1. Several tips for reaching a better understanding.

• Open your mind to your employees and their culture. In particular, when employing people from cultural backgrounds that are more different. Do some reading on their culture, and especially on the relationship between subordinates and their superiors, on the importance of traditions, whether they perceive themselves more as a part of a group or as individuals, etc. This small time investment will yield multifold returns.
• Ask questions. There is no better tool for efficient communication than asking what is going on or why someone is doing what s/he is doing. If you consider someone's behaviour somewhat funny, surprising or inappropriate, it is best to simply ask.
• Do not count on a nod. A nod does not necessarily mean consent. Many cultures consider it rude to disagree with superiors.
• Attitude towards time. Culture affects our attitude towards time. Somewhere, coming in at 7 a.m. means being ready to work from 6.55 a.m. sharp. Elsewhere it means showing up at 7, and yet elsewhere a greater or lesser delay is tolerated. You must repeatedly and clearly explain what you expect. This does not mean that you have to give in to your employees' delays. Yet it is usually the case that they need repeated explanations and to have it written down several times.
• Values are culture-bound. People from other cultures may have a very different set of values than we do. This does not mean that their system of values (customs, traditions) is bad. It is different.
• Do not show disrespect to your workers' religion. Many people deeply believe in their religion, and what seems impossible to you, can be reality for them. If you have a problem with it, it is best that the topic of religion and related matters be avoided.
• Pay attention to gestures. The greatest part of our communication takes place nonverbally – with the help of expressions, positions and gestures. Even these manifestations are culture-bound. For some cultures, it is inappropriate to look straight in the eyes, or touch a woman even with a mere handshake, etc. Try to be sensitive to these conventions.
• Pictograms help. In particular, in the field of safety at work, but sometimes also in everyday things like the use of toilets, unpleasant or dangerous situations may arise. Do not hesitate to hang up pictograms/images where needed – and with their help clearly show the correct course of action and, by using those which are struck through, show what is to be avoided.
• Translate crucial information. Have such information that is hard to depict with the help of images, or which you consider crucial, translated into the mother tongue of your foreign workers. It pays back. The translator should know both Czech and the given language very well. When creating the text, keep in mind the education and capacity to understand of your employees. Many problems arose from the fact that the translator (often a foreigner with a better knowledge of Czech) did not fully understand what s/he was actually translating.
• Provide information in writing. If possible, spend time also on making a list of regular job tasks or creating a detailed job description and have this specification of what you expect from the staff translated. Similarly, it helps to write down and translate how work is carried out, who is responsible for what, whom to contact in case of problems, what is the working time, when are rest breaks, etc.
• An ideal combination contributing to a safe workplace are pictograms, translated texts and the use of simple words.
• Mutual understanding. For effective communication, employees need to understand your plans and expectations. You, on the other hand, need to understand what situation they are in. Some of them are under immense pressure to pay off debts, support their family, etc. In an effort to remain employed, they may expose themselves to an even greater danger. Try to prevent that.
• Rules and adherence to them. The attitude towards rules is typically influenced by culture. For instance, there are countries where the speed limit of 60 km/h is followed by everyone, others where people simply drive a little slower, and elsewhere speed restrictions do not receive much attention at all. Do not expect, thus, that the rules in place will be automatically adhered to by every staff member. There is a need to explain and repeat these over and over again. It is tedious, but necessary.
• Status of women. In different cultures, women hold very different positions. In some cultures, it is unacceptable for a woman to give orders to men. As much as we may rightly dislike such an attitude, the simplest solution usually is to make a man in charge of such a group. In other cultures, on the other hand, it may be normal that most work is performed by women and men rather hang around and loiter. You shall set clear rules in this respect and do not hesitate to reorder the work groups if necessary.
• Relationship to alcohol. In some countries, it is normal to drink at work. Put a lot of emphasis on the fact that in the Czech Republic, no one is allowed to drink at work (not even beer!). Check compliance with alcohol prohibition.
• Culture shock. Anyone who comes to another country for a longer period of time experiences to a greater or lesser degree the so-called culture shock, which is a phenomenon with a standard course of development. For someone, its progress can be very pronounced, and for others may be less prominent. Also, the length of the phases described below may vary, yet in some form it concerns everyone. In the first weeks, one experiences enthusiasm, everything is new and interesting. After a few weeks, enthusiasm begins to fade and people start experiencing their first small failures, things and institutions work otherwise than they were accustomed to and adaptation is tiresome. After a few months, there come frustration, fatigue, and distinctive homesickness. Some people leave at this point. But after this stage, what follows is an effort to adapt to the situation, to use it for their own benefit, better adaptation, and gradually growing awareness of the pros of the given society and country. It takes about a year and a half or two for people to become adapted, understand their surroundings and accept both its positive and negative sides with a certain level of understanding.
• Distrust towards superiors or towards Czechs. Some cultures tend to distrust information provided by someone considered to be foreign (even though it may be the owner of the company, manager, etc.). Therefore it is usually relatively practical if information is communicated to them by someone they already know and to whom they trust (e.g. the foreman of the group).
• You can be misunderstood. Reaching mutual understanding is a long haul. Even matters you would not think of may shape your position in the group. For example, while Czechs usually appreciate receiving an appropriate and polite explanation of what had happened, or being presented a suggestion for improvement, some cultures see superiors who discuss matters with staff and take their opinion seriously as too weak. It is not easy, yet do not let yourself be discouraged by that. If it is beneficial for the work environment, support your employees in becoming more involved, or you can appoint a spokesman of sorts who will convey the views and ideas of foreign workers.
• Everyone is unique. All information on different cultures is simplistic and generalizing, yet it is still extremely useful as it is crucial in helping us to reach a better understanding. You cannot, however, expect that all people from a given culture shall behave exactly the same way; all Czechs do not behave the same way either.
• Detailed instructions and style of work. Czechs belong among nations with the tendency to get rather more general instructions on what to do and then specify the procedure themselves. In some cultures, acting on your own is perceived negatively and people expect to be given instructions on what to do exactly and in detail. It does not need to be an expression of their particular ineptness, it is a different management and work style. Such differences can be very tiring. A solution may be to write down a detailed task description or to designate one worker to carry out the detailed work management of the group.
• Check on understanding of instructions. Upon having given instructions on what needs to be done, check to see whether these have been understood. The question, "Do you understand?" is not well-suited, because people tend to give a nod even if they do not understand. Rather, ask in the style of "What will you do first?".
• Do not be afraid to make compromises. Sometimes a real trifle can improve the situation. Some cultures have very strong dislike towards anger or swearwords. Such a thing, which from our point of view may be a banality, may be significantly detrimental to work spirits from another. Give where you can, and explain why and where you cannot give in.
• Mentors. Despite the fact that it is not common in the Czech Republic, in many countries they have a good experience with the function of mentors – more experienced colleagues who are always for some time in charge of a couple of foreign employees to help them understand how it works in the company, to answer their questions, to help them overcome problems and try to engage them in the company and society in question. Such a mentor system contributes to a significantly better integration of new staff members.
• Follow the rules. By keeping your own promises and agreed rules, you set an example to your employees. You can not expect them to obey your commands if you breach agreements yourself.
• Time helps. Some things simply need their time. Mutual adjustment and understanding cannot set in overnight. There are things that simply take some time – and sometimes even a little more of that. Both you and your staff need time for getting used to one another.