Welcoming Newcomers - Reading Materials - Chapter 04: Supporting and Retaining ITWs

Support for ITWs doesn’t end once you’ve hired them. To help with retention, it’s important to establish procedures that make ITWs feel welcome and supported throughout their careers.

Why create an onboarding program for ITWs in the electricity sector?  

• Helps new ITWs feel welcomed and supported through their initial transition
• Clarifies unspoken or unwritten workplace norms and expectations, as well as
  workplace-specific jargon and practices
• Helps ITWs be better prepared sooner to meet the challenges of the sector
• Provides dedicated time and space to answer general questions related to starting a new job in a new place, and specific questions related to the needs and experiences of ITWs

For more on inclusive onboarding, see Hire Immigrants Ottawa’s guide to inclusive onboarding for newcomer employees.

Some questions to consider when developing an onboarding plan for ITWs: 

• How does your organization currently welcome new employees? Is the welcoming process received well by new ITWs?
• What is your organization’s commitment to diversity? Consider joining EHRC’s Leadership Accord to publicly commit to fostering an equitable workplace.
• How is your commitment being explicitly communicated to new employees either before or directly following their start date?
• How knowledgeable about DEI are the recruitment and hiring personnel, training facilitators and senior leaders? Are they equipped to recognize and respond to the differing needs of ITWs? Consider signing up for DEI training from EHRC for tailored information.
• Are new ITWs given opportunities for peer mentoring or buddying? How are participants matched for these programs?
• How are your competitors onboarding their ITWs?
• Who leaves your organization within two years? What do their exit interviews tell you about what was wrong and/or missing from their onboarding experience, or what type of information and/or experience could have provided more support?
• Do you check in with ITWs within the first three months of employment to determine the quality of their experience and their sense of the organization? If your organization offers this feedback opportunity, are you clear that an ITW’s honesty during this process will not affect their continued employment?

Practical action tips: 

• Coach the people most likely to have first contact with potential or new ITWs to properly articulate and embody the organization’s mission, values and philosophy regarding DEI.
• As part of your orientation package, include a quick reference that ensures all important and relevant topics are covered and understood by ITWs.
• Create a robust schedule for each ITW’s first day on the job, including:
  • A meeting with their manager and HR
  • Time to fill out required paperwork (payroll, benefits, etc.)
  • A briefing on all aspects of the
    job description
  • A welcome lunch with the new manager (which could also include key team members)
  • An appointment with IT or other groups to receive necessary resources (laptop, safety equipment, tools, etc.)
  • An end-of-day check-in to ensure the new employee is starting the new job on a positive note

• Create a checklist for the individual or person acting as mentor or “buddy”, including:
  • Any religious or other accommodations the ITW needs the organization to provide
  • A tour of the facilities (e.g., washroom, cafeteria, etc.)
  • The people the new employee needs to be introduced to while
    on the tour
  • The people the new employee can turn to, in the first few weeks and months of their employment, to seek clarification and advice without fear of being judged
• Encourage any employee resource groups (e.g., sexual orientation, disability, religion, ITWs, etc.) that exist within your organization to create peer sponsor programs for new members.

Training programs
Most organizations limit staff training to technical training needed for the specific tasks of an employee’s role and responsibilities. But working effectively in a diverse workplace requires everyone in the organization to be committed to building an inclusive environment. They need to be self-aware and have training in topics such as DEI, inclusive and inter-cultural communication, unconscious bias, and more. An organization dedicated to DEI also helps employees understand the organization’s values, workplace practices and norms. This gives all new employees clarity around acceptable and unacceptable behaviours, along with technical and soft-skill expectations. Consider providing training in the following areas, either by offering it in-house or by recommending external training.

• Language training
  Most ITWs are proficient in English and/or French, but they may benefit from sector- and occupation-specific language training. Relevant language skills are essential to discuss technical and safety standards.

• Inclusive communication skills training
  In a diverse workforce, norms or concepts such as common sense are not uniform or clear to everyone in the same way. Inclusive communication training can help all employees interact more effectively with people from diverse lived experiences, including colleagues, suppliers and customers. This type of training also develops presentation skills and helps workers communicate their ideas more clearly.

• Organizational training
  Like all new employees, ITWs will benefit from training that focuses on your organization’s norms, practices and expectations. This should be included as part of orientation and should cover unwritten rules and expectations, tacit knowledge that is often hidden but practised, and explicit examples of behavioural and job performance expectations. Another important aspect to cover is your organization’s safety principles and practices, as these may be different from what the new employee experienced in other countries.

• Technical training
  Like all new employees, ITWs may need on-the-job technical training specific to their role and occupation. This should include hands-on skills, industry-specific knowledge and details about job-related tasks. Technical training should be aligned with the principles of Prior Learning Assessment and Recognition (PLAR) to acknowledge and value the practical experience ITWs bring to the role. If an occupation requires licensing, technical training should align with licensure criteria. If the goal of the training is to obtain professional licensure in a specific jurisdiction later, the technical training should be designed to meet those requirements.

Your organization can also benefit by helping community organizations and training institutes develop job-related training or mentoring programs for ITWs.

You can share your knowledge to educate ITWs on your organization’s business culture, working in your industry, and practical issues that may affect their satisfaction in their new job and country such as taxation, education and health care.

There are a number of professional communication courses available that are designed to meet the needs of ITWs and other newcomers, including:

• Courses funded by the Government of Canada
• Programs offered by immigrant serving organizations, such as the Immigration Services Association of Nova Scotia

Coaching and mentoring
Training alone is often not enough, and ongoing mentorship and coaching can make a big difference. ITWs can benefit from knowing someone within the organization who can help them build the social capital (relationships and norms that lead to success in society) they need to succeed in the unique culture of your organization.

Mentors can be peers in a similar role or colleagues from other areas of the organization. This type of mentorship can help reduce social inequities that arise due lack of knowledge of the tacit and unexplained organizational cultural norms, ensuring ITWs have access to the same opportunities and resources as their counterparts who are more familiar with the organization’s norms and culture.

Some concrete tips for effective mentoring of ITWs include:

• Develop diverse mentorship structures. Pair ITWs with current employees who have demonstrated that they understand the expectations and norms of the organization and can explain them to a new employee to help them successfully navigate the organization’s cultural nuances. This diversity of perspective will help ITWs learn workplace norms and contextualize them with their own experiences.
• Ensure mentors and coaches are knowledgeable about ITWs’ career aspirations. Because ITWs may be new to the country, the sector or both, they have not yet had the chance to build social capital. Managers should ask ITWs about their career goals and connect them with strong mentors and coaches who have the skills to help ITWs navigate the unique context of the organization.   
• Be clear about expectations. Hiring managers should have conversations with ITWs that highlight mutual expectations, especially those that are understood and practised among employees who have been with the organization longer. ITWs should also have the opportunity to work with mentors who can answer any further questions they have about workplace norms and practices without fear of affecting their prospects.

In the Vancouver area, Mosaic offers a mentorship program for newcomers, with matches available in a wide range of fields.

Career development
Career development opportunities are important for all employees and for your organization.

ITWs may have less understanding of how career development and progressions work within your organization, putting them at a disadvantage. Hiring managers should be provided with training to help them have effective conversations about career development and promotions with ITWs. ITWs can then be supported as they navigate a diverse environment, introduced to key individuals and better informed about how to advance in the organization.

Some concrete tips for supporting ITWs through career advancement processes include:

• Involve ITWs in formal leadership development programs. 
• Be open to new forms of leadership and collaboration. Don’t overlook the abilities of ITWs just because they don’t reflect the norms of your workplace.
• Provide coaching and courses to develop leadership skills. Remember to consider each person’s skills, training, and lived and work experience when identifying options for training and development.
• Support workers who are pursuing certification or licensure. Consider providing financial support for examinations or offering workers paid time off to prepare for and write important examinations. The benefits to your organization will likely outweigh these costs.

Here are some key steps and tips to effectively manage a diverse workforce:

• Acknowledge the role of culture. Understand that most sectors and organizations have their own unique culture. In a diverse country such as Canada, each individual needs to become self-aware and understand the specific cultural traits and the language used in their sector, profession and work environment. To help ITWs become aware of the unique cultural traits of your organization and team, learn how to explain these traits to new employees. Don’t make assumptions based on your own values and beliefs.
  Clearly articulate the organizational values and practices that can help ITWs succeed in your organization.
• Make the commitment to diversity clear. Continuously review your policies using a DEI lens to identify and remove systemic barriers to inclusion and to the integration and advancement of ITWs. Clearly state your support for diversity in your internal and external communication strategies.
• Understand and practice inclusive communications. Practising principles of inclusive communication helps remove barriers faced by people from diverse cultures who work together. For more details about inclusive communication and how to use techniques like storytelling and synthesis to promote an inclusive environment, see this article from Duke University.

• Be flexible in your management style. Flexible managers adjust their leadership styles to fit the strengths and preferences of their teams. For example, you might switch between giving clear directions and collaborating, depending on the team or project. Flexibility may also include providing time off for culturally significant events, holy days, family issues and training courses.
• Practise inclusive leadership. Demonstrate through words and actions how ITWs are an integral part of your organization’s mission and vision. Support staff so that they, in turn, support a diverse and inclusive workplace by recruiting, retaining and promoting people from different cultural backgrounds. Include staff with different lived experiences in decision-making and social activities. For more on the key traits of inclusive leaders, see
  this article from the Harvard Business Review.
• Offer ongoing feedback. Provide feedback in a timely fashion and on an ongoing basis to new staff. This includes informal feedback cycles to allow for ample time for questions, improvement and understanding. When providing feedback to employees or colleagues, always take the time to ensure the message you intended has been understood: ask clarifying questions and don’t make assumptions based on the individual’s reaction or lack thereof.

When ITWs feel embraced and supported by their community, they are more likely to establish roots and commit to long-term residency. Work and professional communities play a significant role in ITWs’ social networks and can therefore have a direct impact on ITW employee retention.

Here are some concrete actions to foster inclusivity in your organization:   

• Offer faith-based holidays and accommodations that recognize and respect the religious and cultural practices of employees from around the world. This could include flexible holiday time that may be applied to a major holiday of their choosing (e.g., Eid Al-Adha, Rosh Hashanah, Diwali, Kwanzaa, Chinese New Year, Naw Ruz, etc.).
• Establish employee resource groups (ERGs). These can provide an avenue for employees to connect and discuss issues related to diversity, equity and inclusion. These groups may be formed around a shared identity (e.g., race, ethnicity, religion, nationality), a shared experience (e.g., ITWs), or a shared interest (e.g., inclusion, wellness, volunteering). Actively seek engagement from ITWs in these groups, encouraging them to share insights on practices that can enhance your work.
• Be aware of intersectionality. Recognize that employees may belong to multiple groups simultaneously, and their lived experience may be shaped by the intersection of various factors, such as race, ethnicity, religion, gender and sexual orientation. Tailor your inclusion efforts to address these complex intersections.
• Implement clear anti-racism initiatives. These should address systemic racism, microaggressions and unconscious bias in the workplace. Remember that it is not enough to not be racist, but rather, all employees must make active efforts to mitigate and reverse systemic racism and foster inclusion.

• Establish feedback mechanisms. These should allow all employees, including ITWs, to report and describe any issues related to their experience in the workplace. Ensure these mechanisms are anonymous and comments are investigated and actioned.
• Establish a comprehensive orientation program for ITWs that demonstrates your commitment to welcoming and integrating new workers, making them feel valued and included. This should include a buddy program that can help ease the transition and integration.
• Actively participate in and support initiatives related to the recruitment, mentoring, advancement and retention of ITWs. Encourage every member of your organization or team to engage in these efforts.

• Offer diversity and cross-cultural training to all employees. This will enhance cultural competence and promote effective and inclusive communication skills across your organization. Topics to explore may include:
  • Power and privilege
  • Intersectionality
  • Anti-racism
  • Neurodiversity
  • Mental health and wellbeing
  • Religious diversity and accommodation
  • 2SLGBTQIA+ rights and inclusion
  • Global communication and competence

Here are key steps to support and evaluate your success in integrating and retaining ITWs: 

• Commit publicly.
  Include your signature on the EHRC’s Leadership Accord on Diversity, Equity, and Inclusion. The Accord is a public commitment by Canadian organizations to advance and prioritize DEI in their policies, processes and culture to proactively create inclusive and equitable workplaces.

• Set key performance indicators (KPIs) and metrics.
  Establish clear and measurable KPIs and metrics to track the progress and impact of your integration initiatives. Metrics may include retention rates, promotion rates and feedback from ITWs and their supervisors. Report these metrics to show progress and address setbacks.

• Conduct employee surveys.
  Conduct pulse surveys among ITWs to gather their feedback and insights about their experience with your organization’s integration programs. Explore areas such as onboarding, mentorship and overall job satisfaction. Incorporate their feedback to see improvements in various areas, programs and initiatives.

• Create feedback loops.
  Regular feedback loops within your organization can help you gather input from managers, mentors and colleagues who work closely with ITWs. This can provide valuable insights into the effectiveness of your strategies.

• Conduct exit interviews.
  Invite ITWs who leave your organization within the first two years to exit interviews to identify any challenges or shortcomings in the integration process. Analyze common themes from these interviews to inform improvements.

• Assess your diversity and inclusion practices.
  Conduct assessments (such as external audits) of your organization’s diversity and inclusion practices, with a specific focus on the experience of ITWs. Evaluate whether your workplace culture aligns with your stated commitment to diversity.

• Compare yourself with your competitors.
  Benchmark your ITW integration and retention efforts against industry competitors. Review and learn from how they onboard, mentor and support ITWs to identify best practices and areas for enhancement.

• Leverage peer reviews.
  Engage in peer reviews with other organizations in your sector or industry to exchange experiences and strategies related to ITW integration. Learn from each other’s successes and challenges.

• Evaluate impact on business goals.
  Assess how your ITW integration and retention initiatives align with your organization’s broader business objectives. Measure the impact of ITWs on your workforce diversity and productivity.

• Seek feedback from mentors and buddies.
  Solicit feedback from mentors, buddies and coaches involved in supporting ITWs. Their insights can help gauge the effectiveness of your mentorship programs.

• Track over time.
  Maintain a long-term tracking system to follow the career progression and retention of ITWs beyond their initial onboarding period. This can help identify trends and areas for further development.

• Consider cultural competence.
  Evaluate the cultural competence of your management and leadership teams through assessments or surveys. Ensure they are adequately equipped to address the unique needs of ITWs.

• Determine return on investment.
  Conduct a cost-benefit analysis to assess the return on investment of your ITW integration and retention initiatives. Evaluate both the tangible and intangible benefits.

• Keep improving.
  Use the gathered data and feedback to make informed decisions and continuously improve your integration and retention strategies. Adapt to changing needs and circumstances.