The document outlines a training program to help empower female refugee employees from war-torn countries working at a child care center. The training aims to teach effective communication, socialization, self-care, and appreciation for cultural diversity in the workplace. It provides modules, objectives, assessments and a unit of competency to establish better relationships and productivity among a culturally diverse staff.

2. Striving for a Better Workplace

3. Target Audience
Female refugee employees from war-torn countries working
at a child care center with Basic knowledge of the English
language.

4. Issues that Need to be Addressed
Employees are too scared to ask
their supervisor to clarify.
Too shy to look directly at their
supervisor in the eye.
Candidates scurry away to
try and figure out what to do
on their own.

6. This course will empower the learners to
embrace their uniqueness and establish
better relationships at the workplace.
When employees have mutual respect and
understanding for each other, it results to
productivity, teamwork and overall
culture.

7. Course Objectives
After the training, the learners must be able to…
communicate simply, clearly and effectively in
the workplace
Socialize effectively in the workplace
know one’s self and practice holistic self-
care
appreciate the culturally-diverse
workplace

8. Module
5
–
Effective
Communication
in
the
culturally
diverse
workplace
Modules
Module
4
–
Establishing
a
Holistic
well-being
Module
3
–
Universal
Benefits
of
Socializing
in
the
Workplace
Module
2
–
Personality
Assessment
and
Self-awareness
Module
1
–
Working
at
a
culturally
diverse
workplace

9. Blueprint
Platform:
• Online/ Moodle/ Self-paced
Assessment
• Quiz (Multiple choice)
• Workplace application
Assignment – to be
observed by a supervisor
• Final Project
Evaluation
• Survey
• Course ratings
• Grades
• Performance feedback of
supervisors
Appendices
• Survey form
• Performance feedback form
• Facilitator manual
• Participant manual

10. Blueprint
Final Project
• During the training, each participant is
expected to keep his/her own journal. The
participant should consistently write the
learnings during the training and 30 days
after the training. This will serve as their
final project and will be graded by the
SME.

11. Unit of
Competency

12. Unit of Competency
This unit describes the skills and knowledge
required to assist with supporting the ongoing skills
development of a female refugee employee from a
war-torn country with basic knowledge of the
English language. It involves following and
contributing to an established syllabus and using an
action-based learning approach guided by
instructor-led training.
This unit applies to individuals in a workplace
environment, specifically for child-care center
employees. Work performed requires some
discretion and judgement and may be carried out
under regular direct or indirect supervision.

13. Unit of Competency
Contribute to skills assessment After the training, learners, SME and
supervisor must be able to:
- Observe improvement in one’s ability to socialize and
establish professional relationships with colleagues.
- Observe improvement in one’s ability to know one’s self and
improve holistic well-being.
- Observe improvement in one’s ability to communicate
effectively at the workplace.
- Mentor each other as a community of learners thru
engagement and support.
- Record all observations accurately and objectively in
consultation with supervisor and using terms that can be
clearly understood
- Provide fair observation to the participants and
constructive feedback to improve the person’s skill.

14. Unit of Competency
Assist with ongoing skills
development according to
syllabus
During the training, learners, SME and supervisor must
be able to:
- Encourage the learner to engage as actively as possible
in all activities and provide them with information, skills
and support to do so.
- Interpret and follow strategies, techniques that will
enhance the skills.
- Provide support for the person to identify resources to
complement strengths.
- Maintain respect and foster encouragement among the
learners.
- Discuss any difficulties experienced in implementing
skills development activities with the person or relevant
others.
- Consistently monitor participant improvement and
address road blocks that may arise.

15. Unit of Competency
Support incidental learning
opportunities to enhance skills
development
- Provide encouragement in real-life
situations that can act as potential informal
or incidental learning opportunities.
- Use positive approaches and strategies to
promote enjoyment and maximize
engagement.
- Unleash learner brilliance and confidence
by creating a positive learning experience for
each participant.

16. Unit of Competency
Complete Documentation - Comply with course requirements.
- Maintain documentation according to
course requirements.
- Complete the module to advance to the next
modules.

17. Foundation Skills
• Communication
• Collaboration
• Socialization skills
• Communication skills
• Interpersonal skills

18. Assessment Requirements
Performance Evidence
The candidate must show evidence of the ability to
complete tasks outlined in elements and performance
criteria of this unit, manage tasks and manage
contingencies in the context of the job role. There must
be evidence that the candidate has:
• contributed to ongoing skills development, by
increasing one’s competence in socializing in the
workplace.

19. Knowledge Evidence
The candidate must be able to demonstrate essential
knowledge required to effectively complete tasks outlined
in elements and performance criteria of this unit,
manage tasks and manage contingencies in the context
of the work role. This includes knowledge of:
• Working at a culturally diverse workplace.
• Socializing as a way to establish great professional
relationships
• Positive holistic self-care
• Effective workplace communication

20. Assessment Conditions
Skills must have been demonstrated in the workplace or
in a simulated environment that reflects workplace
conditions. The following conditions must be met for this
unit:
- Use of Moodle as a go-to platform for communication,
collaboration and learning.
- Comply with the necessary course requirements such
as: completing the module, passing the assessment and
consultation with the SME.

22. Socialization in a culturally diverse workplace can be
daunting. However, having great professional
relationships in this type of workplace is necessary to
build a strong professional presence, build confidence, and
a way towards success. With this, a culturally diverse
environment should not be a hindrance in fostering
harmony, productivity and efficiency in a unit. It should
be a place where differences connect each other. Valuing
the differences and uniqueness of each employee can
result to big ideas, process improvements, and other
strategic initiatives. Again, this module wants to give
emphasis on the value of each person as a unique
individual that can contribute to the success of a unit.

23. Learning Objectives
After the training, learners must be able to:
01
02
03
04
05
Understand that each
employee has a
contribution to the social
dynamics of a culturally
diverse workplace.
List and define the
benefits of having
a great office
culture where
everybody respects
and acts
professionally
towards each
other.
Enumerate practical hacks
that can help the employee
in socializing in the
culturally-diverse
workplace.
Recognize the
contribution of
having positive
professional
relationships
towards the success
of each employee.
Appreciate the impact of
having a unit that is
collaborative and
proactive in resolving
conflicts and other
workplace challenges in
a company.

24. Part 1: You as a Social Being
Each one of us is built as a social
being. It is necessary to
cooperate and thrive in a
community by taking part in
human connections. To
understand why and how
cooperation and establishing
positive connections can
determine the success of a unit.
With this, it is an integral part in
solving daily challenges we all
face. Often, an individual as a
social being motivates the person
to succeed and pursue endeavors.

25. Part 1: You as a Social Being
Situation in Context
Coming from different cultural
backgrounds, you might think the
culturally diverse workplace can be
daunting. It can elicit challenges which
might be something new to you.
Language, culture norms and other
barriers can impose challenges,
especially with communicating with
your supervisor.
You might shy away and be less
inquisitive because of these barriers.
Hence, building your presence inside
the workplace can greatly affect your
disposition and relationships.

26. Part 1: You as a Social Being
Using Social Motivation as a way to Improve work performance
Definition: Context: Bottomline:
According to Psychology,
Social Motivation can be
described as “the human need
to interact with other
humans and to be accepted
by them. These interactions
are considered to be social
behaviors that address, either
directly or indirectly, other
people with the purpose of
soliciting a response.”
For example, an employee
may be more likely to work
harder if he or she is
consistently supported and
encouraged by his superior or
colleagues.
Therefore, creating positive
relationships can result to
improving the trust level
among employees.

27. Trust in the Workplace: Why It Is so Important Today and
How to Build It
Teamwork begins by building trust.
And the only way to do that is to
overcome our need for
invulnerability.
- Patrick Lencioni
There are several positive
psychology interventions (PPIs)
that can be used in the
workplace to improve important
outcomes, such as increased
motivation and work
engagement, job performance,
and reduced job stress. An
example of this is Workplace
Trust.
In order to be an advocate of
workplace trust, one must be
empowered and intrinsically
motivated. As an employee, it is
your duty to contribute in
creating a multi-cultural
friendly office setting.

28. Part 1: You as a Social Being
Why is Workplace Trust Important?
As an employee, you know how difficult it can be to work in a very hostile
office. It may even affect you psychologically and emotionally. It can result to
people being unreliable, disengaged, disloyal or uncommunicative. Trust
enables a person to feel:
• Motivated
• Collaborative
• Efficient
• Ethical
• Loyal
• Happy
• Adaptable to change
• Accepted and belonged
• Persuasive and creative
• Empathic

29. Part 1: You as a Social Being
How to establish Workplace Trust?
In order for others to respect you, one must be able to exude confidence and
professionalism. Practicing what you preach (words and actions) is a key
pillar for building trust in the workplace and, ultimately, for an organization’s
success. One must recognize that trust means effort and persistence.
Conduct a personal inventory by answering the following questions:
1. Am I listening to the opinions of others?
2. Am I open to constructive criticism or feedback?
3. Am I consistent with my desire for growth as an individual?
4. Am I always truthful even when it is difficult?
5. Am I treating everyone with respect and fair judgment?
6. Do I demonstrate empathy and concern for other employees’ welfare?
7. Do I abide with company values and keep myself accountable for my
actions?

30. Part 1: You as a Social Being
Conclusion
The culturally diverse office setting can be a ground for various individuals to
come together and contribute to the organization’s success. Social dynamics play
a key role in an employees’ motivation to excel and exceed expectations. An
individual who feels empowered and supported will always go the extra mile to
contribute in a unit. You must recognize that you must establish positive
professional relationships in the workplace. Remember, a toxic environment can
lead to disengagement and hostility. This destroys collaboration, teamwork and
efficiency.
Research shows that when your relationships between people at work are above
and beyond, you have a psychologically higher sense of empowerment and a
higher sense of personal achievement. In addition, when you share the same
goal and passion with others it becomes an important factor in reducing the
level of stress and burnouts.

31. Part 2: Effects of having good professional
relationships
Psychologists have long identified the desire to feel connected to others as a
basic human need with interpersonal relationships having a significant
impact on mental health, health behavior, physical health, and mortality
risk (Umberson & Montez, 2010).
• Has a positive impact on employee engagement.
• Can lead to knowledge and productivity spillover from trained to
untrained workers.
• Likely to be more attached to the organization.
• A lack of social interaction in the workplace can have potentially
negative consequences in relation to social support.
• Help to ensure everyone in a group is on the same page.
• Cultivate greater shared experiences and the gradual development of
more trusting relationships

32. Part 2: Effects of having good professional
relationships
Conclusion
A culturally diverse workplace may seem
to be a place to have ‘forced’ relationships.
However, actions can be done by any
individual or organization to encourage
employee interaction and develop an
inclusive workplace culture. (e.g team
building, small talk etc.) More so, an
employee must contribute to the harmony
of a unit. You, as an employee, must do
your part to create positive professional
relationships to others.

33. Part 3: You can do it! Practical hacks on how
to socialize

34. Part 3: You can do it! Practical hacks on how to
socialize
The most basic importance of socializing at work is to put yourself
and others at ease. Socializing at work and being friendly and open,
without intervening with other people’s personal lives, is one great
way to start the conversation going. A positive atmosphere is better
for creativity and productivity. People are reportedly more brilliant
when they feel appreciated and supported at work.
Go out to lunch with your co-workers. Except that, you cannot
stick to just one group, join other groups and get to know them.
Try This!

35. Part 3: You can do it! Practical hacks on how
to socialize

36. Part 3: You can do it! Practical hacks on
how to socialize
Make suggestions, and not orders.
Use past tenses.
Don’t lie if you do not know the answer.
Ask for clarifications, and ask good questions.
Use the right form of address.
Anyone can chat up their
boss and try to ingratiate
themselves. While it is
possible that people will
favor those with whom
they are most friendly,
most employers will
continue to evaluate people
based on their perceived
job performance.

37. Part 3: You can do it! Practical hacks on
how to socialize
Conclusion
It’s all about being at ease! When you build
positive relationships, you feel more comfortable
with your interactions and less intimidated by
others. You feel a closer bond to the people you
spend the majority of your time working with,
and you grow your influence in your
organization.
However, for a lot of people, relationship building
isn’t natural or easy to do. Most refuse to admit
this is a concern because it is such a basic,
common sense concept. They assume they
already know how to do it. Don’t fall into that
trap. Everyone – even the most outgoing,
engaging personalities – can improve their skills
in this critical area.

38. Summary video: Ask yourself…

39. Conclusion
Overall, socializing at work is a
skill you must possess in order
to succeed. It can be a very
advantageous skill. A globalized
economy, and society evolving
rapidly is hard-wired to work
with each other for a common
goal. Therefore, it is very
important that socializing at
work takes place, even if it
happens well within its own
boundaries.

40. Key Points
• Each one of us is built as a social being. It is necessary to
cooperate and thrive in a community by taking part in
human connections.
• Good professional relationships have a positive impact on
employee engagement.
• Socializing for a lot of people is not something that comes
out naturally and is easy to do.

41. Assessment
Questions 1-5 (Scenario Based)
Pam is from an indigenous group and serves as a rank-and-file employee in an
upscale hotel. Most of her colleagues are native English speakers, or of high
social standing. Here’s some scenarios Pam encountered in the work place.
If you were Pam, what would you do? (Choose the best answer)

42. Pam was called by her supervisor to give her report at the end of business day.
However, Pam knows that it is not feasible for her to accomplish the task with
the said deadline. If you were Pam, what would you do?
A. Ask another colleague to do the work for her.
B. Be honest with her boss and ask if they can meet at a
middle ground, because the deadline doesn’t seem feasible.
C. Scurry on her desk and be sad about the task.
D. Avoid her boss and call in a half-day sick
leave.

43. Pam is working with Carmela regarding a new project assigned specifically to
both of them. Carmela does not seem cooperative and is very hostile towards
Pam. If you were Pam, what would you do?
A. Give Carmela the cold shoulder and do her work.
B. Allow Carmela to do her thing and cover up for her to
the supervisor.
C. Give Carmela an all-out argument by blaming her.
D. Be confrontational towards Carmela, and talk to
her intently with assertiveness to reach a proactive
solution.

44. Pam is not a good dresser. She often gets comments because of the way she
dresses by other employees of different race. The situation is making her
uncomfortable and she is tempted to fight fire with fire by mocking the others
as well. If you were Pam what would you do?
A. Do grapevine communication and mock her other
employees too.
B. Make sure she dresses appropriately for work and
always maintain a professional look, and just shrug the
comments.
C. Confront one of her officemates and threaten that
person that if she will not stop if with her comments,
she will punch her in the face.
D. None of the above.

45. Pam has been called by her supervisor for a performance review. She thinks she
deserves an Excellent rating but was just given an Average rating instead.
Carmela, who she thinks was a slacker got a higher performance evaluation
than her. If you were Pam, what would you do?
A. Go immediately to the Director, (her manager’s direct
superior) and escalate the issue.
B. Ask for another re-evaluation and stay objective and
cool with the situation. She must hear out the rationale
behind the rating.
C. Resign immediately.
D. Ask the manager why she got a lower rating
than Carmela, and use Carmela’s performance as
her benchmark.

46. Pam has a problem with remembering things after it was said to her. If you
were Pam, what should you do?
A. Always jot down details in a notepad.
B. Try as much as possible to seem like listening by
nodding one’s head and maintaining eye contact.
C. Ask common sense questions, or questions that
have obvious answers.
D. All of the above.

47. Assessment
Questions 6-10 Multiple Choice (Choose the best answer)

48. _________can be described as “the human need to interact with other
humans and to be accepted by them”.
A. Social Being
B. Social Motivation
C. Social Proofing
D. Social Dynamics

49. All of these are effects of having good professional relationships, EXCEPT:
A. Has a positive impact on employee engagement.
B. Can lead to knowledge and productivity spillover from
trained to untrained workers.
C. Likely to be more attached to the organization.
D. To have an individualistic attitude or “mind-
your- own” business mentality, where everybody is
competitive.

50. Socialization should ____________.
A. Be forced.
B. Be imposed.
C. Takes a lot of effort to learn.
D. Natural and witty

51. A positive atmosphere is better for creativity and productivity. People are
reportedly more brilliant when they feel appreciated and supported at work. Is
the statement True or False?
A. True
B. False

52. Trust enables a person to feel the following, EXCEPT:
A. Motivated
B. Collaborative
C. Efficient
D. Individualistic