Some commentators will argue that the Oldham and Bradford street riots are not the manifestation of cultural differences. Instead, they are the result of problems faced by a society that has failed to manage the issues surrounding those differences. SMT explains why security managers must take effective steps to avoid possible breakdowns in workplace communications.
We are living in a global economy. An economy within which the workplace is expanding to include people from all types of cultural and ethnic background. In such an environment, it stands to reason that cultural differences will be brought to the fore – encompassing everything from religious observances to topics of conversation.

Unlike the adherence to be found in State-imposed regimes, here in modern Britain these differences will often be derived from personal or individual choice. As such, they may not be so readily abandoned.

It is precisely because these lifestyle and religious choices are made voluntarily that they remain as important to a given individual at work as they do within the home. This means that the potential for conflict between employee and employer may be exacerbated.

Nowhere is this more apparent, perhaps, than in the security sector, where many companies employ a diverse mix of individuals.

Security managers will be all-too-familiar with the damage that may be caused by a single, disenfranchised employee. As if that weren't enough for them to consider, in the current litigious climate certain empowered individuals – supported by external peer groups – will often seek unfettered remedies through the legal system. Others may simply take their much-needed services elsewhere.

Managing the workforce
Managing a workforce of varied customs and beliefs is a challenge, but why do we avoid the real issues involved? There's a plethora of training materials, industry standards and procedural guidelines out there – and not just in the security sector – covering every conceivable management topic. Ask the experts for an opinion on managing diversity in the workplace, though, and you'll draw a blank.

One thing's for sure. Security managers cannot attend any kind of awareness course without realising that many people do see and perceive cultural differences, and some of the conclusions they draw from those differences – albeit without malice – are astonishing. Given that there aren't many guidelines in the public domain, isn't it better to experiment and move forward than procrastinate and remain vexed?

An example of avoidance can be found in the wording on employment application forms. Rather than asking transparent questions that will yield practical management information, such forms studiously avoid racial and cultural issues so as not to be seen to contravene the various discrimination acts.

By way of justifying this intransigence, many businesses protect themselves from errant managers by filtering questions and information through 'remote' departments (such as the Human Resources Department, whose role it is to ensure that all questions are supportable at a tribunal). Is this defensive posture either the right or only way forward?

Security managers cannot attend any kind of awareness course without realising that many people do see and perceive cultural differences. Some of the conclusions they draw from those differences – without malice – are astonishing

Learning about different cultures
Available information covers everything from bargaining stances and punctuality through to sincerity (do we mean, then, that some forms of dishonesty are acceptable, or even to be expected?). Take a look on the Internet at: http://www.businessculture.com for advice.

While an employee's country of origin may influence their culture and customs, so too can religious beliefs. As many of you will know, the freedom to practice religious beliefs is enshrined by the European Courts of Law. That practice is very much here to stay.

A recent article written by Maureen Minehan points out that, in the USA, the number of Muslims affiliated with mosques has more than trebled between 1994 and the year 2000 (rising from 500,000 to an estimated 2,000,000). This is one religion that may need additional accommodations in the UK workplace sooner rather than later.

According to some commentators, the requirements of 'active' Muslims to adhere to their own specific rituals and observances associated with the worship of Islam can disrupt ordinary working patterns.

Security managers should be aware that there is no legal basis by which they have to provide extended breaks to hourly-paid workers, or to provide a religious space for prayers – but each of these should be accommodated if at all possible. At the end of the day, such measures will aid staff retention.

Most UK and European employers observe public holidays, which in turn accommodate many of the Pagan and Christian festivals. However, every religion has days of observance specific to it. One on-line article – entitled 'McGill's List of Religious Observances for 2001', to be found at http://www.aro.mcgill. ca/student/reb01.htm) – makes for useful background reading.

What you've read here is not intended to be a debate about morality. You can read 'Plato's Republic' for that. Rather, it's a simple matter of business ethics. To recruit, motivate and retain security staff in the global economy means that the needs of all employees must be considered.

Yes, such affirmative action will require paperwork. And, yes, security managers will need to learn all about cultural issues, as well as – in some cases – re-learning the very art of communication. To some, in particular the 'early adopters' of such practices, these actions are not without risk. To others, the path will be revealing. And there are those to whom will come the hardships of ignorance.

Source

SMT

Postscript

Del Hunter is director of training and development at SSR Personnel Services