Linguistic ideology and practice: Local language and communication in a global workplace
With English generally recognised as the international business language of choice, thought must be given to the impact this has on local languages in countries that are not English native speaking. As discussed in recent Malaysian ethnographic research, this tension is creating a “disconnect” between the ideology of English and local practice. The education system continues to teach the local language, in this case Malay, which has little practical application in a global organisation. The paper argues that emphasis should continue to be focused on a full complement of job based competencies, rather than using English proficiency as a proxy for communications skills.
Malaysian academic research, October 2013
Linguistic diversity and English language use in multicultural organisations: Does age make a difference?
Globalisation means that multicultural organisations are now common place and this means that within these organisations, various languages are spoken by employees. Do the number of languages spoken increase the likelihood that English will be selected as the common language? And if so, what does that mean for an aging workforce in Denmark, and in particular older workers who might be less fluent in English?
Danish academic article, October 2013
The link between top management team nationality diversity and firm performance
Although some studies have revealed compelling findings on the link between a company’s performance and the diversity of its leaders, reports have been mixed. This new research adds to the business case by identifying a positive relationship between top team nationality diversity and performance.
Swiss research, April 2013
1000 Indigenous Accountants by 2021
Deloitte Australia Human Capital interviewed Gavin Tye, Relationship Manager of Indigenous Strategies for the joint body comprising CPA Australia, The Institute of Chartered Accountants Australia, and the Institute of Public Accountants, a role he has had since October 2011.
Interview with Gavin Tye, August 2012
Working in multicultural teams: A case study
Greater cultural diversity in teams is often portrayed as an “issue” for managers, but how is it perceived by team members themselves? Starting with a blank canvas, Deloitte Australia conducted a 360 degree assessment of a multicultural team, i.e. with team members, the manager and client and discovered a hidden catalyst for professional self-assessment and critique, as well as enjoyment.
Australian case study, July 2012
Increasing Indigenous employment rates
How can Australian businesses, working together with Government policy initiatives, help lift employment rates of Indigenous Australians and thus tap into this latent talent pool?
Australian research, July 2012
Recent findings suggest we are falling well below our ideals of cultural equality in Australia
There are significant differences in unemployment rates between Asian and non-Asian migrants in Australia (23% Asian migrants vs. 15% non-Asian migrants). The question is 'Why?'
Australian research, March 2011
A study from the Netherlands identifies the positive business impact of being a transformational leader
Transformational leadership emphasises inspirational motivation and idealised influence as ways to provide meaning and challenge, and through this to stimulate subordinates to go beyond self-interest to merge their personal with organisational goals.
Netherlands research, March 2011
Thought leadership from Europe/USA provides insights and practical tips on becoming more culturally aware
Cultural awareness is the foundation of communication and involves the ability to stand back from ourselves and become aware of our cultural values, beliefs and perceptions. So how do we perceive others, and how does this impact how we act towards them?
European/American research, March 2011
Responding to racist slurs
This research discusses the apparent race relations paradox that whilst overt prejudice is strongly condemned, acts of blatant racism still frequently occur. It suggests that people misunderstand how they would feel and behave after witnessing racism.
Canadian research, February 2009
Training to distinguish between 'other-race' faces and reducing bias
The research examined the relationship between implicit racial biases (i.e. our unconscious biases towards a racial group) and the 'other-race' face effect (i.e. faces from other races are more difficult to differentiate than our own race).
American research, February 2009
Racial differences in employee retention: Are diversity climate perceptions the key?
This research examines whether an organisation's support for racial diversity creates a competitive advantage in terms of turnover and commitment.
American research, May 2007
Required Reading for White Executives
HBR has recently published a collection of articles on ethnic diversity in the workplace. Entitled 'Required Reading for White Executives', the collection includes three articles on differing aspects of ethnic diversity.
American article collection, January 2006
The effect of ethnicity on employment opportunities
This study by Wilson, Gahlout, Liu and Mouly (University of Auckland) suggests that despite socio-legal advances, race and ethnicity discrimination is still prevalent in job selection settings.
New Zealand research, January 2006
Racism and bullying in the workplace
This study by Fox and Stallworth (Loyola University, Chicago) provides insights into employees' experiences of both general and racial/ethnic bullying in the workplace and the impact of this behaviour on its victims and the organisations in which it occurs.
American research, August 2005