As a senior partnership manager at Refugee Talent Hub, I work with various partners, including Accenture, Arcadis and Shell. I am also the point of contact in the area of ​​our pillar 'knowledge sharing and advice'. Together with the other three pillars – recruitment, support and retention – knowledge sharing and advice ensures a sustainable match between employers and status holders.

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The pillar 'knowledge sharing and advice' facilitates and supports the other pillars. Knowledge sharing and advice are important in all phases of the process. I look at how we can share the knowledge and expertise that we have and that we encounter. Internally and externally: with our social partners, with the employers who are affiliated with us and with other stakeholders. For example, I also provide training in the field of unconscious bias , unwritten rules and intercultural communication.

 The concept of culture fascinates me. Culture exists on so many different levels. You have your personal culture – often a mix of the culture of your family, the culture of the country you come from, and the culture you have consciously or unconsciously adopted from countries you have been to or from close friends. Then you also have the culture of the organization where you work, which may be a different culture than that of the country where you live. In short, culture is a rather versatile concept.

 Context is everything

 An organization can be internationally oriented – often its foreign employees (often expats) come from other Western cultures. Certainly, it is definitely an advantage if your organization is already internationally oriented, has English as the working language and/or you are already more aware of cultural differences. But I also often see that people are less aware that international organizations also have a certain local culture.

 Some things are taught to us from a young age - in the Netherlands (and many other Western countries), for example, that you look at someone when someone is talking to you. In some other countries that is a no-go. In most Western countries it is appreciated if you show initiative, ask for feedback and dare to make mistakes. In many non-Western countries this is viewed differently. A few seemingly small differences in culture that really have an impact on making your workplace refugee friendly . My advice: look at the context in which someone grew up and worked. And assume good intentions, discuss what you notice without judgement. Because everyone translates everything in their head, from their own (cultural) perspective.

 A multicultural, inclusive organizational culture

 Now you may be wondering: can you create a multicultural, inclusive organizational culture? Yes, that's possible – definitely! How do you ensure a 'local culture' of your organization that fits who you want to be, but is also accessible and understandable to everyone? Be clear about what you want to achieve and why, and involve your colleagues in this. Make it clear: you can be yourself (even if you like), but this is how we do things here. Facilitate and stimulate!

 And on the other hand, it is also important to be open to feedback about blind spots within the organization, and to create space and flexibility for changes or alternatives. A culture of safety and freedom is essential to make the above possible.

Recommended: When culture doesn't translate on Harvard Business Review

 Unwritten rules

 Unwritten rules are an additional point of attention when hiring professionals with a refugee background. Unwritten rules are things that many people who grew up in the Netherlands 'sense' or discuss on their own if they do not know. But if you don't know what you don't know... then that is of course difficult and you rely on what you are used to from your culture.

 To prevent unwritten rules from causing unpleasant feelings or experiences, I always advise organizations to use the term 'unwritten rules' and give it a positive twist: 'we appreciate it if you do this'. For example:

•  You can take a break from your screen
•  Feel free to have a chat at the coffee machine
•  You can give your manager feedback (even if you like)
•  Also take a moment to walk during the day if you like
•  You can say you are tired

 Mentioning differences is sometimes useful to make it open to discussion. For example, you can easily say: I know it is not common in all countries, but we like and respect it when we look at each other when we talk to each other. How do you experience this? By naming it and asking questions, you limit the risk of miscommunication. And with that you minimize misunderstanding and frustration on both sides! My advice: also take up the challenge of catching yourself making assumptions or thoughts such as 'that makes sense'. Be aware of your own blind spots and you will become stronger together.

Recommended: Write down your team's unwritten rules on Harvard Business Review