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For several years now, the language barrier between managers and Spanish-speaking landscape workers has presented challenges to many companies in the green industry in terms of giving instructions, orienting new employees, providing safety training, and resolving disputes. Most companies, however, have not yet tackled this issue as it applies to customer service, and even fewer have looked into how their workers’ culture affects their job performance.
Although, typically, Spanish-speaking workers do not have much direct contact with the clients and are almost never involved in negotiations of contracts, etc., it is always they who spend the most time on the client’s premises. It is therefore in an employer’s best interest to ensure that his workers know how to make a positive impression on a customer, especially if a delicate or problematic situation arises.
Although mastery of the English language is ideal, most employers are unable to invest the time and money necessary for such a project. Still, a small amount of well-directed and appropriately designed English instruction can go a long way. It is essential that laborers understand enough to follow instructions correctly. Even if the company assumes responsibility for errors, customers are much happier if they see their wishes carried out the first time around. It is also very helpful for employees to know, and be comfortable using, basic greetings and formalities in English, and they should be able to apologize for errors and promise the customer that they will be remedied.
Less obvious to most owners and managers, however, is the fact that their employees’ culture is quite different from their own, and even when they are speaking the same language (be it Spanish or English), they very well might not be “speaking the same language.” For example, good customer service in Latin America is much more formal than it is in the United States, where an excellent waiter or salesperson would not hesitate to address a customer by his first name or to make jokes. This would be unheard of and offensive in Mexico, where almost anyone serving customers would be concise and discreet and address them as “Sir” or “Madam.” (In fact, the Spanish word, “formal” can mean “polite” or “courteous.”) This issue can also apply to manager/employee relations. If a harried American manager, however fair-minded, gives instructions without saying “could you please” or “thank you” (which would be unnecessary with most American workers), a Spanish-speaker will feel that he is not respected – although under no circumstances would he complain about it. In fact, many such workers are surprised when they do receive respect, and being a bit more “formal” is one very easy way to win their loyalty.
Another point that most American managers don’t realize is the Hispanic attitude toward “ratting” on a co-worker. Hispanic men in particular are extremely reluctant to let a supervisor know when a co-worker is doing something wrong – even when they have been with a company for several years and consider themselves dedicated employees. Such behavior is seen as cowardly and unmanly and is considered an underhanded way to win points with the boss. Needless to say, this belief can have serious and even disastrous consequences for a company. The only way to combat it is to create an atmosphere of trust and assure employees that everybody benefits when mistakes and unprofessional behavior are addressed and corrected.
Employers can also promote productive collaboration among their workers when they officially state their policy of racial diversity and tolerance. This will assure Hispanic workers that their employers recognize and appreciate having people on board who belong to an ethnic minority, but it might also head off conflicts among employees. Mexicans tend to feel a lot of solidarity as a group, but expecting a Mexican and a Salvadoran to cooperate because they’re both Latino and speak Spanish is like expecting a Coloradan and a Californian to get along since they’re English-speaking Americans. It doesn’t always work! Various problems can be prevented when a company sets an example and sends the message, “we’re going to respect you and be fair to you, and we expect you to do the same for each other.”
A final and very dramatic difference between Hispanic and mainstream American culture is that of sexual harassment. The restaurant industry, where Hispanic men frequently work side by side with American women is beginning to address this, and landscapers would be wise to do the same. During the summer months, it is quite likely that landscape workers will come across scantily-dressed American girls sunbathing on or near the work site. In their countries, it is considered not only permissible but even chivalrous to pay young ladies attention that American women might find offensive. I once met an Ecuadorian woman who had taken a walk in Quito with a blond American friend. Both were outraged, the American woman because she received whistles and catcalls and the Ecuadorian because she did not! Hispanic workers who are recent arrivals to this country should receive some orientation and instruction along these lines.
Most of these issues are too complicated for employers to address effectively with workers who do not share their language. Therefore, many turn to outside translation services for help, but simply putting written handbooks into Spanish is often not enough. Workers notice how easy it is to sign the handbook without actually reading it, or, in some cases, they might not be able to read, even in Spanish. Some companies have benefited tremendously from hiring an interpretation service to train new employees or to discuss disputes or difficulties when they arise. An effective interpreter in such situations is someone who is not only fully bilingual but who also understands cultural differences and the expectations of each side. Whatever the means used, improved communication with the staff helps a company to create a loyal and capable workforce that knows exactly what to do to make a positive impression on a client – and is eager to do it.
Melissa Burkhart learned Spanish in Ecuador, Colombia, Spain and the United States. She is the executive director of Casa Colorado, LLC, which provides translation, interpretation, language instruction, and labor relations assistance. She can be reached at casacolo@hotmail.com.