Administrative Assistant's Update - sample

OCTOBER 2018 4 people in the organization. She had those relationships because she had been there for 30 years." St. Michael's, which provides cul- tural sensitivity training to employees, offers free language interpretation to patients and food from specific ethno- cultural and religious communities. Francis says her day-to-day practice is to "have an open mind" and "treat everyone fairly." If someone makes an inappropri- ate remark in casual conversation, Francis says she will use "body language" to signal her displeasure, preferring to pull the person aside a few minutes later rather than calling them out publicly. "I say that [re- mark] is not acceptable or proper," she says, recalling one incident in which a colleague used the phrase "Indian giver." She says her colleague was quick to apologize. Having the courage to respond im- mediately to hurtful remarks is essen- tial, says Nardon. "It's about being a good role model," she says. "Be clear about what [behaviour] is expected and the consequences." She adds: "If someone makes a racist comment you want to call them on that. You don't want to pretend you didn't notice." Born in Jamaica, Francis came to Canada as teenager, completed col- lege and was hired by St. Michael's in 1983. She values her organization's commitment, in practice and not just on paper, to diversity. She recalls one occasion when a patient complained about Francis because of her skin colour. Her man- ager stepped in and defended Francis, making clear the comments were unacceptable. "It made you feel empowered and that this is a place where I want to work," says Francis. In the past, she has served on hospital committees that organize celebrations such as Black History Month. "We are well supported to promote our culture in the organization." CCDI's Bach says a commitment to diversity and inclusion is not a "nice to have" in promoting a positive work - place culture. Some companies might cut funds for diversity training in an economic downturn, but Bach says "if it is viewed as business priority, then it is not touched and you look for sav- ings elsewhere." He adds: "it is a matter of chang- ing our mindsets and not thinking of people as different...We just have to make it a level playing field." Respect, says Francis, contributes to cultivating that positive mindset at work. "People just need to treat others as they would like to be treated, knowing that it is a changing world," she says. "Be willing to be open-minded and learn about other cultures." Promoting a multicultural workplace By Jennifer Lewington What does it take to work with colleagues from different cultures? Try knowledge, patience and a willingness to learn something new, recommends Luciara Nardon, author of Working in a Multicultural World and a Brazilian-born professor of business at Carleton University. "Everybody can play a role," she says. "It is about creating the cul - ture in an organization or workplace where we know how to deal with everybody." A diverse workplace pays dividends for the organization. The author cites research that "multicultural teams are often more creative in developing ideas and solutions and often more knowledgeable about global markets" compared to culturally homogeneous teams. But she does not sugar-coat the challenges: It may take more time to complete tasks, establish clear lines of communication and build trust. AAU asked Nardon for advice for how an admin professional could handle two different scenarios with potential for cultural conflict. • A new EA, a practicing Muslim wearing her hijab, arrives on the job in a friendly workplace. What are some ice-breakers to use with col - leagues? The EA should share information about her customs. "We can accept with compassion that people don't know our culture and we can tell them," says Nardon. "That makes life so much easier." • A new EA, born outside Canada but with excellent credentials, finds her competence questioned by peers. Nardon says relationships don't happen in a vacuum so identify the source of the problem. If co-workers are unfamiliar with her credentials, the EA (and possibly the boss) should communicate the strengths that got her the position. The EA could seek advice for her boss, asking for coaching and training if necessary. Nardon says that it is ineffective to complain that "these engineers are terrible and I can't work with them." She urges minority and majority members of a group to put them - selves in the other's shoes. "We tend to think about 'them' as the problem but what we are doing is influencing the situation as well," she says. "We can always do something to make it better." Respectful workplace Continued from page 1

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