By Akshay Manwani
2/07/2010
As the Indian economy powers itself to conquer several global frontiers in the 21st century there is a host of issues that are bound to challenge its march in some way or the other. Issues pertaining to adjusting to new cultures, different styles of working and establishing their own leadership credentials are some of the challenges that face India Inc. But these are issues that are bound to crop up each time organisations look beyond their own territory. Surely, there are issues that need to be resolved within companies, simultaneously, as they begin to venture into new areas of operations. And it is in this regard, with India’s vast cultural milieu as the backdrop, that the issue of championing one language, within the disparate workforce confronts corporate India.
Is this about internal or external communication?
It is presumed that the issue of using a single language is only important while communicating with a customer who is external to the organization. Here, organizations cannot afford to talk in two different languages for there is a fear of losing what is to be communicated in translation. Sandra Treadwell-Monk, Director, Hay Group India also adds, “It may not be necessary for a manufacturing organization, particularly if it has more than one manufacturing unit in different parts of the country, to speak one language at the shop floor level. But when the manufacturing process integrates with other aspects of business and workers in this area are exposed to other front end aspects of business, it becomes necessary for everyone to speak in the one language.”
Sandra also points to another trend with Indian business when she says, “As customer business moves increasingly offshore, even people lower down the organization are getting exposed. Customer contacts need to speak in a language that is understood by the customer. In a BPO today, a customer has multiple levels of relationship with employees within the organization and it is necessary that all the touch points, of the relationship, within the organization, speak a language understood by the customer.”
Can the use and practice of one language be enforced across the organisation?
Presumably not. It seems far too difficult to enforce the use of one specific language across the organization, particularly since in our country language changes every 500 miles. Also at some levels any move to stifle the use of other languages, may curb employee expression or employee creativity which cannot be considered a good thing. Also Nina Chatrath, Principal Consultant, Leadership and Talent Consulting, Korn/Ferry International - New Delhi, points out, “Languages itself do not create conflict in the organization and there should not be a formal approach towards it. Conflicts in organization occur due to far more deep rooted concerns. Religion and culture can be issues for organizational conflict but not language. So why be obsessed with it?”
Nina suggests that what organsiations should really concern themselves with is the language of the relationship individuals have with the customer. So long as that language is clear and consistent, it does not matter what language or how many languages is/are spoken within the organization.
Fair enough, but there is a contrary opinion to the point made by Nina. “India’s success on the international scene has proved to be its command over the English Language. This has to be further ramped up since there are only 350 million Indians as of now who speak the language. Corporate life expects us to speak in English and that is why we’ve been chosen ahead of China on many counts. We Indians have a natural affiliation to speak in the vernacular language around the water cooler and if this isn’t stopped there is a chance that we might miss the bus so far as championing the cause of English language is concerned on the work front,” says Ranjani Manian, Founder - CEO, Global Adjustments Services Pvt. Ltd. Ranjini insists that it is possible to have a formal policy asking employees to adhere to the use of one language, viz. English. She gives the case of her own organization where it is necessary for emails within peers also to be necessarily in English, spell-checked and a no tolerance for the use of short forms.
The political fallout
There is a landmine to be sidestepped on this matter though. In recent years, we have seen fringe political outfits use coercive measures to enforce adherence to the local culture. Corporate India, the film industry, the fourth estate and celebrities have borne the brunt of some of these violent outbursts. It is not beyond some of these fringe elements to take umbrage at the efforts of any organization to embrace the use of one language over the vernacular.
This is why Ranjini points out that it is important that organizations get employees to buy in to the advantages of using the English language before taking any steps to do so. “Senior management needs to be sensitive while handling such areas. They have to have the highest respect for cultural nuances of the city they operate in. They need to explain the reason as to why English is being adopted as the only official language through the organization,” she says. Yet, in spite of this if some of these groups still create trouble then their approach will only be counter-productive with the biggest fallout being a drying up of Foreign Direct Investment.
Language and by logical extension the myriad cultures that exist in this country have over the years presented several challenges to corporate India. And till now, India Inc. has managed to juggle these different cultures successfully and emerge as an enviable economic power. The issue now is to look outside and grow beyond the boundaries of the Indian nation. On that count a more specific policy at the adoption of a single language for communication makes good sense. And the time to do it is now.
The author is Mumbai-based freelance writer.
