As the globe shrinks and workplaces become increasingly diverse, companies are seeing the importance of building cultural sensitivity within their leadership team and their organization. Cultural sensitivity is “being aware that cultural differences and similarities between people exist without assigning them a value-positive or negative, better or worse, right or wrong.” Culture can be shaped by ethnicity, socioeconomic background, or religion. Cultural sensitivity is not learning every cultural difference in your organization or interacting with each employee according to their assumed cultural traditions. Attempting to master cultural differences and apply them to an entire group, can lead to stereotyping and biases. Instead, cultural sensitivity involves being aware that many differences exist and being open to listening and respecting of how an individual’s culture shapes their interactions and daily life. It is lifelong commitment to self-evaluation and self-critique, by both individuals and organizations, and takes continued active effort.  

So, how does cultural sensitivity apply specifically to interactions with pregnant or expecting employees?  

Pregnancy and birth customs are unique and vary between cultures and throughout regions. In some regions, such as the Ivory Coast, expecting mothers try to keep pregnancy a secret for as long as possible due to superstition and modesty. In other regions, such as South Korea, recently discharged moms may spend several weeks with their babies in a special postpartum center that focuses on the wellbeing of mom and baby. Birth or delivery plans -- including the staff that is present, where the birth occurs and the type of delivery -- also vary across cultures. Cultural practices may impact early parenthood as well, including naming rituals, religious or spiritual ceremonies, and norms related to visiting the new baby and parents. When employers respect that each family may have different traditions around welcoming a new child and take time to understand those traditions, they can foster a more inclusive and culturally sensitive work environment.  

How do managers execute this? 

The best practice for managers is to not assume what an employee will need or want. Making assumptions based on your experience or those of your friends or family is equally as risky as making assumptions based on an employee’s assumed cultural identity. Ask your employee what they may need, before and after welcoming their child. The bottom line, open communication and open minds are key!