Ask the Expert: Unlocking Potential: From Underperformer to Asset - http://www.hireimmigrants.ca
In the article, Unlocking Potential: From Underperformer to Asset, we examined a dilemma that many employers face. You hire an internationally educated professional who has the right skills, degree, and workplace experience, but who under performs without explanation. This is where Business Edge, a bridging program at the University of Toronto’s Rotman School of Management, enables and empowers skilled immigrants to move back into jobs where they can fully utilize their skills, education and professional experience. Read the article.
There are also other strategies that employers can implement to assist their immigrant talent in performing better. In this series we are posing questions to HR experts to provide insight into getting the most out of diverse talent.
Assume Sarah’s employer recognized cultural barriers were linked to certain performance issues. What interventions could her employer have made once the poor performance was perceived?
By Sabina Michael, Program Manager, Business Edge
The first step in a situation like Sarah’s is for the manager to provide timely feedback. Too often internationally educated employees such as Sarah receive their first form of real feedback’ in the form of a termination notice. This is too late; and it represents a situation where everyone loses.
Delivering feedback, however, is not a ‘one size fits all’ situation. Managers who work with internationally-educated professionals (IEPs) need to recognize that different cultures understand and perceive feedback very differently.
In Canada, professional settings are often characterized by indirect communication. Thus, if a manager is delivering feedback to an employee from an indirect culture, they might deliver it in a method fairly similar to how they would for a Canadian-born employee.
If, on the other hand, the IEP comes from a culture where the communication is very direct, the employee may struggle with indirect feedback. They may find the ‘feedback sandwich’ difficult to decode, and therefore miss the point completely. A manager should strive to give direct feedback in order to clearly convey the message. Focus on the content of message, rather than on non-verbal cues such as body language, intonation and register in speech.
Further, it is critical to set clear goals and concrete deliverables. Employees are then able to understand and focus on the key deliverables. Managers should allow for frequent check-in meetings to provide employees with the opportunity to clarify questions and review performance. Additional support from a mentor, coach or ‘cultural buddy’ would also be of great help.
The manager and IEP alike should keep the following in mind. Each should strive to increase their understanding of the other person’s perspective before jumping to conclusions. And each should address cultural issues in an open, honest way before they become insurmountable. Sarah’s case is one where everyone loses. Described here is a situation where everyone comes out ahead.
More Resources
Video – Integrating Talent Video– Reward and RecognitionCultural differences can influence the effectiveness of performance feedback in a diverse workplace. The effects of these differences are highlighted in the fourth installment of Integrating Talent, a training video created by TRIEC that follows the fictional experiences of the skilled immigrant Tarek and his employer MetroCan Technologies.
Roadmap – Manage PerformanceIn this section of the Roadmap learn how to set goals, outline expectations and provide regular feedback to help skilled immigrant employees perform effectively.
E-learning course – Performance ManagementThis course examines the role of cultural norms in performance management and leadership.
