Overcoming Barriers: How to Build Inclusive Workplaces for New Canadians

The government of Canada is on track to reach its goal of welcoming 500,000 new Canadians by 2025.

The Newcomer Perspective, research conducted by IPSOS and the Institute for Canadian Citizenship, revealed that while most new Canadians say Canada meets or exceeds their expectations as a country where they feel welcomed, only 31% say they feel very welcomed in Canadian workplaces.

Many workplaces are still learning how to create safe and inclusive cultures that recognize the distinct needs of all employees. The first step is simple: talk to people.

Understand the unique needs of your employees

In a recent episode of the Small Biz Safety podcast, WSPS consultant Bill Chen shared his observations of the challenges and barriers that leaders must consider when implementing health and safety and DEI policies and programs. His first tip was to talk to individual employees. While it seems obvious, this step is often overlooked.

Chen says leaders can “Find out more. Talk to the individual to make a connection and understand what they need to feel more comfortable.” Most importantly, he says these conversations will reveal what they need to help them understand training and orientation to stay healthy and safe on the job.

Address language barriers

“Language is a linguistic limitation that creates confusion or prevents comprehension.” He notes that health and safety information is often laden with jargon and acronyms. He suggests using clear, simple language and visuals to make training more vivid and effective. He also recommends translation technology and AI but cautions that leaders should be mindful of their limitations.

[WSPS has developed a variety of multilingual resources to support the high-risk agriculture and manufacturing sectors. The resources, available in languages identified by industry stakeholders, include tips and short videos to address hazards that can cause serious harm.]

Cultural Differences in the Workplace

Cultural differences are more nuanced and can create barriers in less obvious ways. “The workplace is made up of people with different backgrounds, beliefs, values, ethnicities, races, religions, genders, ages and sexual orientations,” says Chen. In North America, eye contact is expected and indicates attentiveness. In some cultures, it is viewed as aggressive, intimidating, or even rude.”

He shares other examples of behaviours we Canadians give little thought to that can be misconstrued, such as the amount of personal space that is acceptable, gestures like pointing or giving the thumbs up, and the way we greet one another. “Greeting a co-worker with a kiss on the cheek may be conventional in Spain or France, but in North America, we give a handshake and minimize contact,” he says.

Even collaboration can be difficult. “Some find it challenging to understand the concept of working together because working independently is highly valued in their culture.”

Chen says it is important for supervisors to be properly trained to support employees and stresses that they must follow up after training to ensure that workers understand expectations and how to stay safe on the job.

[Learn more about Chen’s observations and recommendations by listening to episode #35 of the Small Biz Safety podcast]

Overcoming Unconscious Bias

Renata Hall, Manager of the Inclusion and Anti-Racism Education Program at the Equity and Inclusion Office at McMaster University agrees that there are many “covert barriers” in the workplace, including unconscious bias.

Unconscious bias occurs when people make judgements based on societal stereotypes or lived experiences that are influenced by gender, race or other factors.

Hall suggests these steps to mitigate the risk of unconscious bias and recommends that action start with the leadership team.

• Educate managers and supervisors on how to recognize and unpack their unconscious biases.
• Support managers and supervisors as they replace biased beliefs. Like Chen, she advocates that leaders start within the community they seek to understand and collect “experiential data” from employees.
• Encourage managers and supervisors to evaluate their interpersonal relationships with employees, how the team interacts, and how work is assigned and evaluated.
• Review organizational policies and procedures and consider whether they exclude any individuals or employee groups.
• Provide safe channels for anonymous and confidential reporting, feedback and conflict resolution.

[For more tips, see: Is unconscious bias impacting your workplace? 5 steps to foster inclusivity]

Supporting the mental health of new Canadian employees

If newcomers don’t feel welcome and their needs aren’t understood, they can experience mental health issues which can exacerbate challenges. In the post Do New Canadians Feel Psychologically Safe in Your Workplace, Michael Cooper of Mental Health Research Canada (MHRC)shares insights gleaned from the research they’ve conducted to understand the lived experiences and perceptions of new Canadians, how organizations can support their mental health, and accommodations that are needed to keep them healthy and safe.

MHRC’s research reveals that nearly 30% of newcomers who have lived in Canada for six to 15 years say they experience moderate to severe anxiety and depression. They also feel a high degree of isolation but are reticent to reach out for help. They are 2.5 times less likely to reach out for mental health support than their Canadian-born counterparts.

However, Cooper suggests these statistics can be improved with some simple steps:

• Reinforce and demonstrate the importance of psychological safety in your workplace.
• Don’t take anything for granted regarding newcomer employees’ understanding of mental health and psychological safety, and make every effort to understand perceptions, needs and concerns.
• Take a person-first approach to performance management.
• Regularly remind employees about available support and resources and how to access them.

Consistency is key

To truly feel welcomed and safe, employees must experience your commitment to diversity and inclusion at every stage of their employment relationship with you -- from the moment they read the job ad, through interviewing, hiring, training, performance discussions and social occasions.

Commitment to inclusion must live at all levels of the organization, so be sure to provide the necessary training and support to supervisors, managers and other leaders so they can positively influence the employee experience. And remember, talking to employees early and often is essential to deepen understanding and foster connection.

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