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Enhancing Global Workplace Communications
Friday, November 6, 2015
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Does Your Organization Have a Language Strategy? by Lorelei Carobolante
What happens when leaders of
global organizations don’t pay enough attention to language and workplace
communication skills when hiring, training, assessing, promoting and relocating
employees? As organizations are discovering, having English proficiency requirements
are important but aren’t enough. To develop both native and nonnative English
speakers, language and intercultural effectiveness cannot be underestimated or
left to chance.
As organizations increasingly
develop internationally, every organization must be able to leverage talent,
expertise, creativity, and relationships from multiple geographical areas,
cultures, and languages.
Ignoring the influence of English
and cultural differences leads to miscommunication, lost sales, missed goals,
conflict, friction, and loss of team collaboration across country borders and
cultures. Organizational competitiveness and employee engagement can suffer as
a result.
Leaders often aren’t aware of
their vulnerability because language proficiency, perceptions of accents and
cultural challenges often go unrecognized. In fact, many leaders and teams have
language and cultural blind areas. Some fail to recognize the subtle yet
crucial differences between native and nonnative English speakers, especially
when everyone seems to speak a proficient level of the same language, for
example, English.
A 2013 study by the British
Council estimated that nonnative English speakers outnumber native speakers by
a ratio of 4:1 worldwide, projecting it to continue growing. Yet, native and
nonnative English speakers from different countries and cultures use English
differently, often without realizing it. Native English speakers intuitively
integrate their culture into the language (through idioms, local expressions
and cultural presumptions) while nonnative English speakers use English as a
culturally-neutral communication tool.
When I
first read George Bernard Shaw's statement, "The single biggest problem in communication is the illusion that it
has taken place," I thought
of how different versions of English are used in workplace contexts. Imagine a
meeting with native English speakers from the UK and US, and four nonnative
speakers from primarily nonnative English speaking countries/cultures. All
meeting participants have advanced levels of English proficiency. After initial
discussion, the native US English speaker asks the native UK English speaker,
"Should we table this phase of the project?" The two colleagues do
not recognize that the same idiomatic expression has the opposite meaning in
the US and UK (e.g., US English version: postpone indefinitely; UK English
version: prioritize the phase). And, since furniture [table] isn't part of the
discussion, the nonnative English speakers may be confused or ignore the
question if the native speakers don't clarify it. In this simple example, could
the meeting end with an illusion that the communication has taken place?
Today's
workplaces are often linguistically and culturally diverse. In spite of the
reality of global connectivity, few organizations have an explicit language
strategy that is designed for measuring and improving communication for
nonnative and native
English speakers, developing talent, and fostering both local and international
employee engagement.
With attention to a language and
cultural strategy, leaders in any organization can acquire and grow the talent
needed to compete both globally and locally. Smart leaders align their strategy
with their overarching priorities. They recognize that nonnative and native
English speakers use English differently, and turn language vulnerability into
competitive workplace communication strengths.
What’s in
a Language Strategy?
In a September 2014 Harvard Business Review article, authors Tsedal Neeley and Robert S. Kaplan urge leaders to implement an effective language strategy (https://hbr.org/2014/09/whats-your-language-strategy).
In a September 2014 Harvard Business Review article, authors Tsedal Neeley and Robert S. Kaplan urge leaders to implement an effective language strategy (https://hbr.org/2014/09/whats-your-language-strategy).
Language
is a vital link in any global talent management strategy. Even if the company
doesn’t adopt a common language (a lingua
franca) such as English, you need to be able to evaluate language
proficiency and workplace communication effectiveness if you want to grow and
develop the best people, ameliorate the gaps between native and nonnative
language speakers, and strengthen performance.
There are four areas suggested by
the authors as significant for both HR and senior managers, which seem to be
relevant for years to come:
1.
Hiring and Training
Be aware of language blind areas. A high degree of fluency – either in a common global language, such as English, or the local one – can influence assessment of a candidate’s skills, growth potential, knowledge of markets, employee engagement and team performance. Don’t be fooled.
Be aware of language blind areas. A high degree of fluency – either in a common global language, such as English, or the local one – can influence assessment of a candidate’s skills, growth potential, knowledge of markets, employee engagement and team performance. Don’t be fooled.
To be sure you are hiring the best
people – and not just the more fluent ones – be prepared to accept some
language limitations, use fair and valid assessments, and provide training. If
proficiency and speech clarity is fairly and reliably measured, you can always
improve language communication skills through professional development courses
and coaching, either individually, in groups, and online.
2. Assessing Talent Accurately
Language agility does not necessarily equal high performance. Use of 360 degree feedback methods will reveal a lot about workplace performance. Otherwise, it’s too easy to confuse fluency in English (or another language) with what appears to be high level management and client or customer relations skills.
Language agility does not necessarily equal high performance. Use of 360 degree feedback methods will reveal a lot about workplace performance. Otherwise, it’s too easy to confuse fluency in English (or another language) with what appears to be high level management and client or customer relations skills.
Without an effective, inclusive
language strategy in place, managers tend to perceive performance issues as
deficits rather than simple lack of language proficiency, speech clarity and
associated skills. They can inadvertently undermine an individual’s and team's
performance. Language issues can cause talented and engaged professionals to
underperform and even withdraw.
Nonnative English speakers, when
overlooked by native speakers, experience a substantial loss of power,
confidence, credibility and status. This can be avoided by a language strategy
that includes addressing levels of language proficiency, accent clarity and
intercultural communication across nonnative and native speakers.
3.
Intercultural Training
Language training is important, but language proficiency does not equal intercultural communication effectiveness. Many problems are caused by lack of cultural understanding or perceptions of accents. Most organizations are globally diverse, with a mix of cultures and divergent norms, expectations, and practices.
Language training is important, but language proficiency does not equal intercultural communication effectiveness. Many problems are caused by lack of cultural understanding or perceptions of accents. Most organizations are globally diverse, with a mix of cultures and divergent norms, expectations, and practices.
Intercultural communication
training should be embedded inside of language development courses as well as
throughout the entire organization. Senior leaders and other professionals need
to model expectations of intercultural fluency, and not just HR staff. Managers
need to adapt management styles to effectively and inclusively communicate
across multiple cultures simultaneously.
4.
Managing Intercultural Communication
A language strategy must also include developing and implementing standards for communication across the entire organization. A lot of time is wasted when individuals aren’t conscious of potential misunderstanding when they speak in meetings, write emails, participate in calls, and apply directives.
A language strategy must also include developing and implementing standards for communication across the entire organization. A lot of time is wasted when individuals aren’t conscious of potential misunderstanding when they speak in meetings, write emails, participate in calls, and apply directives.
Managers can improve meetings by
acting as facilitators and clarifying multicultural language issues, such as
avoiding or facilitating idiomatic or local expressions to foster understanding
for all participants. They can encourage nonnative and native English speakers
to participate more collaboratively, ensuring a diversity of ideas and
strengthening engagement.
In today’s global organizations,
no matter the industry, the size, or country of origin, no one is immune to
language and cultural challenges. With a language strategy in place, you and
your organization will be prepared to avoid the vulnerabilities and strengthen your
competitiveness and sustainability.
Your organization may already
provide language testing, assessments, training and cultural diversity
programs, but do they align with a comprehensive global language strategy that
leverages the benefits of diversity and inclusion to develop language as a
source of competitiveness?
Contact: Lorelei Carobolante at loreleic@g2nd.com
www.g2nd.com
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