Immigrants Are an Untapped Source of Talent, and Reaching out to Them Effectively Will

Introduction

Immigrants are an untapped source of talent, and reaching out to them effectively will be the key to helping the non-profit sector meet a fast-growing need for skilled

workers. Approximately one in nine people employed in the non-profit sector immigrated to Canada.*

According to the most recent nonprofit labour force study undertaken by the HR Council, over half (55 per cent) of surveyed employers said they expect to increase their workforce within the next two years, and almost two-thirds indicate that they expect an increase in the number of new immigrant employees.*

Non-profits can enrich their workforce and gain valuable new perspectives by hiring from the immigrant talent pool. But not all non-profits are aware of the advantages they could see from reaching out to the immigrant population, or know how to engage this population effectively. In fact, one in five employers reported difficulty in attracting applications from diverse and qualified candidates from this talent pool.* And fewer than half (49 per cent) have a plan in place to increase diversity in their workplace.**

This toolkit is designed to help non-profits reach out to immigrant talent so they can take advantage of the benefits that stronger human capital and greater diversity can bring to their organization and the communities they serve.

You’ll find information, resources, tools and templates to help you overcome barriers to employing immigrants, identify the benefits immigrant employees can bring your non- profit organization, attract immigrant candidates, develop an effective hiring strategy approach, and support and retain immigrant employees in your organization.

With these practical supports, you’ll be better prepared to access the immigrant talent that can help your organization thrive.

*Source: HR Council (2008) Labour Force Study [http://hrcouncil.ca/labour/strategy- study.cfm] (accessed August 26, 2013). **Source: HR Council for the Nonprofit Sector, Recruitment and Retention of New Immigrants and Members of Visible Minorities in the Nonprofit Sector’s Workforce [http://www.hrcouncil.ca/documents/recruitment_newimmigrants.pdf] (2012).

Understand the barriers

While a skilled and culturally diverse workforce is essential to success for many non- profit organizations, many face a number of barriers when it comes to hiring immigrant talent.

In surveys and consultations, non-profit employers generally say that they are somewhat more successful at engaging and retaining immigrants than other sectors. But they also say that their greatest challenge lies in gaining access to immigrant talent and successfully hiring them.

Let’s look at some of the common challenges non-profit employers face when they want to reach out and attract talented employees from the immigrant population.

Building awareness of the sector. Some employers have questioned whether employment agencies and non-profit organizations actively promote the sector as a viable option for immigrant job-seekers. Many newcomers emphasize that the Canadian non-profit sector is very different from the similar sector(s) in their country of origin. Employers feel that the sector could promote itself better as a career destination of choice.

Building diversity at senior and board levels of the organization. A number of employers and employees reported that there is less and less ethnic diversity at increasingly higher organizational levels within their workplaces. Their perception is that this makes it more difficult to gain senior leadership support for making the necessary changes to create truly inclusive workplace practices and cultures.

Creating more culturally sensitive selection processes. Selection criteria and procedures can introduce unintended biases into the hiring process. For example, one employer cited an instance where 80% of the applicants were immigrants, however, after evaluation using a standardized selection grid, it was shown that the five CVs that had been retained were all from Canadian-born applicants. This led the employer to a thorough review of the process and an open questioning of the criteria and assumptions.

Accounting for cultural differences in resume styles. As there is no singular universal format or standard for resumes, stylistic differences may lead to the early elimination of qualified individuals. In some countries, CVs can reach a length of ten pages or more and provide elaborate descriptions for each past experience. Similarly, resumes from other countries will often include photos or personal information (e.g. marital status) that are often seen as irrelevant or inappropriate when applying to a Canadian employer.

Overcoming misperceptions about hiring recent immigrants. The perception is that hiring a newcomer is riskier and requires a considerable investment of time and StepUp BC – Attract and Hire Immigrants 3

resources. Coupled with this are concerns about the potential for poor performance and turnover, which can have significant impact on smaller companies and non-profit organizations. These perceived hiring risks can result in biases that eliminate qualified candidates at various stages in the screening and selection processes. For example, some applicants are screened out by name – “that person sounds like he/she might be an immigrant.”

Overcoming bias against international qualifications. Employers may find it difficult to assess international educational qualifications, credentials and work experience. In addition, foreign-educated immigrants are sometimes deemed by Canadian employers to possess a lower quality of education, and there can be a conscious or unconscious bias against recently arrived applicants with international qualifications.

Adjusting expectations around language fluency. Most non-profits look for language proficiency (English and/or French) at a sufficiently high level to understand the nuances of the language.

Accepting the value of non-Canadian work experience. Employers value work experience in a Canadian context, and particularly non-profit work experience in a specific sphere of activity and/or in the immediate geographical vicinity. As a result, they may discount relevant experience gained in non-Canadian contexts and overlook qualified immigrant applicants.

Finding better ways to gauge cultural “fit.” Employers place great importance on the alignment of a candidate’s values with the organization’s culture and norms, as well as with the values inherent in the work itself (such as feminism, mental health, etc.). Cultural differences can have an impact on this alignment, and most employers are ill- equipped to assess if the values ‘fit’ before they hire or after selection.

Source: HR Council for the Nonprofit Sector (2012) Recruitment and Retention of New Immigrants and Members of Visible Minorities in the Nonprofit Sector’s Workforce available at: [http://www.hrcouncil.ca/documents/recruitment_newimmigrants.pdf] (last accessed August 23, 2013).

Explore personal and organizational bias

Biases and ignorance in the workplace can pose a significant barrier to organizations that want to attract and hire immigrants.

But when you examine these biases and recognize the ways they can affect your organization, you can start moving beyond them and connecting more effectively with this rich source of talent. Bias Fact

Immigrants to Canada Actually, immigrants tend to come into the country with are unskilled or more education than their Canadian-born counterparts. In uneducated 2006, more than half of the recent immigrants reported having university degrees, while only 19% of the Canadian population had obtained one. More immigrants had a high-school diploma (91%) than Canadian-born people (77%).

Foreign educational Many foreign educational institutions have standards as standards are not as high high or higher than Canadian institutions, and employers as Canadian standards who want to verify these educational standards can contact local immigrant-serving agencies or credential evaluation services.

I can't hire someone who Immigrants have valuable foreign experience that can be doesn't have Canadian transferred to the Canadian workplace, and can acquire experience context-specific knowledge and experience on the job. Many immigrants are willing to start in a slightly lower position while they are gaining the Canadian experience that they might need to match their educational background.

Immigrants do not have About 92% of immigrants arriving between 2001 and good language skills or 2006 knew English or French. About 30% of immigrants do not want to acquire it say they speak English or French at home, while 62% speak another language.

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Diverse culture creates Organizations with a diverse culture can often explore tension and increased cultural differences in serving their clients better. Diverse conflict within the cultures also mean diverse perspectives, ideas, and organization solutions to problems. Diversity training is available and essential for all workplaces.

Immigrants don’t have Free and accessible language training is available to the level of language immigrants through the government. They can acquire skills for success in the missing workplace vocabulary on the job. workplace

Let’s look at some common biases people hold about the contribution immigrants can make in the workplace, and see whether the facts support them.

Adapted from Creating a Diversified Workforce, South Okanagan Similkameen Employer Toolkit (http://bit.ly/1e7IyTw)

Examine your biases

What personal biases might you hold about immigrants?

Use this reflection exercise to ask yourself whether there are any beliefs or fears preventing you from reaching out to the immigrant population and seeing the potential in immigrant applicants and job candidates.

Ask yourself…

What fears or perceptions do you have about hiring skilled immigrants?

Are there any racial, religious or cultural groups that you prefer to work or associate with?

What groups do you perceive as the most different from yourself? Why? How?

How can you change these perceptions? Name three things you will do to be better self-aware and change the perceptions that you identified in the first question.

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Explore the benefits

Attracting and retaining immigrant employees can be challenging, but the rewards you get out of the process can repay the effort many times over.

In addition to the job-related skills immigrant employees bring to the workforce, they can also bring new perspectives, a window into different cultures, and a connection to new communities and possibilities.

Understanding these benefits is important, because it helps you build your own self- awareness and articulate a solid case to other stakeholders.

In a recent survey, the majority of non-profit employers (about 6 in 10) said that hiring newcomers is important to them, and almost half (49%) said that their organization has a plan to accomplish increased diversity.

These non-profit organizations identified a number of advantages that come with hiring immigrant talent:

It demonstrates the organization’s support for social inclusion, justice, equality, and the promotion of the value of diversity. It’s part of the solution to recruitment challenges and skill shortages faced by the sector. It results in cultural diversity that enables better client service, a greater ability to respond to client needs, increased client comfort levels, and a greater willingness to accept service providers. It fosters creativity, innovation and performance, which in turn can translate into better funding/financial results. It helps non-profits gain fresh perspectives and diverse points of view that help them approach issues and challenges more effectively. It improves the ability to respond to client needs by working in the language of the client and being familiar with the client’s cultural norms and customs.

Source: HR Council for the Nonprofit Sector, Recruitment and Retention of New Immigrants and Members of Visible Minorities in the Nonprofit Sector’s Workforce [http://www.hrcouncil.ca/documents/recruitment_newimmigrants.pdf] (2012).

Worksheet: Build your business case

Take a closer look at the benefits your organization could see by hiring immigrants. Complete this worksheet to explore and articulate your unique business case.

Exploring the business case for the recruitment and retention of immigrant employees1

Answer the questions in each section of this template to help you assess the opportunities for hiring diverse talent in your non-profit workplace.

State the Issue

What are the issues? Why should we care about creating a diverse and welcoming workplace for immigrant employees?

______

A Risk and Cost Assessment

What risks do we face if we do not have a solution to the skills shortage problem in the non-profit sector?

______

How might our inaction affect our ability to attract new employees and clients?

1 Adapted from The NL HR Manager: www.NLHRManager.ca StepUp BC – Attract and Hire Immigrants 9

______

What costs might we incur in order to be more inclusive of newcomers to Canada? How might we minimize those costs?

______

A Benefit Analysis

Financial Case:

What are the potential financial benefits (time and money) if changes are made to seek diverse talent within the immigrant talent pool?

______

Social Case:

What are the potential social benefits if changes are made to seek diverse talent within the immigrant talent pool?

______

Legal Case:

What are the potential legal benefits if changes are made to seek diverse talent within the immigrant talent pool?

______

Other:

What are other potential benefits we could see if changes are made to seek diverse talent within the immigrant talent pool?

______

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Attract immigrant candidates

To access the pool of skilled immigrants in BC you need to know where they are, what they read and who they connect with.

Employment in the non-profit sector offers many benefits immigrants look for in a career, including opportunities to:

Connect with the community, make contacts and develop networks Enjoy a positive work environment, supportive colleagues, a multicultural workforce, a flat organizational structure and work-life balance Do meaningful work and make a difference Gain work experience, build language skills and develop familiarity with the Canadian context

Source: HR Council for the Nonprofit Sector (2012) Recruitment and Retention of New Immigrants and Members of Visible Minorities in the Nonprofit Sector’s Workforce available at: http://www.hrcouncil.ca/documents/recruitment_newimmigrants.pdf (last accessed August 23, 2013, p.2).

But non-profit employers often say they find it difficult finding and attracting qualified immigrants to fill positions in their organizations. This section of the toolkit can help non-profit employers to connect with the culturally diverse pool of immigrants who have the skills and drive to make a significant contribution in the workplace. You’ll find information on how to reach out to diverse talent pools with an inclusive and welcoming message that encourages them to apply.

Advertise to immigrant talent

Advertising a job through various media channels can help you reach a wider range of candidates than you could by promoting the job through your own word-of-mouth networks.

Here are some tips for creating and distributing a more effective job ad:

Research your area to identify diverse populations. Write the job ad in the language of your target group. Take out ad space in ethnic media publications (find a directory at bcethnicmedia.ca) Post jobs with immigrant-serving agencies (find a list of agencies at welcomebc.ca) Include a statement encouraging immigrants and visible minorities to apply. For example, 12

“Our non-profit organization is committed to building a skilled, diverse workforce reflective of Canadian society, and we encourage candidates from diverse backgrounds to apply.” Ask for referrals from your existing culturally diverse workforce. Mention any diversity supports your organization has in place, such as a commitment to work-life balance, flexible work hours or prayer rooms/quiet rooms.

Adapted from The Conference Board of Canada (2005) Business Critical: Maximizing the Talents of Visible Minorities – An Employer's Guide available at: http://www.conferenceboard.ca (last accessed August 26, 2013).

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Partner with non-profit agencies

Partnering with non-profit agencies that serve immigrants in your region is an invaluable resource to tap into as part of your recruitment efforts. These organizations can post jobs, identify and pre-screen candidates, and set up interviews on your behalf. They can also provide ongoing on-the-job support and skills/language upgrading for new hires, and all these services are often provided free of charge.

In addition, many can also coordinate training or wage subsidies and offer internship, bridging programs, or resources to help integrate newcomers in the community.

Here are some tips to help you establish partnerships with non-profit agencies that serve immigrant communities:

Look to your network and approach the organizations you know first. Ask for introductions to others who can collaborate with you in engaging other agencies and stakeholders. Do some homework to identify the agencies that are the best fit for your needs. Find out who does what in immigrant-serving organizations and partner organizations, and who the local organizations approach for advice and guidance. Find out which events might be worth attending and find out who sponsors and hosts them. Find out which cultural associations are most active and what activities they undertake. Identify training institutions and government services that could be helpful partners.

For a list of organizations that serve immigrants, visit WelcomeBC (welcomebc.ca).

When you’ve identified some potential partners and you’re ready to set up a meeting, invest time in preparation to ensure that you’re knowledgeable about the agency and can make a good first impression. Clarify your expectations for the partnership ahead of time. What are you hoping it will achieve? How will forming this partnership support your efforts at recruiting and retaining immigrants?

During the meeting, make sure you explore these issues:

What are the definitions of success for the partnership’s collaborative efforts? How will success be measured? How well do these criteria align with the current performance goals of you and your partners? What constraints might affect your partner’s services and activities? How are they funded and how is their performance measured? Are there limitations on which population they can serve, or what services they can provide?

What are the staff capabilities of the partner organizations? Where might there be opportunities for complementary skill sets, where is there potential overlap, and what gaps still remain? How will you coordinate your contacts with partners to minimize duplication or confusion?

Once you’ve come to an agreement that will cover this new partnership, take the time to clearly document the agreement in writing.

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Checklist: Immigrant outreach strategy

Use this checklist to assess whether you have the right strategies in place to attract qualified skilled immigrants.

1. Have you advertised openings using diverse channels, e.g. ethnic media, organizations’ websites dedicated to recruiting diverse groups? Yes or No

2. Have you participated in any job fairs? Yes or No

3. Have you encouraged senior managers and executives who are visible minorities to participate in the recruitment effort? Yes or No

4. Have you developed any formal partnerships with universities that have diverse student bodies? Yes or No

5. Have you developed and cultivated relationships with organizations serving immigrants? Yes or No

6. Have you established contacts in adult education courses such as English and French language courses? Yes or No

7. Have you encouraged placement of immigrant interns and co-operative students? Yes or No

If you answered yes to all of these questions, you’ll be in a much better position to attract the immigrant talent your organization needs.

Write an inclusive job description

In smaller organizations, employers may feel job descriptions are unnecessary because they know the skills, characteristics and experience they need in their employees. But having formal, written job descriptions improves consistency and accountability in the organization, and ensures applicants can understand the job requirements.

Job descriptions can be even more important when it comes to hiring immigrants. An inclusive job description sends a clear message about your organization’s willingness to hire people of all ethnicities and backgrounds.

Every job description should include the following information:

What is the purpose of the job? Why does the job exist? What are the major responsibilities of this job? What are the key relationships and how do they relate? What are the essentials skills/abilities that are needed to be successful? Is experience required or is job training sufficient? What level of education is required? Is life experience or volunteer work important? What are the working conditions? What are the physical and mental demands of the job? Who will supervise the employee? Who will the employee have contact with and on what basis, for example: daily, weekly, and monthly? What results are to be achieved by the employee?

To create a more inclusive job description, follow these guidelines:

Be clear and concise. Keep the wording simple and stay away from technical language if possible. Don’t include specialized requirements, such as physical fitness, reading and writing skills, language proficiency and ability to travel unless they are truly relevant to the job.

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Distinguish between essential and non-essential job requirements so that people who possess the essential skills but don’t have all the non-essential skills won’t be discouraged from applying. Provide concrete examples of duties and tasks whenever possible. Organize the information in bullets, and start each line with an active verb in the present tense. For example: “Moves heavy machinery.” Identify the desirable characteristics or qualities that an employee should bring to the job, such as leadership, problem-solving abilities or creativity. Where appropriate, describe the manner in which an employee is expected to perform specific tasks. For example: “Handles customer complaints in a prompt and friendly manner.” Make it clear that international education and experience will be recognized. This encourages qualified immigrants to apply and signals the organization’s commitment to diversity.

Some sections adapted from Taking Action: An HR Guide – Hiring and Retaining Employees With Disabilities, retrieved from: on.cme-mec.ca.

Select and hire immigrant candidates 18

Once you’ve identified the most promising applicants for the job, the next step is to conduct interviews so that you and the job candidate can get to know a little more about each other.

As an interviewer, you want to collect the information you need to make the best, most informed decision about who to hire. But you also want to ensure that you listen with an open mind and don’t allow personal biases to influence that decision.

Interviewing someone from another culture can trigger biases or lead to misunderstandings that can affect your judgment and prevent you from selecting the best person for the job. When the interviewee’s first language isn’t English, the interview process can be even more challenging.

This section of the toolkit is designed to help you conduct unbiased telephone and in- person interviews. With a bit of preparation, you can ensure that you give immigrants a fair chance to demonstrate their skills and experience during the interview process.

Conduct phone interviews

When arranging or conducting a phone interview with immigrant candidates, there is a higher chance for our differences—which include culture, educational background, age, values and beliefs—to distort our communication and lead to misunderstandings.

Follow these tips to minimize the likelihood of miscommunication and get more value out of the conversation:

Explain the format of the interview to the candidate as they might not be used to phone interviews. Describe the expectations of the interview and any unique aspects of your interview process. Clearly outline the selection process. Provide an opportunity for the candidate to ask any questions prior to the start of the interview. Provide a list of interview questions to the candidate ahead of time to reduce or eliminate misunderstandings over the phone. Be sensitive to the ways in which differences in culture, values, and belief can affect the way interviewees interpret your questions and the answers they give. It is important to be able to read between the lines. Listen carefully to the candidate while they are speaking and try not to think about the next question before hearing the answer to the first one. Be open-minded and listen to the substance of the answers given, rather than focusing on accents or grammatical errors.

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Conduct in-person interviews

Provide the interviewee with as much information as possible about the job and your organization before the interview. This will help them understand the requirements and context for the job. Provide a list of interview questions in advance to give the interviewee time to review and understand them. Use simple, accessible language and avoid acronyms, figures of speech, and technical language, all of which could make communication more difficult for someone whose first language isn’t English. Take a longer-term perspective during selection interviews for either volunteer or paid work. Explore all possible ways a candidate could contribute to the organization and be willing to create new opportunities to maximize use of their skills. Review the need for Canadian experience. Where possible, focus on transferable skills and relevant work experience. Consider a three-month probation period to give candidates a chance to adjust before evaluation for a permanent position. Remember that perceptions of appropriate behaviour vary across cultures. For example, in certain cultures asking for help indicates failure, and offering to help can be seen as a criticism of someone’s abilities. Ask candidates to describe duties, roles and responsibilities to get a better idea of their experience from their country. If possible, ascertain the type of organizational structure that the immigrant had worked previously in their home country. Studies show workers from traditional or hierarchical structures tend to describe their roles differently from people who work in team-based environments. Some cultures perceive talking about personal achievements as boasting. Ask specific questions to determine the role the interviewee played in a particular initiative. For example: “Did you contribute to the fundraising program in any way?”

Rephrase interview questions

When an interviewee’s first language is not English, interviewers can help them provide more accurate answers by finding simpler ways to ask interview questions. Rephrasing a question to avoid jargon and express ideas in a simplified way will allow the job candidate to follow the conversation better and participate more fully.

Here are some examples of questions that can be rephrased to be more accessible to immigrant candidates who are not fluent in English.

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Question Rephrase it as: Notes

1. Can you tell me your Can you tell me your best The word „strength” may greatest strength? quality as a worker? cause confusion in this context. How would you describe yourself as an employee? Some people find it uncomfortable to “talk What do you do best at work? about themselves‟ in flattering terms for cultural reasons.

2. Why should I hire Tell me why I should hire you for This may seem like a you? this job and not one of the other very odd question for candidates? many people from other cultures because, in What skills or experiences can some cultures, it is not you bring to this position that polite to boast nor to other candidates cannot? appear to be providing negative comments about others.

3. What are your major Tell me three good/bad In some cultures, it is weaknesses? characteristics about you. inappropriate to identify flaws or inadequacies. Are there any things you think you could do better?

4. Are you comfortable talking on a) ESL speakers may the phone? take this literally and a) Are you comfortable: answer “no” but Do you find it easy to talk on the rephrasing can - talking on phone phone? determine if they are “able” to do the work. - participating at (staff) Are you comfortable speaking meetings. etc. up at meetings? b) ESL speakers may not realize that this b.) Part of the work Do you join in the conversation statement is an implied involves: at staff meetings or do you sit question but view it as a quietly and listen? statement of fact. - talking on the phone

- Participating in meetings. 22

Sourced from the Copyright Centre for Canadian Language Benchmarks © 2007. Originally from the publication, Work Ready: Resources for Counselling, Hiring, and Working with Internationally Trained Individuals. For more information, see http://www.language.ca.Check references

The final step in the selection process is to check the references of short-listed candidates.

Checking references for immigrant candidates can sometimes be challenging. Their work experience might have been gained in another country or in a different context. Be open to considering how skills and behaviours in another setting might transfer to your workplace.

Also, keep in mind that people who are waiting in their home country for permission to immigrate to Canada will often hold a series of short-term jobs. This is not necessarily an indication of a lack of commitment to their employer, but a way to cope with the constraints of an uncertain future.

Checklist: Bias-free selection processes

Use this checklist to assess your selection and interview processes and ensure they’re inclusive, unbiased and designed to welcome immigrant talent.

Some Questions to Consider Notes

Do you have a clear set of guidelines Yes No for selection practices?

Are interview questions, tests and Yes No other screening tools based on the job description?

Have you included any qualifications Yes No not needed for the job you are recruiting for?

Have you considered the different Yes No ways that the work can be done to achieve the desired results?

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Do you provide candidates with Yes No consistent, clear and adequate information about the assessment process – before or after the selection process?

Have your interviewers been trained Yes No to interview non-native speakers of English or French?

Are they willing to use simpler Yes No language or repeat themselves?

Do they avoid most metaphors, slang Yes No or jargon?

Do they keep an open mind? Yes No

Do they remain non-judgmental Yes No about candidates’ accents?

If you are using an interview panel or Yes No selection board, are visible minorities included?

If you are using standardized tests, Yes No are they culturally relevant and applicable to the population?

Has your hiring staff received cultural Yes No sensitivity training?

Source: Adapted from The Conference Board of Canada (2005) Business Critical: Maximizing the Talents of Visible Minorities – An Employer's Guide available at http://www.conferenceboard.ca (last accessed August 26, 2013, p.32).

Make the job offer

Once you’ve chosen the candidate you wish to hire, you’ll want to make a formal job offer. When offering the job to an immigrant, be aware that cultural differences can sometimes create misunderstanding at this critical stage.

For example, due to socio-cultural differences, some skilled immigrants can be hesitant to express concerns about an offer package. While this means they’re more likely to accept the offer, it also means their expectations may not really align with the realities of job. This can lead to job dissatisfaction and employee turnover.

Other special considerations include:

Timing. It can take longer to assess foreign credentials, so work this into your hiring timelines. Language. Use plain language in the job offer: skilled immigrants may not be familiar with employment terms and conditions that are commonly used. Consider adding a plain-language definition for any technical phrases. For information on using plain language, visit Plain Language Association Internationa l (http://www.plainlanguagenetwork.org).

Make sure the job offer includes these details:

Holidays. Clarify statutory and civic holidays in the job offer. In the candidate’s home country, these are likely to differ from those offered in Canada. Expectations. Communicate the details of the offer package clearly, including expectations of the job and of the organization, including work hours and any dress code. Compensation. Describe how the salary meets market value for the position, education and work experience of the candidate. Needs accommodation. Describe any special arrangements you’ll be making to accommodate the employee’s religious or other special needs in the workplace.

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Support and retain immigrant employees

“Will more time and resources be required to bring a new immigrant employee up-to- speed? How can I help enhance a new immigrant hire’s language and soft skills so that they do a better job of serving clients? What will help create an environment that will make immigrant employees want to stay?”

This section of the toolkit offers simple strategies to help managers, supervisors and staff welcome immigrant employees to the organization, support them in making a contribution in the workplace, and ensure they are able to integrate into the workplace culture.

From onboarding to mentoring to performance management, there are things everyone can do to make the new employee feel like a valued, contributing member of the team.

Here are some ideas for supporting and retaining immigrant employees:

Provide an orientation to new hires that explicitly addresses the values and norms of the organization. Time and attention is needed to explore the values, how they shape the behaviours in the workplace, and where differences might cause misunderstandings or discomfort. Develop flexible HR compensation and benefits policies that incorporate additional ‘floater days’ to accommodate different religious holidays and practices. Establish a dedicated diversity committee that advises management on diversity and inclusion issues, acts as a sounding board for concerns or suggestions, advocates for an inclusive work environment, and initiates/manages tools such as multicultural calendars, cultural events, etc. Maintain an inventory of employee skills and talents beyond current job requirements. This information helps organizations use the talent available and offer different opportunities to its employees. Hold events that create learning experiences, particularly about different cultural traditions and social integration (potluck lunches, stone-soup Fridays, etc.). Create a culturally inclusive, respectful and welcoming environment by developing policies for staff/volunteer relations, flexible work arrangements, and culturally inclusive hiring practices. Implement diversity-related best practices and activities such as: providing inclusiveness training and education for staff, celebrating cultural diversity within the workplace, and creating a diversity committee or network. Support language training, accent reduction and other communication skills development.

Adopt and foster a positive view of immigrants as people who contribute skills to help create a better organization. Focus on important retention factors such as advancement and the ability to participate in a broad range of work activities (special projects, lateral assignments, learning and development; etc.) Continually improve hiring and retention practices. For example, conduct exit interviews, identify patterns and do appropriate follow-up. Build diversity at senior levels in the organization, including at the board level.

Adapted from HR Council for the Nonprofit Sector, Recruitment and Retention of New Immigrants and Members of Visible Minorities in the Nonprofit Sector’s Workforce [http://www.hrcouncil.ca/documents/recruitment_newimmigrants.pdf] (2012).

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Set up a mentorship

A mentorship program can be invaluable in helping immigrant employees adjust to a new culture and a new work environment. The mentorship system pairs new employees with seasoned employees to facilitate integration into the workplace. The mentee receives guidance from someone who understands the workplace culture and broader Canadian culture, while the mentor has an opportunity to learn about the new employee and his or her culture and background.

Here are some things to consider when setting up a mentorship program in your organization:

1. Determine the objective of the program. For example, do you want to help new hires understand Canadian workplace culture? Do you want to boost immigrant employee retention rates? Do you want to create a more culturally diverse leadership? In each case, your program will be structured differently.

2. Identify the areas or specific skills that would be covered in the program: communication skills, computer skills, time management skills, etc.

3. Determine what type of mentoring approach works for your organization. The most common type is a one-to-one mentoring relationship in which a senior mentor provides guidance to a junior mentee. But you can also explore group mentoring, peer mentoring, facilitated mentoring that’s led by an expert, “reverse mentoring” in which lower-level employees teach higher-level employees, or even use a speed-dating format for "flash mentoring.”

4. Let mentees and mentors have an input in the pairing process. Approach potential mentors and mentees about the process and give them an opportunity to express any concerns or ideas they might have that will make the mentorship relationship a success. For example, you can have both parties fill out information sheets detailing what they hope to offer or gain from the mentoring relationship and match them up based on the information. Or you can offer mentors and mentees a choice of partners to choose from.

5. Not every mentoring relationship works out. Make sure you set up a process that allows mentees and mentors to end the relationship if the need ever arises.

6. Give mentees and mentors training to prepare them for the mentoring process. Set up a classroom-style discussion or hire an expert to host a mentoring “boot camp.” Smaller non-profits can simply speak to mentors and mentees separately and then bring them together to discuss their objectives and expectations.

7. Get leadership buy in. When a leader supports the importance of the mentoring program, it gives it more credibility and visibility. 28

8. Find people willing to share their mentoring experiences and testimonials to get the organization excited about the possibilities.

9. Manage expectations and set clear boundaries for the mentoring relationship. Make it clear that the mentee is realistic about what can be accomplished and that the mentor is not there to promote them, “solve” their family and career issues, or take responsibility for their success.

10. Suggest a format and a timeframe for each mentoring program. While the mentoring pair may choose to structure their time differently depending on their goals and preferences, it’s a good idea to set some initial guidelines.

11. Make sure there’s a learning opportunity built into the end of the process. When the mentoring program comes to an end, both mentee and mentor can use it as an opportunity to reflect on any learnings, what is it they've learned about themselves, and how can they take what they've learned and use it to raise the bar and take it to the next level.

Adapted from Sarah Kessler, How to Start a Mentoring Program [http://www.inc.com] (2010).

StepUp BC – Attract and Hire Immigrants 29

Manage performance

Effective employee performance management is essential to running a successful organization. By setting goals, outlining expectations and provide regular feedback, you can help skilled immigrant employees understand their role and perform effectively.

But cultural differences can sometimes create miscommunication during a performance appraisal. Certain behaviours and cues can mean one thing in one culture, and something very different in another.

To accommodate cultural differences and interpret behaviours more accurately, be aware of these common misunderstandings that can arise during the appraisal process:

Factors Impact on Appraisal Behaviour

Avoidance of Anxiety on the part of the employee Smiling and laughing may be loss of face and unwillingness to discuss any signs of embarrassment; criticism. missing conferences or absenteeism on performance evaluation day may be signs of avoidance

Emphasis on Agreement to items not clearly Saying yes even when not harmony understood. understanding or disagreeing

Respect for Unwillingness to question the review Lack of eye contact and not authority or disagree with any points made by entering into a dialogue with the evaluator. the boss

External Difficulty in seeing the consequences Comments may show that locus of of behaviour; not connecting the the employee does not make control review with one's own behaviour. the connection between his/her performance and the evaluation ratings

Emphasis on Task accomplishment not seen as the Attempts to please the boss relationship critical variable in job success; as well as bewilderment by a rather than relationship with boss, seniority, and 30

task group status takes precedence. blank facial expression

Difficulty in Taking the review personally and Showing feelings of hurt, separating finding comments hurtful; "But I betrayal, or embarrassment self from thought you liked me" attitude; performance individual sees criticism as an affront rather than as helpful feedback.

Emphasis on Difficulty in distinguishing own Signs of discomfort, group over performance from team's as confusion, or embarrassment individual evaluating individual performance such as smiling, withdrawal, may be a different paradigm for or clamming up employee used to group results being the focus of evaluation. Calling attention to individual contributions is perceived negatively. Employee may also find calling attention to him/herself awkward and disloyal to co-workers.

Lack of Employee may feel misunderstood Sulking silence or common and unfairly judged if evaluator has defensiveness base of not had to deal with similar obstacles experience or outside of work problems (e.g., older worker, single parent, or employee with elder-care responsibilities).

Previous Employees who have experienced Lack of participation, discrimination discrimination in the past are apt to sarcasm be mistrustful and skeptical on the value and results of formal appraisal systems.

Adapted from Gardenswartz and Rowe, The Managing Diversity Survival Guide (1994).

StepUp BC – Attract and Hire Immigrants 31

Accommodate religious beliefs

Immigrant employees may have religious beliefs that require them to observe certain behaviours in the workplace, such as following specific rules of dress and observing different holidays. Sometimes these behaviours may contradict workplace rules or requirements.

Under the Canadian Human Rights Act, an employer should make accommodations when an employee’s religious beliefs or practices conflict with a workplace requirement, qualification or practice. This accommodation may require the employer to modify a workplace rule or exempt an employee from it.

Here are some workplace requirements you may need adjust in order to allow employees to express their religion freely:

Religious dress. Workplaces frequently have rules about dress. Employees may have to wear protective equipment or a uniform, or there may be rules about head coverings. These rules may come into direct conflict with religious dress requirements, creating a duty to accommodate the employee to the point of undue hardship. In most situations, the uniform can be modified to accommodate the employee’s religious observances. If the uniform is used for health or safety reasons, however, employers must look for ways to alter the requirement or the protective clothing to maintain a reasonable level of safety while meeting the employee’s religious requirements.

Prayer. Sometimes, an employee’s regular work hours or specific duties conflict with their religious requirement to pray at particular times of the day. Employers have a duty to accommodate the employee’s religious requirements. Possible accommodations include a modified break policy, flexible hours, a private area for devotions or some combination of all three options.

Religious holidays. The employer has a duty to grant requests for religious leave unless doing so would cause undue hardship for the employer. Employees can get the time off they need by switching shifts, banking time, taking holiday leave or making other scheduling changes.

The law is not clear about whether an employer must give paid leave for religious holidays. In one case involving teachers, the Supreme Court required that a school board give paid leave to Jewish teachers who required leave for their High Holidays, but this may not apply in all employment situations.

Some employers provide non-Christian employees with at least the same number of paid religious days as are provided for Christians. The Canada Labour Code, Part III requires employers to provide a paid day off to all employees for the Christian holidays of Christmas Day and Good Friday. Many collective agreements require employers to provide Easter Monday as a paid holiday. Requests for paid leave days for other 32

religious holidays may be accommodated by providing floating leave days or unpaid leave.

Religious observances. An employer must accommodate employees whose religious beliefs do not permit them to work certain hours or days of the week. For example, Seventh Day Adventists and Jews observe a Sabbath from sundown Friday to sundown Saturday.

Flexible scheduling may include alternative arrival and departure times on the days when the person cannot work the entire period, or the employee can trade lunch times for early departure or staggered work hours. If the employee has no time off left, the employer should consider letting the employee make up time lost or use floating days off.

StepUp BC – Attract and Hire Immigrants 33

Managing workplace health and safety risks

A respectful, inclusive workplace policy can help your organization prevent and deal with discrimination and harassment in the workplace.

But sometimes, accommodating an employee’s religious beliefs creates additional health and safety risks in the workplace. As an employer, you must consider both the health and safety of all your employees and their right to practice their religion in the way they choose.

When considering the impact of an accommodation on health and safety, the employer needs to look at the extent of the risk and identify anyone who would bear that risk. Then this risk must be balanced against employees’ rights to participate fully in the workplace. The goal is not absolute safety, but reasonable safety, and a health-and- safety rule can be adapted to accommodate a religious belief.

If the risk is borne entirely by the employee asking for the accommodation, then a higher degree of risk is acceptable. However, the employer must fully inform the employee of the nature of the risk, so that the employee can decide whether to accept that risk.

For example, an employee who wears a turban may be excused from wearing a hard hat in the workplace. In this case, the employee has a higher risk of injury, but the risk is the employee’s alone. Where the risk affects other employees or customers, much less risk is acceptable. As the employer, you must assess the risk to others caused by accommodation and then decide whether this risk would cause undue hardship. If so, you should be prepared to provide objective evidence that the accommodation presents an unreasonable risk.

Before you commit to an accommodation, it’s best to consult with the Workers Compensation Board (WCB).

Adapted from http://www.chrc-ccdp.ca/preventing_discrimination/page10-en.asp#34 Commission Scolaire de Chambly v Bergevin, (1994) 3 S.C.R 525, 94 CLLC 17,203

Resources

There are a number of organizations in BC and at the national level that can help non- profit organizations connect to multicultural and immigrant communities. Use the resources below to start exploring ways your organization can start building relationships and mutually rewarding partnerships with this community.

BC provincial immigrant resources

Websites Description

Looking Ahead An online resource guide for employers on (lookingahead.bc.ca) recruiting, retaining and training foreign-trained workers. Includes links to a directory of multicultural organizations in BC.

Community Living BC Community Living BC (CLBC) is a BC Crown (communityliving.bc.ca) agency that funds community-based supports and services for eligible adults with developmental disabilities, creates policy to meet needs, determines eligibility for supports, and is the contact for families and adults when applying for services.

WelcomeBC (welcomebc.ca) List of all community services for newcomers – Citizenship and Immigration Canada website provides a directory of immigrant-serving agencies/services (including language training and assessment) for newcomers to Canada, with links to provincial, territorial and local services.

The International Credential A provincially-mandated assessment service that Evaluation Service (bcit.ca/ices) evaluates credentials obtained in other countries.

Directory of Post-secondary Visit the Ministry of Advanced Education and Institutions (aved.gov.bc.ca) Labour Market Development website. From the menu on the left, select For Students and scroll down to Post-secondary Institutions Overview.

StepUp BC – Attract and Hire Immigrants 35

ESL Courses & Employment For a Directory of ESL programs in BC, visit the Programs in B.C. (elsanet.org) English Language Services for Adults (ELSA) website and select and find ELSA Schools in BC.

National immigrant resources

Websites Description

National Occupational Occupational information to help workers to Classification (hrsdc.gc.ca/noc) understand job requirements and employers to write job descriptions.

Hire Immigrants Provides information on practical strategies for (hireimmigrants.ca) recruiting and retaining skilled immigrants, including employer success stories and tips on creating a culturally diverse workplace.

Directory of Regulated An online directory from the Canadian Occupations (cicic.ca) Information Centre for International Credentials.

Integration Net (integration-net.ca) Provides a list of organizations and programs designed to support the training and employment of internationally trained skilled workers. Scroll down to Links and search by province or category.

Languages Canada Provides a list of ESL programs at universities (languagescanada.ca) and colleges across Canada. Select Approved Programs from the menu on the left, and search by city or province.

Language Canada A directory of post-secondary and private (langcanada.ca) training organizations offering English as a Second Language training. Searchable by province. Hosted by the Canadian Association of Second Language Teachers.

General resources StepUp BC – Attract and Hire Immigrants 37

Websites Description

Job Bank — Service Canada’s one-stop job listing website, the Job Bank connects Canada job seekers and employers online, at no charge. (Pan-Canadian) (jobbank.gc.ca)

MOSAIC Provides a variety of programs and services to help (mosaicbc.com) immigrants, including assistance for employers looking for qualified employees. Click on Programs & Services and select Employer Information.

S.U.C.C.E.S.S. Offers bridging, employment and language training programs Employment Services to assist immigrants in entering the workforce. Select (successbc.ca) Organization on the left, click on Social Service, and Employment Services.

Immigrant The Immigrant Employment Council of British Columbia (IEC- Employment Council BC) is a provincial non-government organization that of British Columbia stimulates the integration of skilled immigrant talent into the (iecbc.ca) province’s workforce by fostering solutions, building connections and being a champion to help employers attract and retain skilled immigrant talent.

BC Internationally The BC Internationally Trained Professionals Network Trained Professionals (BCITP Net) is a partnership of internationally trained Network (bcitp.net) professionals from around the province, working cooperatively to improve access to meaningful employment for all immigrant professionals in BC. Also provides a list of ethnic support groups and associations at http://www.bcitp.net/associations.

Tanenbaum Provides religious facts about diverse religious beliefs for Workplace Resources employers. (http://bit.ly/1eBFw4K)

Sikh Next Door Provides employers with resources for understanding the (sikhnextdoor.org) Sikh religion. 38

Kwintessential Provides quizzes and assessments for testing your cultural (http://bit.ly/Mmfewk) awareness.

Plain language A non-profit website that provides plain language resources (plainlanguagenetwor to promote for clear communication in any language. k.org)

StepUp BC – Attract and Hire Immigrants 39

About StepUp BC

The non-profit sector contributes as much to this province as traditional sectors such as construction, mining and agriculture—and its greatest resource is its people.

StepUp BC supports British Columbia’s non-profit sector in finding creative solutions for attracting, retaining and developing the talent it needs to thrive.

We focus on six key areas:

Developing existing talent. We provide a range of strategies to help non-profit organizations maximize their existing talent.

Recruiting new talent. We help potential candidates see the exciting opportunities a career in the non-profit sector offers.

Preparing for leadership succession. We provide guidance on formal succession planning and long-term sustainability.

Increasing workforce diversity. We support improved representation through greater gender, age, ethnic and cultural diversity.

Ensuring employee satisfaction. We promote the appreciation, recognition and development of varied skill sets.

Telling a new story. We’re changing perceptions by spotlighting the non-profit sector as a catalyst for revitalization and growth.

Whether you are leading a non-profit organization, working for one or considering the non-profit sector as a career choice, StepUp BC can connect you to the tools and information you need to succeed.

Learn more at StepUpBC.ca

Funding provided through the Canada-British Columbia Labour Market Development Agreement