Diversity Executive - November 2008 - (Page 54)

Overcoming Language Differences With one of every two new workers born outside the U.S., the workforce looks quite a bit different than it did a decade ago, and these changes will be even more dramatic in coming decades. Recent projections estimate that by 2050, 19 percent of the U.S. population will have been born in another country, as compared to 12 percent of the current population. To complicate matters, it’s a constant struggle for employers to engage the more than two-thirds of their workforces that are statistically either unengaged or actively disengaged — a struggle that is significantly more difficult when employees don’t speak English. Some 46 percent of foreign-born workers are classified as limited English proficient (LEP), meaning they have sufficient difficulty speaking, reading, writing or understanding English, and that number is even more dramatic for low-wage workers, at 62 percent. In addition to inefficiency, increasing likelihood of accidents and a lack of internal promotions, the language gap at work often leads to low morale, as well as low engagement among minority-language speakers. If criteria for engagement, as Gallup suggests, include frequently receiving praise, understanding expectations, having a supervisor who cares, encourages employee development and makes his or her direct reports feel their opinions count, the lack of a common language makes it especially tough to engage LEP workers. Recognizing the changing demographics at Rapid Displays, a privately owned Chicago-based company that produces temporary and permanent displays for marketing and retail programs, the HR director attended a one-day Survival Spanish for Manufacturing workshop in 2006. Soon after, she contacted Workforce Language Services, the company that delivered the training, to discuss onsite English as a second language classes for her Spanish-speaking employees. With a large Latino workforce and English-dominant management, the lack of clear communication was hindering productivity. Workforce Language Services sent an English instructor to the facility to assess trainees’ English levels and to shadow them to get a better sense of what would need to be addressed in class. In addition to using a manufacturing English curriculum, job-related packing slips and companyspecific language were incorporated into the course to ensure relevance. Upon completion of the course, trainees gathered for most powerful accelerator to generate new ideas, create innovative solutions, execute organizational strategies and engage everyone in the process. Further, they are working in tandem to achieve that competitive advantage. In 2000, Joel Barker, futurist, author and ﬁlmmaker of “Wealth Innovation and Diversity,” provided some of the ﬁrst proof of this premise. His research demonstrated that diversity is directly connected to innovation, and innovation to the creation of new wealth. He noted that the beneﬁts come from enlisting the power of the other in a new kind of mutualistic collaboration. Barker presents a compelling business case for leaders to make the art of putting differences to work a top organizational priority. “Societies and organizations that most creatively incorporate diversity will reap the rewards of innovation, growth, wealth and progress,” he said. He names measurable beneﬁts and new kinds of wealth, such as the wealth of sustainability, reduced risk, predictability and innovation, in addition to economic wealth. Diversity is the essential ingredient, and real value lies at the intersection of differences. Barker calls this the “verge” of differences, where something special happens to trigger new ideas, new partnerships and new collaborations that spawn innovation, big and small. To capitalize on employees’ differences, organizations must have a broad view of diversity and consciously elevate the importance of people. This expanded view of diversity invites individuals to likewise expand their views of themselves and others, and recognize and appreciate differences in thinking styles, problem-solving approaches, experiences, competencies, work habits and management styles, ethnic origins, cultural backgrounds, religions and generational insight. All of those individual differences give each person a unique perspective from which to draw — and which the host organization can potentially leverage. Diversity leaders must facilitate collaboration by learning how, when and where to tap into the diverse insight, wisdom and new thinking to solve problems, create new products and services, and build stronger communities with beneﬁts for everyone. Taking Collaboration to a New Level Courageous organizational leaders have found promising ways to foster collaboration and increase the possibilities for connection, innovation and even personal growth and development. Some use technology to break down barriers, and others communicate directly and personally with employees and customers, and enjoy big returns. But it takes effort to put differences to work and boost business success. Here are three action-directed ideas: 1. Enable rich communication. Leaders can begin by overcoming three common mistakes that inhibit communication: • Talk with people instead of at them. Leaders likely 54 Diversity Executive | www.diversity-executive.com | November/December 2008 http://www.diversity-executive.com

Table of Contents Feed for the Digital Edition of Diversity Executive - November 2008

Diversity Executive - November 2008 Editor’s Letter Contents Leadership Connections Guest Editorial Diversity Executive Online Middle Management Roadblock ‘Hidden Winds’ Hinder Progress The Domino Effect Supplier Partnerships Unlock Economic Opportunities Measuring Diversity Special Section: Who’s Who in Diversity and Inclusion Dimensions of Difference Overcoming Language Diff erences Business Intelligence: Combating Subtle Discrimination Case Study: Shifting Diversity Into Overdrive Advertisers’ Index Editorial Resources Strategies

Diversity Executive - November 2008

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