manager training for integrating immigrant & refugee workers: a facilitator’s guide

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


Projected PopulationTama County

050

100150200250300350400450500

1900 1950 2000

Thousands


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


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


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.


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?


Components of a Cultural Audit:

Internal & External Assessments

Shared Definitions & Key Concepts (Accommodation vs. Assimilation, Tolerance)

Employee Surveys

On-Site Observations

Focus Groups

Interviews


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


Communication:

Not just about speaking & listening

Respect languages

Effective non-verbal communication is essential

Successful communication is everyone’s responsibility


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.


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.


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


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).


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.


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


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


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


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


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).


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)


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

manager training for integrating immigrant & refugee workers: a facilitator’s guide

Documents

immigrant refugee employees

welcoming new iowans

immigrantrefugee workers

employers best practiceswhy

business effortsnot

iowas workforce

business decision

diversity related issues