In a final touch, Bowa CEO Larry Weinberg has been learning Spanish for the last several years, through weekly tutoring sessions. “And every week he buys lunch for a field crew, during which time he puts his training to use by making every effort to communicate with the Spanish-speaking employees,” Kelly says.
It’s these types of outreach in particular that may build the strongest foundation for a secure, sustainable workforce. After all, it’s not always possible to convince others to do things quite your way. “You can only work on yourself,” PagĂ©s says. “With immigrants, their loyalty lies elsewhere — it’s human nature. They need to experience you as a good person. They need to know you on a human level.”
Immigration Snapshots
- In 1966, the U.S. population was 84% white. In 2006, it was 67% white.
- Immigrants and their U.S.-born offspring have accounted for 55% of the increase in the U.S. population since 1966.
- In 2003, there were 33.5 million foreign-born people in the U.S., or 11.7% of the population. 80% of immigrants were between 18 and 64 years old, compared with 60% of native-born Americans.
- The largest foreign-born populations are in California, New York, Texas, and Florida.
- Since 2000, the fastest-growing foreign-born populations have been in South Carolina, New Hampshire, Tennessee, Arkansas, Delaware, Alabama, Georgia, Nebraska, Kentucky, and North Carolina.
Sources: Pew Hispanic Center, U.S. Census Bureau, Migration Policy Institute, U.S. Hispanic Economy in Transition, 2005.
Doing Due DiligenceThe legal requirements of employing immigrants are “absolutely the same” as those of any employee, says Jack Pinnix, past president of the American Immigration Lawyers Association. “The best practice is to do whatever you do consistently,” for all staff. Basic requirements:
- Have the employee complete a form I-9 within three days of the hire (go to U.S. Citizenship and Immigration Services, www.uscis.gov/files/form/i-9.pdf).
- Verify the documents provided (could be some combination of U.S. or unexpired foreign passport, certificate of naturalization, driver’s license, etc.).
- Complete and sign the “employer” parts of the form as instructed.
Although not required, it’s a good idea to copy and file all documents supplied. “But you have to do this with everyone who works for you, not just if they look Mexican,” says Fernando PagĂ©s Ruiz. “That white guy might be involved in a Mafia forgery ring.”
For specific questions involving foreign workers, consult with an immigration lawyer (find one near you at www.aila.org).
For a closer look at the I-9, see “Good Form” in REMODELING, July 2006.
Cultural CuesMore than the words you say, how you say them can speak volumes to people from other cultures. And what they don’t say can be as important as what they do say. Understanding these distinctions and issues will take you further with your foreign employees and avert common cultural misunderstandings:
- Direct vs. indirect: Whereas Americans tend to get right to the point, most Latinos and Asians are indirect, PagĂ©s says. If they seem to be rambling, they may be trying to make a difficult point indirectly. Focus on the relationship: Greet them by name, show respect for their talents, ask about their families. If you have an issue with them, modulate how you say it. Instead of “That’s not a good idea,” try “That’s a good idea, but I wonder how we might deal with ….”
- Spoken word: Be alert to subtle cues. For instance, saying “yes” may mean they’ve heard you, not that they agree. In Asia, smiling is often a form of apology, and eye contact is infrequent, but not because they’re shifty. In Latin America, pointing is a polite way to emphasize speech — not rude or accusatory.
- Authority and hierarchies: PagĂ©s says that there’s little “power distance” between American workers and bosses. Americans expect dialog and buy-in; our opinions should count. The power distance is much greater in parts of the world where the boss is expected to be strong, decisive, accountable. “You have to be a different kind of boss,” he says. Give precise instructions and dress like the boss. Similarly, don’t upset their hierarchy. Note who speaks for the group, and give that person the most responsibility and money.
Above all, show respect. “Many foreigners were at the top of their game at home,” Pagés says. “Their egos may be shattered just by being here.” If you must correct or admonish them, do it privately. “Your values are always with you,” he explains. “Culture shock is when you realize your culture is missing. Many of your employees may be experiencing that.”
Web ExtrasFor additional content related to this article, including a suggested reading list, visit the January issue of REMODELING online. www.remodelingmagazine.com/extras