Ripples Story: “From Action to Interaction”

In this article, Tim Leese, CEO of Welcome Churches explains how the organisation’s recruitment and training policies support mutual learning, helping migrant staff understand the British workplace while enriching the organisation with their perspectives.

At Welcome Churches, we are proud of the breadth of experience within our team. Over the years, we have welcomed many staff, interns and trustees from diverse migration backgrounds, including those with direct refugee experience.

As an organisation dedicated to helping refugees and people seeking asylum integrate into local churches and communities, we want to build a team of exceptional people who are all in their roles because of their merits. Here are some of the ways that we are learning to rethink how we choose, develop and learn from our staff:

Working across cultures

Some of our recruitment practices risked overlooking exceptional talent, particularly for those from diverse cultural and migration backgrounds. Providing interview questions in advance can help level the playing field and allow all candidates to showcase their skills and experience more effectively.

Once recruited, employees may need more help understanding the British workplace context, such as structuring a typical working day, using leave allowances, or planning time off. We have noticed that while employees from British backgrounds are more likely to plan and book holidays in advance, those from other cultures may book holidays and time off more spontaneously.

For some team members, privacy and security concerns mean they cannot publicly share their names or photos. Some use pseudonyms, opt out of having their photos on the website, or prefer to turn their cameras off in specific external meetings. We address this early in the on-boarding process, ensuring a clear agreement on what each individual is comfortable with.

Cultural differences also influence how people engage in discussions. In some cultures, participants may only contribute their thoughts and ideas when asked, and some are more comfortable with silence in a meeting than others. We have learned to adapt as a team, creating space for diverse communication styles and fostering a strong sense of belonging—especially for those far from their families and usual support networks.

Look after people

People with experience of forced migration will have different challenges to be aware of in day-to-day life. They will likely have a smaller support network to draw on outside of work. They may have a high level of responsibility for the well-being of other family or community members. Events back in their home country can impact their well-being, and at times extra support may be needed to process difficult events in the past.

Personal stories can inspire and encourage but can also trigger painful memories for others. We celebrate the resilience and triumphs of those we work with. Yet, we remain mindful that storytelling should be sensitive to the audience we are speaking to. Our goal is not just to share experiences but to build a deeper connection and understanding of one another.

Look beyond the labels

Recently, our team reflected on how we describe our experiences in ways that both honour our expertise and uphold the dignity of our colleagues. One conclusion that we came to is that past experiences of migration shape who we are, but they do not define us entirely. Identity is also about where we live now, our work, the communities we engage with, the interests we pursue… and so much more!

Identifying and working with people from diverse migration backgrounds takes time to learn, and requires changes to how the team is recruited, trained and run. Yet the experience they bring takes us beyond a list of nations and backgrounds to a resilient and adaptable team while building on the experience and maturity of those who have experienced migration.

Read the full latest issue of Rank Ripples magazine