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 What to Expect

What to Expect
Canada has an international reputation as a welcoming, diverse country...

 
Cultural Insights: Canada

First Contact                 Workplace               Cultural Context

Workplace
  1. What should I know about: How to dress for work? How to address colleagues/supervisors? The approach to time and its impact on deadlines, punctuality or absenteeism?
  2. What qualities are most highly regarded in a local superior/manager? Does this change if the manager/supervisor is a non-local (Expat)? How will I know how my staff view me?
  3. In the workplace, how are decisions taken and by whom? How are ideas generated and by whom? Is it acceptable to go to my immediate supervisor for answers or feedback?
  4. Briefly describe the local culture's attitudes and their potential impact on the workplace regarding the following: Gender, Religion, Class, Ethnicity.
  5. How important is it to establish a personal relationship with a colleague or client before getting to business? How would I go about establishing this relationship?
  6. Would a colleague or employee expect special privileges or considerations given our personal relationship or friendship?
  7. I have a work-related problem with a colleague. Do I confront him or her directly? Privately or publicly? How would I know if a colleague is having problems with me or is offended by something I've done?
  8. What motivates my local colleagues to perform well on the job?
  

Flag of Canada Canadian Perspective
About Your Cultural Interpreter


1. What should I know about: How to dress for work? How to address colleagues/supervisors? The approach to time and its impact on deadlines, punctuality or absenteeism?

 

Flag of Ecuador For the most part, Canada is a relatively informal and relaxed country. The common dress code for offices is informal to casual for both men and women. This may vary when comparing private and public sectors, the latter being the more informal. Larger cities are dressier than smaller towns. Canadian women wear little make-up and their clothes can be relatively conservative and comfortable. Younger women can be seen in more revealing clothes and wearing more flattering outfits, especially in schools. Younger men stick to the accepted kakis and chinos, with some verging on the sport jacket and/or vest. In general, Canadians wear very dark and sober tones. In summer, white and brighter colours are permissible.

In keeping with the relaxed yet reserved attitude of the country, it is important to observe some basic rules when meeting someone for the first time:
- address the person by Mr. or Mrs. plus last name and in some cases by their title (e.g. Dr.) until the person asks to be addressed differently;
- arrive on time (if possible 5 to 10 minutes earlier) as punctuality is highly valued while lateness is looked down upon, unless due to valid extenuating circumstances;
- speak directly and in a assertive manner to avoid misunderstandings, while ensuring not to appear aggressive.

As time passes, the initial formalities will be replaced by a more comfortable relationship. Junior people may address managers and superiors by their first name and establish a more equal relationship. Most often than not, the direction of the relationship is determined by those in higher ranks.

Another important rule for Canadians is deadlines (the basic word made up by adding the qualifier 'dead' to the word 'line', in my view, conveys the meaning that Canadians attach to it); they are taken with utmost seriousness.

 



 

Flag of Canada Work styles and pace differ between workplaces but it is important to be clean. Most Canadian work environments are very relaxed in terms of dress and level of formality, although shorts and jeans are not that common in office environments. Women tend not to wear very revealing or tight-fitting clothing, although this depends on the individual and on the workplace and the sector.

Canadians tend to address each other on a first-name basis, although it is always best, especially with one's superiors, to start out with Mr. or Mrs. (or Dr.) and the person's last name. Ms. is used to refer to a woman without inquiring about her marital status (considered a private matter) and should be used by default. In French, madame is used by default. Do not use Madam or Madame in English. Madam is frequently used sarcastically and disrespectfully and Madame is associated with the managers of brothels!

Quebec culture tends to be more hierarchical and the formal vous form is frequently used for strangers and elders (especially in rural areas). However, the informal tu is used much more freely than in France or many other French-speaking countries.

Many workplaces have some degree of flexibility in terms of hours worked and punctuality. Generally, however, Canadians work diligently and office chitchat is considered somewhat delinquent; it is not acceptable to openly waste an employer's time. Serving clients well and rapidly is usually a high priority. Overtime is often expected, especially in management positions. Lateness is not received well but, depending on the workplace, arriving five or ten minutes late occasionally (with a good excuse) is usually within the realm of the acceptable.

 

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2. What qualities are most highly regarded in a local superior/manager? Does this change if the manager/supervisor is a non-local (Expat)? How will I know how my staff view me?

 

Flag of Ecuador Canada is a place where innovation and hard work are well-regarded qualities at work and elsewhere. A combination of high level of education, experience, hard work and charisma is the winning ticket for success for most managers/superiors. Canada, as many other industrialized countries, is seeing a growing trend towards credentialism. Thus, young and experienced managers may possess 2 or 3 university degrees, and some see the necessity to retrain in order to stay competitive and current with the job market needs and increase their chances at a job. Similarly, newcomers to Canada have better chances of being successful in the market if they have suitable credentials.

Personal charisma, diplomacy and tact as well cultural sensitivity are quite crucial for the success of a manager in facing and adequately dealing with the challenges of a new cultural setting which may have different work ethic and codes for behaviour. Depending on the degree of openness, the size of the staff and the internal culture of the office, a manager will learn how the staff views him/her. Some workplaces hold regular meetings and these can be places where people would voice positive opinions about a manager's decision or action. If the issue is a contentious one, some people may voice their opinions, and others may not since they may think that voicing their objections may threaten their job security. Canadian directedness and assertiveness must be used strategically in difficult cases.

A manager is expected to deal with and handle conflict in a constructive manner to minimize disruptions to normal activities the office. As persons in a position of leadership, they must lead by example. They are expected to meet deadlines and observe procedures and rules of the office.

 



 

Flag of Canada Academic and professional skills give some indication of background but experience is also highly valued and ultimately you will be judged by your performance and ability to get the job done. Age, social status and connections are not typically given a lot of weight; however, their importance should not be underestimated.

Teamwork is often considered an ideal form of working. A person who comes across as 'knowing it all' may be seen as uncollaborative or even arrogant and inflexible. It is important to show confidence as well as humility and good listening skills. Canadians tend to appreciate approachability and problem-solving abilities over authoritarian styles of management.

The same would apply for a non-local manager, although fair degree of adaptation to the Canadian environment would be expected since most foreigners are not distinguished from immigrants.

 

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3. In the workplace, how are decisions taken and by whom? How are ideas generated and by whom? Is it acceptable to go to my immediate supervisor for answers or feedback?

 

Flag of Ecuador By and large, big decisions are taken by managers/superiors. In some places there can be consultation prior to making the decisions and non-manager's opinions may be considered when proceeding. This does not mean that decision can go unchallenged, and for the most part, it is at this point that managers may take steps to include other voices.

Ideas for decisions may come from subordinates as well from management. This can happen in a meeting, a consultation, or a survey. Many places reward and encourage participation and initiative, which may include asking clarifying questions, or offering an alternative to an idea. While participation may be encouraged, the venues and opportunities may be limited by the structure of the organization, and/or prevalence of the culture of hierarchies (mostly based in many cases on educational levels and experience).

Younger employees expect to be mentored and guided to grow professionally. They also expect to be given space to make contributions and express innovative ideas, although, as indicated above, the opportunities may be limited.

NGOs make more efforts to flatten the hierarchical structures and strive for working from a consensus-building point of view. This type of situation is more desired than actualized. Canadians in general believe that authority can be challenged, and they raise questions when the situation is propitious. The success of these challenges rests largely on the fear/respect of public opinion.

 



 

Flag of Canada Decisions tend to be made by managers and there would be a direct correlation between the seriousness of the matter and the level of authority at which a decision would be made or resolution sought. Consensus is considered desirable but not imperative.

It is generally accepted in Canadian society that young people have a lot of ideas and that older people have more experience and perhaps more knowledge. Frequently, in the private sector, initiative is encouraged and employees are encouraged to promote and develop their ideas. How much latitude the employee is given will depend on the sector, the scale and importance of the work or idea, the size of the company or organisation and/or the manager's style. Generally supervisors act as gatekeepers and filterers of ideas.

It is entirely acceptable to go to your supervisor for answers or feedback, however you will be expected to demonstrate your analysis of the situation at hand. In some cases you may be expected to take initiative and complete an assignment with minimal supervision; this will vary between workplaces and managers and is worth clarifying early on.

 

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4. Briefly describe the local culture's attitudes and their potential impact on the workplace regarding the following: Gender, Religion, Class, Ethnicity.

 

Flag of Ecuador Canada is a very ethnically and religiously diverse and rich country. Almost all countries in the world are represented in the Canadian population. For its diversity, Canada is a place with a relatively low level of conflict. The population is generally tolerant of diversity, and it has a very liberal approach to social and political issues. This is not to say that there is not conflict and controversy or that everyone in the country sees eye-to-eye on all issues.

Gender:
On issues of gender for instance, larger metropolitan centres are more likely to tolerate and even support the various expressions of gender, including the extension of rights and benefits to same-sex couples, or celebrating with them on Pride Day (first weekend in July). This is also true when it comes to support for women or men to try non-traditional jobs. Despite all these advances, women can still experience what some refer to as the 'glass ceiling', which is the invisible barrier that impedes women's job mobility into higher positions.

Religion:
Most offices operate in a relative secular way and it is very uncommon to find someone who would try to proselytize in the office environment. It is noteworthy that most holidays observed in Canada are still directly connected to the Christian religious observances; however, people of other faiths can also take time off to observe their own holidays.

Class:
There is an unspoken class divide am tong Canadians. People of lower social classes are also relegated to low-paying jobs that only serve to perpetuate their condition. There is a high degree of civility while in the office, and no person would be made to feel inferior on account of their lower socio-economic condition. However, the division become more evident in he extra-office associations and social ties and friendships originating at the office tend to be socially horizontal rather than vertical (up or down). This is a not a straightforward pattern and can be complicated by educational level and other factors.

Ethnicity:
With ethnicity, the situation is more complicated. Visible minorities, (in Canada defined as people who are not direct descendants of Europeans), are gaining ground in their integration into the Canadian social fabric. Minorities can be seen in public and private offices, and much work is going on to increase their representation in managerial positions. Similar to the situation of women, minorities may also face the 'glass ceiling' and covert forms of discrimination. Policies and steps have been taken to address these issues, and much has been gained, but the road ahead is still a long one.

A visible minority person can expect the same services from public offices, banks, hospitals and educational institutions as European descendants, and there are mechanisms to report abuse or discrimination, should the situation arise.

 



 

Flag of Canada
Gender:
It is common to find women in the workplace at all or most levels, although they tend to be concentrated in more vulnerable, lower paid and lower skill sectors. Treatment also differs enormously between sectors and workplaces, and highly educated and ambitious women still face an old-boys network at upper levels of authority. Nevertheless, there are lots of women in positions of authority and women and men are encouraged to take initiative and make decisions in many workplaces.

Sexual overtures in the workplace are considered inappropriate and threatening and may result in legal action being taken; the law protects women. Avoiding any references to sexuality or appearance, unless on good terms with that person, is a good way of ensuring that any such comments will not be misinterpreted.

Religion:
There is tremendous diversity in the beliefs of Canadians, religious or otherwise. In fact, Canada's constitution protects the right to publicly funded religious schooling in a limited sense. Many groups are lobbying to have this right extended to include a range of different religions.

It is advisable to be respectful in any event and to be sensitive to this diversity. Most Canadians believe it is important to respect people regardless of their religious beliefs but see religion as a private matter. Canadians tend to separate work and private life a great deal and may be uncomfortable when religion is brought into the workplace. Many Canadians, regardless of their religious background, do not actively participate in religious activities.

Class:
Many Canadians are very uncomfortable talking about social classes and would prefer to identify themselves as middle-class, whether or not this is true. Mostly, a person's class is defined by their level of education and income, although connections are important for upper-middle and upper classes. Work environments are usually organised on the basis of some hierarchy and those at the top have more education than those lower down. Nevertheless, fair treatment of all staff is expected.

Ethnicity:
Ethnicity in Canada is a concept that has evolved throughout its history and can refer to the English-French divide (which is much more than linguistic), the difference between Canadians of European origin/settlers and indigenous peoples and, more recently, 'whites' or Canadians of European origin and those of non-European origin. Canada`s immigration policies have led to a truly diverse population, mostly in urban areas.

In bilingual (English-French) workplaces, language is perhaps the biggest dividing factor. Socialising in such workplaces is frequently among people of the same language. In non-bilingual workplaces, which represent the majority, the region, cultural considerations and the expectations of linguistic ability will often have an important impact on to which Anglophone and Francophone Canadians will find themselves working together. Mastery of a specific language is often an important hiring criterion.

My work experience has been in fairly 'white' settings and so I cannot say to what extent ethnicity is an issue in workplaces, except to say that it is a complex issue. Racial and ethnic prejudices certainly exist and, like other prejudices are likely to manifest themselves at work. In many cases, the ethnic make-up of a workplace depends on the sector and some sectors are considered less accessible to visible minorities than others. There have been recent efforts in the Federal Government to increase the representativeness of the public service. In the past, ethnic minorities have tended not to benefit from the same networks of connections and contacts as those of European backgrounds. This is quickly changing with the increasing percentage of highly qualified members of ethnic minorities in the workforce. The relative vulnerability of ethnic minorities in the workplace is likely to be a more pernicious feature and is not really talked about.

The situation of indigenous peoples in Canada is considerably more complex and problematic.

 

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5. How important is it to establish a personal relationship with a colleague or client before getting to business? How would I go about establishing this relationship?

 

Flag of Ecuador Building rapport is very critical to conducting successful business affairs in Canada. The type and depth of the rapport would greatly depend on the sort of business. A good starting place is a meal, and the person who hosts usually covers the hospitality costs. Some company/institutions would invite candidates for an interview or to meet him/her in person and cover the costs. When offering any services and the meeting takes place over lunch, the person offering the services may pick up the tab.

In general, meals are good spaces for rapport building. Most Canadians cover their own costs. Restaurants are considered neutral territories, and so are cinemas, or concert halls. It is important to set boundaries to prevent misunderstandings, and accept or extend invitation to people's homes only when the relationship's boundaries are clearly defined. Men and women have to be aware of potential accusations of sexual harassment or any other type of inappropriate behaviour.

Also, it is important to build good friendly relationships across the whole organization, from the concierge to the managers; all of them make a very important support network in the office. To strengthen relationships with concierges, for example, it suffices to exchange greetings and a chat when arriving to or leaving the office. Also they can be invited or included in some way where there is a special event in the office. If the goal is to build rapport with administrative assistants (in Canada the word secretary is not politically correct to describe an administrative support position) regular expressions of appreciation of their work and contributions are key.

 



 

Flag of Canada It is important to introduce oneself and to be clear about reasons for being there and aims, either in the meeting or before discussing the project at hand. This does not have to take a lot of time and business matters usually follow quickly after such introductions. Nevertheless, some degree of superficial chitchat is common and can help break the ice.

Workplace relations, which tend to be among peers, are often kept quite separate from personal relationships and many Canadians like it that way and value their privacy. A personal relationship (as opposed to a friendly professional relationship) with a client would be unusual in many Canadian workplaces.

 

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6. Would a colleague or employee expect special privileges or considerations given our personal relationship or friendship?

 

Flag of Ecuador Yes, connections are important to doing business in Canada, although not necessarily for the same reasons as in other places (eg: corruption). Rather, because people are connected through networks of expertise and know-how. I have heard in Canada a variation of the saying: "it is not what you know, but who you know, that gets you the job", which goes like this: "it is who knows what you know/your skills that gets you the job". What I take this to mean is that connections exist and are used to get people jobs, but it is very important to be qualified for the job/contract to get it. The reputation of the person in charge is on the line if s/he was to hire a person without considering if the person if fit for the job. Friends and family members may (and do) recommend someone for a particular job or task, but the decision rests entirely with the manager.

 



 

Flag of Canada Networks and contacts are important for finding out about and even taking advantage of opportunities in the workplace; nevertheless, fairness, or at least the appearance of fairness is expected. Virtually always, qualifications are important in hiring or promoting, but they may not be the only criteria and they may be defined rather openly. This is less true of small or family-run businesses, which make up a significant proportion of the economy in Canada, and where it is entirely acceptable for a business owner to hire his or her own family members (Note: a manager or any other employee would not be able to do so quite as easily).

I would definitely not recommend granting special favours as this could expose you to very grave disciplinary measures or at least to unwanted attention and notoriety. This is especially true in large organisations and in positions that are high profile. If you do wish to consider hiring or promoting someone who is a personal friend based on merit, it is probably best to distance yourself from the process and be very transparent about the criteria used for making the decision, especially in public sector workplaces.

 

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7. I have a work-related problem with a colleague. Do I confront him or her directly? Privately or publicly? How would I know if a colleague is having problems with me or is offended by something I've done?

 

Flag of Ecuador Direct questions, more often than not, get direct answers. Most people are prepared to talk out differences of opinion with another colleague, although it largely depends on the nature of the issue and how contentious it is. A private conversation in a neutral place (restaurant, or café) is the preferred setting for such conversations. If there is sense that a colleague has taken some distance, or shows less interest in previously shared things, chances are that there is something the matter. The extent of the issue can be negligible in many cases, but it is important to address it early on so as to prevent a future escalation. A simple direct question can give the desired answer and be the key for a renewed dialogue; Canadians do not like confrontation, but respond well to any sincere attempt to mend any situation.

 



 

Flag of Canada Avoid publicly confronting someone. A third party may not be willing to intervene but talking to a neutral party who is familiar with the situation may be useful. I recommend trying indirect methods for resolving the dispute and leaving direct confrontation as a last resort. Going to a supervisor might be called for in desperate situations.

 

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8. What motivates my local colleagues to perform well on the job?

 

Flag of Ecuador Good performance on the job depends on a host of conditions such as job satisfaction, commitment, recognition for contributions made, fair remuneration, loyalty, and of course, good working conditions. This is true in Canada and elsewhere. In Canada there is a very strong work ethic, and most people want to work, although less than desirable conditions can lead to frustration and discontent among workers.

In general, people like to be part of the team and feel appreciated and consulted about decisions that can affect their lives, such as restructuring, lay-offs, etc. They also like to receive recognition for outstanding contributions, such as promotions, or any form of incentive to encourage further participation.

 



 

Flag of Canada This differs between individuals, sectors, ages and culture. Most young Canadians consider money important but would be as concerned about possibilities for advancement, fit and work conditions, if not more. Job prestige and the degree of responsibility one has are important for most professionals. Older Canadians might be more concerned about job stability and benefits although benefits are also important to those who are having families. On-the-job training is also an important motivator as most Canadians are acutely aware of the need to keep their skills up-to-date and diversified.

 

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First Contact                 Workplace               Cultural Context