www.1001TopWords.com |
Islam in the Workplace
Suggested practice for HR personnel Muslims now form one of the largest religious groups in the UK. At a time when great misunderstandings and stereotypes circulate the media and society regarding the religion, it is crucial for an effort to be made at all levels to go beyond archetypal images and to begin to understand Islam and Muslims. With a population of approximately 1.5 million Muslims and growing, UK based companies are employing more and more young Muslim men and women. With this increase comes a greater need for HR practitioners to be aware of the respective cultural sensitivities. As with individuals from any background, if they do not feel comfortable and understood in their office or company, it is likely that they will eventually seek employment elsewhere. In order to maximise retention of young Muslims, it is ever more important therefore, that their sensitivities are kept in mind. The following information contains basic tips and guidelines for HR staff and others to bear in mind. Please note that these are very generic guidelines. Muslims differ from generation to generation, culture to culture, some are more devout than others and interpretations and practices of the faith are numerous. It may also be the case that the individual is Muslim by name only and chooses not to practice their religion. Prayer A Muslim, both male and female, is expected to pray five times a day. This prayer involves facing Makkah (in Saudi Arabia), usually on a prayer mat or clean surface and reciting prayers which follow a procedure of bowing and prostrating. This typically takes between 5 ? 15 minutes depending on the individual. Prayer times are calculated according to the movement of the sun and take place at dawn, midday, late afternoon, dusk and at night. For Muslims in your company it is a good idea to allocate a neutral space for them to use for their prayers. This can be a dedicated prayer room or simply access to a seldom used office or medical room. Such a space will make your Muslim staff feel at comfort knowing they have somewhere private and clean to say their prayers. If staff are required to be committed to a desk space at certain times it may be a good idea to agree on allocated times in which they can read their prayers. This may involve the use of break times. Friday Prayers Most Muslim men attend the mosque on Friday afternoons for obligatory congregational prayers. Let your staff know you understand their requirements and agree on an extended lunch break and/or allocate their Friday lunch breaks to convenient times. Most mosques conduct prayers at 1.30 p.m. so try to aim for an hour between 1 ? 2p.m. Fasting Fasting takes places during the month of Ramadan. Ramadan does not correspond neatly to any Gregorian months due to its method of calculation. It changes from year to year by about ten days. The more devout Muslims may also fast on Mondays and Thursdays throughout the year. Fasting involves abstinence from food, drink, chewing and smoking from dawn till dusk. At dusk, Muslims traditionally break their fast with dates and water before proceeding to eat a meal. In the workplace it is best to be aware of staff who are fasting as this avoids potential offence if the staff member declines an invite to lunch or to some other function involving food. Dress Most Muslim men will be wearing a shirt and tie like their colleagues and very few would challenge a dress code. This is simply because dress is not an area where strict guidelines exist in Islam. One area Muslim men may clash with company policy is in their wearing of beards. If you have strict guidelines regarding facial hair or follow certain health and hygiene procedures, then it is wise to ensure that potential male Muslim employees are made aware of these procedures. You should also be willing to either compromise on religious grounds or ensure that beard covers are made available. Muslim women are required to cover their hair (hijab) and to dress modestly. Many do neither but it is best to be aware of the needs of those who do. If your company has a uniform or a certain dress code be sure it permits the wearing of hijabs. Many companies have now taken the step to provide hijabs which match the company uniform. Holidays Generally Muslims in the UK take holidays as and when they need to. There are however a few dates of significance that should be noted. Eid al-Fitr ? this holiday celebrates the end of the month of Ramadan and fasting. It is traditionally a time when extended families congregate and presents given to children. Although this holiday extends over a three day period, many Muslims typically take a single day holiday. Eid al-Adha ? celebrates the end of the Hajj (pilgrimage) and commemorates the willingness of Abraham to sacrifice his son. In Muslim countries sheep, goats and camels and usually sacrificed and the meat distributed the family, neighbourhood and the poor. In the UK such meat is ordered through a butcher due to our laws. As with Eid al-Fitr, Muslims typically take a single day holiday during this period. Socialising One of the major discomforts for Muslims in the British workplace may involve the socialising culture of the office. Typical business culture involves after work socializing in pubs or restaurants. As Muslims do not drink any alcohol and places such as pubs, bars and discos are not considered suitable venues for relaxation, then Muslim staff may politely decline such offers. This should not be interpreted as bad manners of unfriendliness, but rather a difference in cultures that should be respected. When planning team building trips or exercises or team outings always bear in mind a Muslim member of staff may feel uncomfortable if the venue is a pub, bar or even a restaurant serving alcohol. It is always best to check with that staff member first. Try to think of alternative venues where all staff will be comfortable. Food There are certain restrictions as to what a Muslim can/can't eat. Meat must always be halal. Such meat has been slaughtered according to Islamic practice. If halal meat cannot be sourced then Muslims are allowed to eat Kosher meat too. Pork is not eaten at all by Muslims. Always check ingredients of foods you plan to share out or use in staff lunches. Foods not suitable for vegetarians may contain non-halal meat or meat derivatives (e.g. gelatine) and cannot be eaten. Similarly, foods with alcohol content should also be avoided. An easy way to overcome any catering difficulties is to provide a vegetarian option. Touch/Personal Space There is an opinion among some Muslims that touching between men and women should be avoided. Although not common in the UK, as compared with the Gulf, you may occasionally come across Muslim men and women who do not like to shake hands with members of the opposite sex. If you are unsure then it is advisable to wait and see if they extend their hands first. Muslim men and women may also find close personal contact between sexes very uncomfortable. Unless you know otherwise be sure to leave a good deal of personal space. As mentioned in the introduction, these are broad guidelines only and the degree of support from a business / HR perspective will be entirely dependant on the individual involved. Care should be taken therefore not to assume the needs of a member of staff, but to simply be aware of possible issues and resulting interventions if these become necessary. About The Author After extensive travel in the Middle East and Islamic world, Neil decided to consolidate his experience and knowledge in undertaking an MA in Middle Eastern Studies at SOAS University, London. Upon completion he began working within the field of cross-cultural awareness. He is now Kwintessential's Middle East and Islam consutant in the UK. (This article may be reprinted with permission of the author who can be contacted at npayne@kwintessential.co.uk)
|
RELATED ARTICLES
Tales from the Corporate Frontlines: Improving Workplace Safety This article relates to the Safety and Working Environment competency and explores how your employees feel with regard to their physical and environmental working conditions, the quality of their equipment and tools, and overall attention to safety within the workplace. Every organization is responsible for ensuring the health and safety of their employees. An unsafe working environment can lead to accidents, lawsuits, and missed work. Such incidents can result in significant costs to your organization. The questions included in this competency will investigate whether your staff is satisfied with the organization's facilities, whether they believe business is being conducted in a safe manner, and if the tools and equipment provided are adequate to successfully and safely complete their jobs. The Boss Didn?t Understand Why His Staff Wasn?t Reading His Mind Many people believe that everyone sees the world exactly the same way as they do. This is never true and was the source of much turmoil in Dr. Jacob's office. Innovation Management ? Producing Great Products, Motivation Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation. Employee Orientation: Get New Hires Off To a Great Start The good news is that a new hire orientation program offers an opportunity to build a lasting impression of the new company. The bad news is that that is going to happen whether you plan it or not. So why not get new hires off to a great start? Here are seven ways. The Devil We Know "I'm in an abusive relationship," sighed Andrew. "My bookkeeper annoys the hell out of me but I just can't let him go. I keep hoping he'll improve? it's torture. Why do I do this to myself." Taking on Six Sigma Programs - Guidelines for In-House and Outsourcing Decisions Based on a wild guess by a close associate of mine, there are well over 2,000 restaurants in the Manhattan area and its surrounding boroughs. Although I cannot validate the absolute accuracy of his count, I do trust it is in the ballpark, since he happens to be one of those guys who seem to know everything about everything in life (and more). His dream is to be on Jeopardy; if it ever happens, I already feel sorry for the other two contestants, who will undoubtedly be decimated on national TV. And, oh yes, he also happens to be a food- lover. There is definitely some credibility to his estimate. Management Training: Are You Satisfied With The Results? If you're not satfied with the results of your management training programs, maybe it's because you handle training as a 'one shot' event rather than a process of developing your people to be better managers. The Higher You Go The higher you go, the cooler it becomes. Really? Let us begin from first principles. This is a maxim we learnt in geography about the weather. Having come a long way in our professions and careers, can we really say it has been cooler over the years as we ascended the corporate ladder? Even at that,, how can we sensibly apply the Higher You Go principle in the way we work, and the way we live? Reflections in the Glass Ceiling The recent news about one of America's most powerful woman ceo's being removed from office has raised the discussion about gender bias, again. It disappoints me that in 2005, I still hear women clients talking about "the old boys' network". They say "glass ceilings" are holding them back in terms of advancement, pay equity, recognition and career satisfaction. While I have no doubt their assessments are valid; it's important that we don't generalize too much. There are other reasons as well. Micromanagement and Delegation Micro-Management and Delegation Recently I had a long discussion with a friend of mine about Managers and managing. She is a former HR Manager for several major companies and was bemoaning the fact that training for managers has been cut back so significantly in recent years and that managers no longer receive the type of help, guidance and assistance that they received just a few short years ago. My background has been in retail and telecom. Hers was neither. Yet the same problems and issues seem to rise in every industry. Of course, this is exactly the reason that I got into coaching. Coaching allows those managers who want to improve a very personalized venue to do just that.We went on to agree that the common pattern these days seemed to be for the department star performer to be promoted from contributor, to team leader, to manager in seemingly record time. We agreed that new managers have difficulty moving from the contributor to the manager role because no one is willing to spend the time and energy to coach them through the various hurdles that new managers and leaders face. We agreed that this lack of training never seemed to lower the expectations of the manager, just the performance. Then we disagreed, strongly. What caused the disagreement? Theconcept was micro-management. My friend explained to me that she has "coached" many employees recently and that many of them complained about one particular manager who was micro-managing them. She told me that she helps the employees understand and come to grips with "their problem". "You're not going to be able to change that manager, she explained to me, "so you've got to change the employees". She explains to them that if they are being micro-managed, there's probably a reason for it. They are probably doing something wrong. If they just identify that problem and improve, their manager will stop the micro-management. "The employees need to improve themselves. It's as simple as that."I wish my life was as simple as that.She acknowledges that with that many employees complaining thatit's likely the manager is the problem. But changing the manager is too much trouble, she says, so let's tell the employees it's their fault.While it is true that it is sometimes necessary to micro-managepeople, her explanation makes little sense to me. You might micro-manage an employee if their performance is lacking. Or because the project they are working on is very high visibility and any chance of error must be minimized. But when a number of employees are complaining about the same manager micro-managing them it implies one of two things. Either this manager:1. Has a lot of problem employees and needs to start weeding them out, or2. This manager does not know how to let go and properlydelegate to their staff. Excessive micro-management is not the sign of a healthy manager. When someone is constantly micro-managing their staff it's generally their problem, not the employees. If you are micro-managing your staff, refusing to delegate routine, and not so routine tasks to them for completion, then you are setting yourself up for trouble. Have you ever heard yourself say, "I would delegate this to someone else, but it's just as easy to do it myself"? Or maybe you say, "This task is too complicated to delegate. I have to make sure it's done right." If so, I hope you like your job. Because you aren't going anyplace higher. Delegation can be difficult to learn because it looks like a huge risk and a huge leap of faith. But it doesn't have to be that way. There are techniques that you can learn that will help you delegate and get you out of the detail. And you have to get out of the detail if you really want to be an executive. Sarbanes Oxley 404 Compliance - How Nov. 15, 2004 Deadline Affects You Fast Relief for Sarbanes Oxley Section 404 Compliance Coaching Employees in the Workplace After a full week of training, you are still a little nervous about your new job. All of the information you need to digest, the new environment you are adjusting to, and the new faces you will be getting acquainted with is just a bit overwhelming. Strategic Clarity for Communication Management Over the past few weeks I've been developing plans for a communication project, a media relations campaign. Keeping and Motivating the Best Employees Keeping and Motivating the Best EmployeesIn "You Win With People" we talked about the need to hire the very best people to build your team. Now that you've done that the question becomes, how do you keep them, and how do you keep them motivated.Much has been written about Employee Retention and about Motivation. But most of what has been written has been written in terms of the average employee. In fact, if you are measured at all by your company in this area, it's almost always a measurement of employee retention. But all turnover is not bad turnover, so a retention measurement is actually a false measurement of how you're hiring and firing practice helped the company. So back to the question. How do you keep and motivate the best employees that you've hired? All human beings have basic needs that must be met, starting with food and shelter. So it's obvious that you must pay a fair wage and provide adequate benefits or people won't be able to stay with you. But once the basic needs are met, does it require more money or more elaborate benefits packages to keep the best employees? In reality, neither are truly required. Pay and benefits only go so far, and the best employees, the intelligent, self motivated, team oriented, results oriented employees are not out to squeeze the last dollar from their employers. The best employees have other needs that must be met and the good news is that you, their manager can meet these needs yourself. Recent studies of highly motivated employees show that once their basic needs are met that other factors keep them motivated and interested in their jobs. Here are the 12 questions that the best employees want to be answered:1. Do I know what is expected of me at work?2. Do I have the materials and equipment I need to do my workright?3. At work, do I have the opportunity to do what I do bestevery day?4. In the last 7 days, have I received recognition or praisefor doing good work?5. Does my supervisor, or someone at work, seem to care aboutme as a person?6. Is there someone at work who encourages my development?7. At work, do my opinions seem to count?8. Does the mission/purpose of my company make me feel my jobis important?9. Are my coworkers committed to doing quality work?10. Do I have a best friend at work?11. In the last 6 months, has someone at work talked to me aboutmy progress?12. This last year, have I had opportunities at work to learnand grow?It's important to note that of these 12 questions, 11 of them (all except number 8) are controlled locally by the employee, the manager, or the supervisor. This means that the first and second line managers have enormous control over their ability to motivate and retain the talented employees that they've hired. You can even argue that you directly impact number 8 based on how you represent the company.Look back at your own career and think about the people you've worked for and which one's you were most willing to follow. Were these the needs that that leader met for you?Goals and ObjectivesPicture this scenario and see if it seems familiar to you. "Dave, I need you to give me the goals and objectives for your group for the new year"."Sure boss. What would you like them to look like?""You know. The usual. Increase productivity by 10%. Reduce your headcount by 15%. Implement some new controls. Oh, and I need them in two days."Frankly, I've had this discussion about 25 times in my career and it always made me just a little bit crazy. Without any real look at what is going to happen this year, or any idea what the top executives are shooting for, I'm going to lay out my department's goals for the next year. Then I'm going to drive my people to meet these goals so that I get a good review and an increase in salary. Not only does this scenario ignore the direction that should be set by the top executives, but it also misses the single most important reason you are in business..... The customer. So, while you're out doing the victory dance for meeting your objectives, your customer is sticking sharp pins into a voodoo doll that bears a remarkable resemblance to you.Let's cut right to the chase here. When you create your departmental objectives based on the above conversation, the only thing you are really thinking about is getting the task complete so that you can check it off your list. You're not thinking about customer satisfaction, or how you are going to improve quality, or even major initiatives that you know (or don't know) are coming your way. You're thinking about getting the boss off your back. And why not? The exercise above is just that, an exercise.So, how should objectives really be set?From the top down. The very top. The CEO of your company should be sitting down with his top executives and laying out the 2 or 3 top priorities for the company for next year. Those priorities represent the vision for the company. Each executive takes those 2 or 3 priorities and determines what they can do to support the vision. Working together the executives assure that the goals that they are passing down to the next level of management are consistent with each other and with the overall company goals. Nothing can do more damage to a company and its customers' then major functional areas with conflicting or unrelated goals and objectives. After the buy in has been received at that level, those visions and goals are passed down to the next level of management, where more specific goals and objectives are designed and shared with their customers. It's critical that everyone in the company see and understand the vision from the top, and that everyone understands what they are doing to support the vision. By developing a company vision at the top and then developing goals and objectives that explicitly support those goals you can then be sure that you are supporting the companies true goals. Then when you look at what you have accomplished for the year you and your customers will be looking at the same results.So, how should you act on this? Start now. And start by asking your boss for the goals and objectives of your senior executives so that you can stay in synch. Plant the seed that you would like to see them to make sure you are marching down the right path and then share what you have developed with your customers. If nothing else it will highlight where you and your customers are going.Remember, developing goals and objectives for your team that are fundamentally aligned with the companies strategic objectives is a fundamental part of good management. Do You Really Care What People Think? You had better care! Because what people think usually leads to predictable behaviors that can really affect your business, non-profit or association for better or worse. The Ivory Tower Syndrome "His cardinal mistake is that he isolates himself, and allows nobody to see him; and by which he does not know what is going on in the very matter he is dealing with. - Abraham Lincoln on his reason for relieving Gen. John C Fremont of his Missouri command. (September 1861) Innovation Management and Brainstorming Management ? why people hate to brainstorm! Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation. Managing Creativity Creativity Starts Here! Managing Motivation "Without the chance to meaningfully participate in steering one's own destiny, without the opportunity to gain the sincere respect of one's own peers, without an honest stake in making the community more successful through one's own work and ideas, employability can quickly decay into generic training programs or bogus choices..." --"Beyond Empowerment: Building a Company of Citizens" by Brook Manville, Josiah Ober, page 52, Harvard Business Review January 2003. Problem-Solving Success Tip: Test Your Assumptions About Everything Test your assumptions about everything. |
© Athifea Distribution LLC - 2013 |