Inclusion is also about language
Should we speak Danish or English in meetings? And what about at lunch? It’s not always easy to be a Danish university with high international ambitions. Keeping our expectations clear and our conversations open helps ensure that both Danish and interna-tional staff feel at home.
At Aarhus University, two realities come together every day: our daily professional life in a Danish workplace with local traditions, language and culture and our ambition to be an international university. When new international employees come through the door, they bring with them both new skills and perspectives – but also the need to understand and navigate a new reality.
New action plan for diversity, equality and inclusion 2030
Aarhus University is committed to fostering diversity among its leadership and staff and to promoting a culture in which everyone can thrive, contribute and develop. This requires a sustained focus, which is why the senior management team has just adopted a new action plan for diversity, equality and inclusion. The action plan includes five university-wide initiatives that will be developed and launched over the next five years. They are:
- Better working conditions for staff with young children
- Effective leadership in a diverse institution
- A well-defined framework for language and intercultural communication
- Respectful communication and behaviour
- A more data-driven approach to working with diversity, equality and inclusion
In addition to these initiatives, each faculty, the administration and the Kitchen has prioritised a DEI initiative to work on locally.
In this article, you can read more about the background for AU’s initiative to develop a well-defined framework for language and intercultural communication.
“Internationalisation is not only about recruitment, contracts and work permits; it’s also about people, communities and a sense of belonging. If we are to succeed in our ambition to be an international university, it’s essential that we maintain open dialogue and that both Danish and international employees share responsibility for making it work,” says Michael Winther, head of the International Staff Office.
Dialogue is key
Michael’s Winther’s colleague, Senior Mobility Consultant Lisa Topelmann-Weder, has experienced challenges firsthand:
“Some important information on AU’s website, such as details about pension schemes and regulations, is only available in Danish. This may create uncertainty for international staff. Do I have access to the same information as my Danish-speaking colleagues? Is there anything I’m missing out on? Language can also become a barrier in meetings or over lunch if conversations are held only in Danish. No one means any harm, but it can still make people feel left out,” she says.
Denmark is often marketed as the country where everyone speaks English, so many international employees also expect this to apply to the workplace. It does at many departments at AU. But not all. And this can come as a surprise for some.
“There doesn’t need to be a one-size-fits-all solution. Some international members of staff prefer to speak English on their lunch break, and others are keen to practise their Danish. In some departments, parallel language is the most practical approach – where people speak the language in which they can express themselves most clearly. The key is dialogue. If you talk about it, you can avoid a lot of uncertainty and misunderstandings,” says Lisa Topelmann-Weder.
Michael Winther adds:
“There may also be Danish employees who feel insecure or frustrated in international environments. It’s important to talk openly about this too. Internationalisation isn’t something that Danish or international employees have to achieve on their own. It’s a shared responsibility,” he says.
Cultural codes
Internationalisation is not only about language but also about culture. Danish workplace culture can be difficult to decode as a newcomer.
“We often say that there’s no hierarchy in Denmark. But there is – it’s just not visible, and this can be difficult to navigate for new international members of staff. We also understand communication differently. What Danish people perceive as a clear and efficient way of communicating may appear as impolite to some international employees,” says Lisa Topelmann-Weder. Michael Winther adds that teaching situations can also be challenging for some international members of staff:
“If you come from the US, for example, you might be used to students being more deferential towards you in your role as a teacher. Then you step into a Danish lecture theatre and the students are more direct – and they tell you if they disagree. This can come as a shock to some,” he says.
Most of AU's educational programs are in Danish and therefore language and teaching culture are important. Managing expectations is key to meeting challenges. The Centre for Educational Development (CED) holds courses on Danish teaching culture, and the International Staff Office (ISO) offers workshops on Danish culture, which help international members of staff understand Danish norms, ways of communicating and traditions. The ISO also runs courses that give employees – both Danish and international – a perspective on their own culture, helping us to better understand ourselves and how we come across to others.
A working group will begin the task of developing a framework for language.
“Inclusion does not come by itself and cannot be solved by strategies and action plans alone. It is shaped in our everyday interactions and the choices we make as colleagues; whether we take the time to align our expectations, which language we use, and who we invite into the conversation,” says Michael Winther.