Primary article #3 – PeopleTalk fall 2006
Discover how B.C. rates in integrating a foreign-trained job force.
BY FARAH KOTADIA
Although British Columbians can proclaim themselves part of a multicultural society that embraces diversity and celebrates differences, we still have a long way to go to ensure that immigrants feel fully integrated into Canadian culture. Whether foreign workers come to Canada to build a better life for themselves and their families or to launch a business venture, they face cultural insensitivity, wage discrimination, and ignorance of their customs and beliefs.
With misperceptions and unrealistic expectations from both immigrants and B.C. organizations, how do we, as employers, manage cultural differences and enable individuals to integrate into our society? “Not very well, in general,” says Godwin Eni, president of the Vancouver Multicultural Society, “due to a lack of cultural sensitivity in the workplace, especially in jobs that are mostly technical in nature.” This same phenomenon occurs in service jobs, adds Eni, who also serves as vice-president of the Affiliation of Multicultural Societies and Service Agencies of B.C.
Anand Kishore, manager of career services at Surrey Delta Immigrant Services Society, agrees. “In my experience, we are not able to handle the cultural differences in the community. There seems to be a lack of information about various cultures. Ignorance affects behaviour.”
Skilled immigrants face closed-door restrictions
Immigrants with professional qualifications usually have high expectations that they will easily obtain a job in Canada similar to the one they held in their home countries, says Eni. However, such beliefs quickly dissipate to low expectations, he adds, when they encounter the closed-door “gatekeeping” functions of the professions and occupations, he adds.
Meanwhile, organizations such as the B.C. Internationally Trained Professionals Network and International Credential Evaluation Service are working towards official recognition of immigrants’ credentials so that better opportunities await them when they arrive. However, until that time, employers in British Columbia might have a difficult task ahead in recruiting and retaining qualified foreign employees. Political pundits might have to scramble to come up with a new plan.
Kishore agrees that when professionally trained immigrants arrive in Canada or B.C., they believe that they will face few challenges in recognizing their skills and qualifications and will find a relatively good position in a fair and equitable workplace. They base such high expectations on information they receive from the Canadian High Commission in their different applicant countries, he says. “There seems to be no coordination from Citizenship and Immigration Canada and the officials at the Canadian High Commission as they lack labour market information. “
B.C. well-positioned to manage cultural differences, says hotel director
Amidst such misunderstandings, Hafeez Merani, director of operations at the Crowne Plaza Hotel Georgia, thinks that British Columbia is well-positioned and prepared to manage cultural differences. “The Canadian road map is built on multiculturalism [and] diversity, allowing B.C., along with the other provinces, to accept differences across cultural boundaries,” he says. “It is the very fabric of the Canadian model that allows new immigrants to feel accepted and part of society.”
In his views, one common misperception among new immigrants before they arrive in B.C. is that the workforce will support their full-time, permanent employment. “New immigrants [soon] discover that due to seasonal [employment] in B.C., coupled with the strong presence of unions, they are often tasked to manage two, if not three, consecutive jobs.”
Therefore, do employers in British Columbia measure up to the job standards and expectations of immigrants? Yes, according to Merani, who previously worked for the Crowne Plaza Hotel in New York, in Times Square and the United Nations, respectively. “Having experienced the New York City workforce, a city as rich [and] diverse with cultures, we do measure up,” he says. “B.C. is a melting pot of new immigrants from across the globe, proof of the Canadian model of pluralism [and] equality.” (His employer, owned by Intercontinental Hotels Group, based out of London and Atlanta, has 3,300 hotels world-wide.) Eni disagrees with British Columbia’s status as a true melting pot, but concedes: “At least we provide some opportunity for immigrants to identify avenues for alternative skilled employment.”
Survival-of-the-fittest mentality rules in U.S.
As for employers, what cultural expectations do those in the United States have that open branches in B.C.? Do they shift their cultural views to include a Canadian approach? “They minimize or ignore the cultural component of the workplace for utilitarian reasons and competitiveness,” says Eni, based on his experience with U.S. colleagues. “Ideologically, Canada and the U.S. are different in this regard. Our policies define us as a society of equity considerations. In the U.S., the survival-of-the-fittest mentality rules. Canada is more culturally aware than the U.S.” Merani, in turn, says: “U.S. employers, though impressed by the Canadian approach, would be reluctant to shift models. There is a certain level of comfort in complacency, and change within the structure of a large organization [can be costly].”
Vancouver work ethic and pace different, says immigrant employer
In one cross-cultural example, immigrants Yasmin Kanani and husband Arif moved from London, Eng. to Vancouver six years ago with their three children. They targeted the city as a new location for the European-based hair salon, Toni & Guy. Kanani says: “Visiting Vancouver and assessing the market was superficially similar to Europe, in the sense that people dressed the same, ate similar foods, spoke the same language etc. However, once we got to working with contractors and hiring staff, we found a lot of cultural differences, not just between Europe and Vancouver, but east-coast- to west-coast Canada.”
She adds: “The pace of life in Vancouver is a lot slower. Working at full capacity was something we assumed would be mutually understood. We had a rude awakening when there was a flurry of snow and most of the staff did not show for work and clients did not keep appointments.” Kanani says there’s a difference in work ethic as well. “It is hard to say if it is a sign of the changing workforce or a cultural difference, but we find that employees are looking for instant gratification and not long-term goals. They work for nine months and want a one-month leave of absence. It’s about what they do next weekend rather than saving for a home or car.”
Farah Kotadia is principal of Action HR Consulting. Contact: farrah@actionhr.com