Methods to Maintain a Diverse WorkforceDiverse Workforce
Goals for Long-Term Cultural Change1. Provide a flexible, employee-centered work environment that
encourages teamwork
2. Provide the time and resources to encourage creative growth
3. Provide appropriate awards and recognition for newcomers who successfully integrate and traditional workers involved in the program
4. Provide cross-cultural training for all employees and managers
5. Provide mentoring for established newcomer workers
6. Monitor progress
7. Recognize success in formal and informal waysSource: Grey, Mark A. Ph.D. Welcoming New Iowans: A Guide for Managers and Supervisors. (2002)
Creating Methods to Maintain a Creating Methods to Maintain a Diverse WorkforceDiverse Workforce
Conclusion
I. Making a Leadership Commitment
II. Determining the Company’s Readiness for Newcomer Workers
III. Designing & Implementing a Program for Integrating Newcomer Workers
IV. Creating Methods to Maintain a Diverse Workforce