Hey, where did my job go? Employee terminations in a brave new world

Hey, where did my job go? Employee terminations in a brave new world

Marie Gervais, Global Leadership Associates www.global-leadership.ca

What happened to my job?

It has become standard practice in industry and most organizations, regardless of the size, to layoff or terminate employees as quickly as possible. An engineer friend of mine was worrying out loud about job security the other day. She works at a large construction company with a team of 15 engineers on at site that will be active for the next three years. Two weeks ago eight of their team were called into a meeting and given 20 minutes to clear out their workspaces and leave the building escorted by security guards. Last week the same thing happened to five of the remaining team members. There are now only two engineers left from the original team and she has been spending her evenings redoing her resume and looking for her next gig.

Most news-worthy manufacturing stories in Canada over the past two years have involved employees arriving at work to a lock out and being handed termination letters at the door. Six months ago, an HR manager I know was given no notice about a plant closure and came to work one morning to deal with 300 employees who were told they could transfer to another part of the province or lose their jobs, and 500 who were simply met at the door with termination notes. She told me that for the first half hour she feared for her life, and if it were not for the fact that the employees held her in high esteem, she might not have left that situation in the same health as when she had arrived that morning.

A couple of people I know who work in health care administration experienced the same fate when someone they did not know met them at the office with a termination note and supervised them packing up their offices. Computers had all been confiscated and phones disconnected the night before. Same story for a couple more people I know who worked for small not for profit organizations.

I asked a few of the people who told me these stories why this “instant termination without notice” procedure seems to have become standard. The answer was, “Companies need to be protected from angry employees who sabotage, sue and vandalize when they are terminated.” I can understand that.

But somewhere in another universe there is a host of leadership and managerial best selling material that tells managers to give people as much notice as possible for change, to engage employees in decision making regarding team needs and to motivate workers with the knowledge that their jobs will be protected because the company has their best interests in mind. I have a nephew with a disability who works with a window manufacturing company. Last week the HR department called his work team into a meeting to tell them that there was bad news and good news.  The company was losing profit but they had a plan. Employees would sign up for and qualify for one day of unemployment insurance a week, they would work four days and have a three-day weekend but receive most of their original salary. The change involved losing 25% of their wages for one day a week, and getting a day off with pay versus having several employees lose their jobs entirely. HR told them this was considered a temporary measure that would change if the company profits rose but that they should be realistic and understand that if the market got worse, things might go in another direction.  Even though the news brought a sense of foreboding, my nephew was relieved about this arrangement and told me that he thinks he is working for a “great” company. He asked if we need any window work done that he could set up for us because he really wanted the company to make a profit.

I’m confused about all these conflicting messages. Is the situation really such that employees need to be treated as disposable? This instant dismissal with (or without) security guards seems devastating and heartless to me. How do we reconcile this so-called standard practice with all the leadership literature recommendations for a democratic and humane work environment? Can somebody explain this to me?

 

 

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Culturally “Awesome” Reflections #1: New York

Culturally “Awesome” Reflections #1: New York

Marie Gervais, PhD. Director www.global-leadership.ca

Business People Walking on Sidewalk, New York City

 

 

In reflecting on the past year’s work, some very wonderful intercultural experiences that have happened over the years came unbidden to my mind. I thought they might inspire others as much as they have me, so I decided to share them in a few posts. Here is the first one about cross-cultural exchanges in New York.

Not so long ago I was in New York for a conference at Columbia University and regularly took the subway to get back and forth. Almost every day I was touched by the kindness of New Yorkers who went out of their way to be helpful to others. One day in particular stands out in my mind. It started with me buying tickets for the subway in the early morning. One man bought his tickets and then turned to a homeless man who was sitting on the curb near the ticket dispenser and handed him a day pass for the train. “You might like to have some mobility today brother, here you go”, said the man as he casually handed over the ticket, smiled and kept on walking towards his destination. It struck me that New York had really changed since 9/11 and that perhaps disaster has some positive after effects. Continue reading “Culturally “Awesome” Reflections #1: New York” »

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Kijiji Cultural Adventures

Kijiji cultural adventures

Marie Gervais, PhD. www.global-leadership.ca

Buying and selling on Kijiji can be a cross cultural adventure!

If you are interested in meeting people from a variety of cultures and don’t want to leave the comfort of your home, I have a solution for you: Kijiji. Sell anything on the online free web service and a variety of interesting people with very interesting stories about why they want to buy your stuff will contribute to your intercultural education. Let me tell you how I got started on this adventure myself. Continue reading “Kijiji Cultural Adventures” »

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Checking the cultural pulse: is it healthy?

Checking the cultural pulse: is it healthy?
Marie Gervais, PhD., Global Leadership Associates Inc. www.global-leadership.ca mgervais@global-leadership.ca

Checking the cultural pulse



Last week I was conducting a workshop on (surprise) the topic of intercultural competency. I used a vignette I have used several times previously with the intention of bringing out the link between values and cultural context. Here is the vignette:
Imagine that you and a friend are driving in a car together and your friend is going too fast. At one point he stops suddenly, causing an accident. As the police are on their way to the car your friend asks you to say that the car was not driving too fast because he does not want to be in trouble with the law. What would you do? Continue reading “Checking the cultural pulse: is it healthy?” »

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English Language and Locale Protocols for Business

 

English Language and Locale Protocols for Business

Information compiled by Mithun Dutt, Solution Developper, Calgary, Alberta

Knowing how to speak English alone is not enough to save you from language and protocol issues when you move from one English speaking country to another. What is the difference between British English and Canadian English words and phrases when doing business? What spellings do you use in thank you cards or on websites? Is it Favour or Favor? Colour or Color?

Most people use MS Word for their word processing documents. You can change language and locale when creating or editing a document in MS Word. (In computing, locale is a set of parameters that defines the user’s language, country and any special variant preferences that the user wants to see in their user interface. Usually a locale identifier consists of at least a language identifier and a region identifier. See: http://en.wikipedia.org/wiki/Locale)

If you are interested in the locales, here is a link to all the standard locales: http://msdn.microsoft.com/en-us/goglobal/bb964664

If you want to change the default language in Word 2003 here is the link http://www.lizjamieson.co.uk/32/how-to-set-the-uk-dictionary-as-default-spellchecker-in-microsoft-word-2003/.

For Word 2007: http://www.lizjamieson.co.uk/45/how-to-set-the-default-language-dictionary-on-microsoft-word-2007/

For Word 2010: http://smalltech-tips.blogspot.com/2011/01/how-to-change-default-dictionary-in.html

Globalization and localization of websites is another story. If you want to read more you can Google “Globalization and localization of websites”.

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Mexican Mennonites and schools in Brooks Alberta

Mexican Mennonites and schools in Brooks Alberta

Marie Gervais, PhD, Director, Global Leadership Associates Inc. www.global-leadership.ca

Fall landscape Alberta

I had a very interesting week in Brooks, Southern Alberta, training teachers on intercultural competency and English language learning for newcomers. Many of the problems teachers face in Brooks are similar to teachers in other areas in the province; a steady stream of newcomer students requiring help with English as an additional language, parents’ and teachers’ unrealistic expectations about achievement levels before academic language in each subject reaches proficiency (it takes between 5-7 years for academic English to parallel conversational English for newcomer students), problems of family adjustment and culture shock. Just when teachers get used to working with newcomers from one country, say Sudan, a wave of newcomers from Columbia and Vietnam bring new baffling behaviors to consider and teachers are not sure what to do.

We had an excellent time together, and these dedicated educators, administrators and support staff were quite adept at finding and identifying cultural cues and practicing strategies to support literacy and English language proficiency learning in a variety of subject matters. But what I learned in the process was just as significant. It was an introduction to the phenomenon of Mexican Mennonites in Southern Alberta. Apparently some 100 years ago Mennonites fleeing persecution in Germany and Eastern European countries came to settle here and also in Mexico. Canadian Mennonites went to Mexico as well. For many years there has been an ongoing Mennonite migration and back and forth travel between Mexico and Southern Alberta with Mennonites of orthodox communities leaving Canada for Mexico for months at a time, with or without their children. Children are registered in so-called home schooling programs so that they can be taken out of school after grade 5 without reprisal. The home schooling does not actually exist so these children miss out entirely on their education. The children work on farms, or they wait for their parents to come back from extended visits to Mexico with very little to do. Social problems are more and more common, but they are kept quiet within the cloistered Mennonite colonies.

Imagine teaching a class where your Mennonite students are absent for three to six months of the year, your Chinese students are sent home every second year to stay with relatives and keep up their Chinese and your East Indian students go for three months of holidays to visit their relatives. As African families become re-united you receive children from the same family, but  all kinds of interrupted schooling, no school experience and/or war torn traumas to overcome; even speaking languages at home that other family members cannot understand because they have all been separated in different countries or refugee camps. At any given moment you can be missing a third to half of your students, and new students come all the time with all these extremes of experience and more. Somehow you have to get them all ready to write diploma exams upon which your school is ranked against other schools in the province with schools who have more stable student populations or who may be speaking English as their first language.

Then to top it all off, your Mennonite students whose parents are off in Mexico decide to come to school anyway because they are bored and miss their friends, but they refuse to learn because “technically” they aren’t registered! Oh and did I say that a number of these same Mennonite travellers are part of drug rings that bring so many illegal drugs into the area that the Medicine Hat police have to spend over half their time and resources in Brooks dealing with the repercussions? I conduct workshops for schools all around the province and there is very little I haven’t hear of or seen. But the Mexican Mennonite situation sounded so fantastic I had some trouble believing it.

When I returned home I went straight to google and discovered literally hundreds of documented and researched pieces about the Brooks area, Manitoba and Ontario Mexican Mennonites. I decided to do a proper research piece and post it once I have digested everything.  But I had to write a about it now while it is all still so fresh in my mind. When I think about how hard it was for the first pioneers to get schools up and running and to have all children registered in school, it seems incredible to me that the Alberta Ministry of Education and the School Boards in this day and age would allow this kind of educational evasion. I’m also incredulous that there has not been a more dedicated effort to pin down and clean up the drug traffic problems connected to this transmigration phenomenon. Several of the documents I found online were from Mennonite newsletters deploring the drug issues in the community.

One of the skills I teach in the intercultural competency workshops is how to distinguish between healthy and unhealthy cultural behaviors. In this case there are unhealthy behaviors on many sides; those perpetrating the problems, those tolerating them and those who in a position of authority, chose to ignore the consequences of doing nothing to solve them.

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Canadian Immigration: An historical overview

Canadian Immigration: A historical overview

Marie Gervais, PhD. Director Global Leadership Associates Inc

www.global-leadership.ca

immigration has always been tied to economics

The history of Canadian immigration can be divided into 9 parts:

1. Pre-European Settlement;

2. 1600 to the Conquest of New France;

3. 1760 to the War of 1812;

4. 1815 to the “Opening of the West”;

5. 1880 to World War I;

6. Between the Wars;

7. End of World War II to 1967;

8. Since 1968: The “Merit Point System” and

9. Since 2009: Beyond the point system.

Each of these time periods had both an emphasis on economic development through immigration and a restriction on immigration as majority groups perceived various groups as threatening. Continue reading “Canadian Immigration: An historical overview” »

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The difference between cultural and intercultural competence

The Difference Between Cultural and Intercultural Comptence

Marie Gervais, PhD., Global Leadership Associates Inc. www.global-leadership.ca

Intercultural competency

What is the difference between cultural and intercultural  competency?

Cultural competency means you know your own group and you are a good connector within your own group. You can know lots about your own culture and be very good with interpersonal skills in your cultural setting and still not be inter-culturally competent. You are culturally competent when you are aware of and know how to use the cultural information about your own group that others may not be aware of. Culturally competent people are good bonders. Continue reading “The difference between cultural and intercultural competence” »

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Business for Immigrant Entrepreneurs: Canadian protocols

First Impressions in Business for Immigrant Entrepreneurs: What Canadians are Looking For

Marie Gervais, Global Leadership Associates Inc. www.global-leadership.ca

Canadian business protocol

 

There are some expected cultural business norms in Canada with regard to informal meetings, phone manners, email, social media and follow up. If you want to succeed in business in Canada, it is best to follow these norms to give the best first impression possible. Of course when you know someone well, the relationship will be less formal. Continue reading “Business for Immigrant Entrepreneurs: Canadian protocols” »

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The myth of ‘old school’ management

The myth of “old school” management

Marie Gervais, PhD. Director Global Leadership Associates Inc

www.global-leadership.ca

Manager yelling

It always irritates me when I hear people excuse a manager’s poor performance by saying “don’t worry about (insert name of bad manager here), he/she is ‘old school’”. What does that really mean when someone describes a decision maker as ‘old school’? My initial list isn’t very complimentary: general behaviors would be problems with anger management, poor communication skills, bullying, yelling, harassing employees, refusing to deal with issues such as prejudice, sexism and inequity (or even actively promoting them for kickback), ineffective conflict resolution, silencing messengers, and no allowance for input or feedback. Think about it – is there any “school” that would teach these vices? Continue reading “The myth of ‘old school’ management” »

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