‘Culturally Sensitive’ – Diversity and Staff Retention

Posted December 3, 2021 at 12:14 pm




Many laundry operators across North America today rely on a significant number of immigrants who retain strong ties to their countries of origin. A strategy of even-handed tolerance – coupled with a sensitivity to the cultural identities of these employees – can build staff loyalty and retention, according to a healthcare laundry operator who recently published a book on this and related topics associated with immigration and diversity.

“Employers must be culturally aware,” says Emeka Okeani, president of Shared Hospital Corp., a healthcare textile and surgical supply co-op in Nashville, TN. “In other words, they must be culturally competent. This represents the ability to adeptly and seamlessly recognize, appreciate and empathize with various cultural contexts. Yet not losing one’s core culture. It is sometimes referred to as ‘intercultural fluency.’”

Okeani has lived in the U.S. since the late 1970s after emigrating from Nigeria. Today, he enjoys dual citizenship, and recently completed a doctorate in leadership and professional practice. Given the recruitment/retention challenges facing many laundries today, we asked Okeani a series of questions on how to deal effectively with immigrant staff members. For example, what steps should a company take to make immigrant staff members feel welcome in a laundry operation? There’s no secret formula, he said, but added that thoughtful treatment of these members of your team – regardless of nationality – is helpful. “It requires effort, intentionality and focus for success,” he says.

One initiative that requires significant outreach, but typically minimal expense, is to work with religious or other not-for-profit groups that specialize in placing refugees who’ve fled their home countries to seek a better life in the U.S. or Canada. The benefit is that this extra support helps immigrants adjust to life in a new country. “Our identity, our self-esteem centers around our cultural underpinnings,” Okeani said. “So, to instantly abandon our foundational culture, leaves one without any cultural anchor. Therefore, we tend to cling tenaciously to what we know and what makes us who we are. So ethnic and charitable organizations assist the new entrants in adjusting to life in their new land. So, my strong proposition is absolutely, ethnic and charitable organizations should be utilized in the adjustment process. They represent the needed bridge for new entrants.”

Another valuable yet cost-effective response is to offer immigrant employees classes in English as a second language (ESOL). Again, partnering with not-for-profit groups can help companies assist their nonnative employees to improve their English skills – often at little or no expense. “There are numerous nonprofits, charitable organizations and churches, etc., that provide this service at no charge at all,” Okeani says. ESOL classes represent a win-win for both companies and their employees. “What it does is, of course, it accelerates the acculturation process,” he said. “Because language has been determined by behavioral scientists to be a major lever toward assimilation.”

A third, thoughtful, yet affordable step that companies can take to build loyalty among immigrant staff includes taking a sensitive approach to food choices for staff parties or picnics. Considering dietary practices, such as kosher or other specialty foods, when planning corporate events can show immigrant employees that the company cares about them and their needs. “Do you consider that you may have some vegetarians?” Okeani asks. “Or do you just do the barbecue and have hamburgers and hot dogs and say ‘Hey, that’s what we’ve got. If you do not like it, just stay in your cubicle.’”

Laundry operators that take steps to accommodate diverse dietary practices can earn the favor of immigrant staff who don’t eat certain foods for religious or other reasons. While this may require extra planning and expense, it’s worth the investment because, “It makes everybody feel welcome,” Okeani said. “They say, ‘Ah, they thought about the fact that I don’t eat pork, so they provided something else.’ So, you start to build some camaraderie or loyalty to the company because it is culturally sensitive.”

Click here to learn more or to order a copy of Okeani’s book, The Hand.

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