Part I
In response to the refugee crisis in 2015, with more than 1 million migrants arriving to the European costs, and more than 3,700 dead, the European Commission presented proposals to reform the Common European Asylum System (CEAS) in 2016, including new laws to replace the Dublin System, determining a limited number of EU countries with external borders, as responsible for processing most asylum claims as they were the first EU country the migrants entered.
To change this situation, in 2020, the European Commission proposed a New Pact on Migration and Asylum replacing the Dublin regulation with the aim of streamlining the rules, shortening the time limits and aiming to support front line countries in times of pressure by introducing a new system of solidarity from other EU countries.
As a consequence, the MEPs approved the final form of the Pact on Migration and Asylum in April 2024, with a period of observations on the results.
This change could offer new opportunities to create a more efficient and less chaotic network to check the conditions of access for migrants, their path to integration and job placement for those who are granted the right.
Logically, the reduction of asylum determination time is no guarantee of a solution to all problems, starting with the prevalent illegality of arrivals and the difficulty in identifying migrants.
Effective access to competent legal assistance is a key safeguard to enable migrants to exercise their rights to an effective access to a legal status, as stated by the EU Agency for Fundamental Rights (FRA). identifying current practices and suggesting how national authorities should act.
The New Pact on Migration and Asylum should however make the treatment and communication to migrants about the status of their files less problematic and more uniform between European states.
In this way, concrete, effective and unambiguous communication can also contribute to creating a stronger correlation between migrant reception organizations and the social and labour insertion systems of the various stakeholders and actors involved.
The promotion of meetings between the various actors and the development, with the relevant official bodies, of case studies and facilitative treatments for the integration of migrants can play a particularly important role.
Linguistic and cultural mediators must themselves be protagonists in these activities and the migrants themselves should be involved to achieve maximum clarity and transparency in communication.
Local communities and non-governmental organizations involved in the integration process must be fully involved with ample space for discussion and debate.
In this way, non-formal moments of solidarity and empathy can begin to be created that can help improve relations between people of different cultures and create an environment of confidence and cooperation.
Relationships between institutional organizations dedicated to reception and non-governmental organizations that play an active role in the hosting and integration process can find in social farms and other farms available to carry out work-training tasks a bridge towards access to the skills needed for non-episodic work in the rural world.
These relationship activities are intertwined with opportunities for integration in rural communities, particularly in those at increasing risk of abandonment by their inhabitants.
This can therefore contribute not only to finding labour for agricultural works but also to tackling the increasing depopulation of small towns and rural villages, putting their survival at risk with the progressive disappearance of necessary services.
This approach based on positive relations between public and private organizations, local institutions, farms, rural communities and migrants can therefore be fundamental in creating strength from different weaknesses by finding suitable solutions for working, housing and logistical conditions with the effort of all.
According to many researchers (e.g. Jørgensen, 2012), rural communities are often perceived by migrants as the least useful for their own integration, while large cities are considered more attractive with respect to social and employment placement and capacity for action.
Further studies emphasize the local government role in determining life opportunities, integration and migration policies (Caponio and Borkert, 2010), an aspect outside the focus of earlier research.
Some studies investigating the local level on urban vs. rural (i.e., Jentsch 2007) reveal a better capacity of rural communities to welcome migrants in terms of interpersonal communication and predisposition to informal relationships.
However, the need for local authorities to involve the population by creating the conditions for positive coexistence is evident and it is still necessary to know how to create opportunities for locals and migrants to get to know each other.
This serves to prevent prejudice with discriminatory attitudes that can generate conflicts.
The difficulties with which post-2014 migrants tend to access housing and employment in a particular locality can also be expected to vary depending on the local economy, labour market, and demographic development.
The opportunity provided by rural communities affected by depopulation within small municipalities could be one of the solutions to the crisis caused by increased arrivals and difficult placements.
In fact, it is not possible to create unmanageable situations due to the lack of a placement plan for migrants entitled to asylum or in any case with a provisional permit.
On the other hand, the strategy of hosting centres cannot be entrusted solely to relocation commitments.
What is needed, therefore, is a planned action that creates a network of communities and small municipalities that can and do have the capacity to receive migrants who could find suitable accommodation in available but no longer inhabited houses and work in the surrounding countryside.
In this way, communication and relations between host communities and migrants could find fertile ground for building positive paths of integration and coexistence.
Starting in 2016, the European Commission began to draw up a strategy for the Council, which then materialised in 2020 with a document entitled Action Plan on the integration of third country nationals. The document is a support for criteria and tools for the integration of migrants in European countries.
One of the approaches concerns the creation of individual curricula vitae that contain not only the degree of knowledge of the language and culture of the target country and other vehicular languages, but also the competences, abilities and skills of the migrants included in the integration process. Such knowledge is important for seeking feasible integration into the world of work for migrants.
The starting point is therefore to create as much as possible the conditions for a smooth and operational integration from the very beginning through identification and recognition of knowledge level.
The provision of all tools, both in terms of programme and organisation, from a public authority, national government or municipality, or private body, association, trade union or farm owner, can contribute to creating a starting environment for integration.
However, it must be kept in mind that different cultures, mentalities and habits coming into contact may generate conflicts that can affect coexistence in both a social living and working context.
Part of the integration work must also consider possible conflicts and find solutions to them. This is only possible by having a culture of respect and hospitality that cannot be neither an action prepared on paper nor created on the spot.
The best thing to do is to create a training support, both for employers and for local workers and those coming from third countries, which can increase awareness of being able to avoid and manage conflict situations by creating an environment of mutual understanding .
In the event of a conflict, it is necessary to first identify the cause and nature, whether it is a problem arising in the execution of a job or in a circumstance due to a broader divergence.
In the first case, whoever intervenes to overcome the conflict, i.e. farm owner or supervisor, which therefore has a super partes function, must reason together with the people in disagreement about the concrete situation and make the people involved understand that the divergence can be resolved together.
In the second case it will be necessary to use the keys of mutual respect and common interest and of all others to find a way of working and living together for the common good.
This type of intervention must however be carried out in an empathetic and constructive manner, avoiding creating a dispute over the prevalence of one reason over the other.
The essence of a multicultural team is the understanding that one must not bully or prevail over one another to achieve a positive work and community environment.
Do you want to prevent misunderstandings and conflicts and establish effective communication practices?
In this part good practices to foster clear and respectful communication are available.
Language support is crucial since it is the basis for communication and ensures that workers understand instructions, safety protocols, and workplace expectations.
- Use Translators
- Hire interpreters
- Use visual aids such as instructional videos, diagrams, images, etc
- Try to find translated material
- Seek for language training courses offered from local or regional authorities
- Speak slowly and clearly
Clearly define duties, responsibilities and outline tasks to ensure effective teamwork and to prevent misunderstandings and conflicts
- Clearly define each team member’s roles and responsibilities to avoid confusion and conflicts over tasks. Make sure everyone understands their role within the team and how their contributions fit into the overall objectives.
- Create a chart depicting the roles and responsibilities of each team member. This chart should be visible to all the team members.
- Provide training to the team members in order to be able to correspond to the duties and responsibilities allocated to them
- Update the duties and responsibilities in case there are changes in the procedures
Training and instructions in order to ensure that the job will be performed effectively and safely and also to build skills.
- Theoretical and hands on training
- Specific tasks of the job
- Machinery/equipment operations
- Safety procedures/protocols
- Personal protective equipment
- Emergency procedures
- Hazard recognition
- Provide safety manuals in multiple languages
Establish a good communication through communication channels so as workers to feel free and comfortable to express their concerns, their questions, ideas or previous experiences, concerns.
- Encourage meetings so as the agricultural workers will have the opportunity to express themselves and prevent future misunderstandings and conflicts.
- Remember: Effective communication fosters trust, teamwork, and mutual respect among all members of the agricultural workforce
Understand and Respect different cultural backgrounds can help team members communicate more effectively and avoid misunderstandings
- Effort to understand different cultural backgrounds and beliefs (religion, diet, etc)
- Avoid stereotypes
- In case of a multicultural team avoid conflicts by cultural awareness training so as to increase understanding
- Create a work environment where all individuals will feel respected, valued, equal and appreciated despite their cultural background
Effective communication is fundamental for preventing misunderstandings and conflicts.
- Use plain simple and straightforward language to convey messages effectively. Avoid jargon, idioms, or overly complex language.
- Encourage team members to confirm their understanding by paraphrasing or summarizing what has been communicated. This technique helps ensure that messages have been accurately received and interpreted.
- Give clear instructions and Provide precise or exact details to avoid confusion or misinterpretation.
- Promote Curiosity and encourage team members to be curious and seek clarification when needed. The importance of creating an environment where questions are not only permitted but actively encouraged, foster better understanding and communication
- Encourage response
Flexible Communication Methods like in-person meetings, phone calls, text messages due to limitation to technology access or knowledge.
Cultural Integration Activities that promote understanding, appreciation, and collaboration among individuals from diverse cultural backgrounds within the agricultural workforce. These activities aim to create an inclusive and supportive environment where all team members feel valued and respected for their unique cultural identities. Such activities may include organization of events to celebrate holidays, traditions; share traditional dishes and recipes; presentations that explore cultural norms, values, communication styles, and customs to increase understanding and appreciation.
Provide important documentation such us employee handbooks and contracts in multiple languages.
Self-assessment questionnaire for Part I
Part II
After the work developed by the European Commission through the ‘Action Plan on the integration of third country nationals’, a work has been developed on the Recognition of Prior Learning (RPL).
The possibility of recognizing the education and training acquired by migrants in their respective countries of origin is the first step in rebuilding their skills and introducing them to work that converges with what they have learned. This screening has some obvious benefits:
- Improving employment opportunities for migrant workers and easing their full integration in the labour market of the receiving country
- Reducing costs and time taken for training and certification
- Easing the formal path to certification, through credit transfer processes
- Planning for an individual’s development in a lifelong learning perspective
- Increasing migrant workers’ self esteem by recognizing their achievement in learning
- Helping drop-outs to re-enter formal education
- Improving the employment opportunities for returning migrants who can formalize competencies acquired abroad or moving to other EU countries
This type of verification/confirmation can therefore be transformed into a form of communication of the migrant’s status as a potential worker, thus making easier and smoother integration possible.
From that perspective, all further developments, including in terms of informal and non-formal training, can become part of the curriculum, increasing placement opportunities, also offering to employers and employment services some help for placement references:
- Helping to adequately match jobs and employees
- Helping to identify employees’ skills effectively
- Helping to identify appropriate training opportunities
- Reducing the time required in employee training
- Increasing employee’s/trainee’s motivation and interest in workplace
- Generating new workforce and exchange of experiences
The RPL methodology according to the standards for assessment/validation of informal and non-formal learning is the same used for adult learning.
In this sense, the process of valorising the work carried out can have its own recognized development and be based on multiple and more complex objective experiences which can give access to an aggregate work career and professional valorization.
The meaning of this kind of accreditation is that the learning outcomes from work are stated through a description of the skills and competencies that a person, in this case a migrant, has acquired through a theoretical or practical education/training program, also including that performed and achieved at work.
This process also makes it more difficult illegal work to take place both due to the greater awareness that the migrant acquires about his rights and because a recording approach to what the worker has done provides evidence of the work carried out.
In some European countries, such as the Netherlands for example, it is possible to obtain a certificate of experience which documents the training and work previously carried out, creating a sort of portfolio of evidence.
This official form of recognition makes the subsequent employment easier, both because the employer and employment offices can view previous recorded experiences, and because the official nature of the document predisposes the employer to greater trust.
The associations and trade unions are active in this activity and constitute a safety network against illegal work and therefore guarantee workers their integration.
One of the aspects that certainly needs to be developed is the capacity for organization and networking, attempting to unify efforts for greater fluidity and de-bureaucratization of the hosting and integration system.
A portfolio of evidence must include:
- A written outline of education and career goals
- Learning outcomes and competency statements
- Documentation verifying the learning claimed
A portfolio may also include:
- A chronological record of significant learning experiences
- A life history paper
- Informal records of past learning achievements
All kinds of documents proof of previous acquired competencies and work experiences can be added.
This documentation may seem superfluous compared to the problems of identity documents that are sometimes absent or lost during the journey undertaken by the migrant.
Yet, once the identity has been ascertained starting from an interview by the reception center that takes care of the migrant, following the approach and logic of the RPL certainly facilitates the integration and reliability required by the countries of the Union European for possible mobility from one country to another, for example for family reunification.
The communication of a path of valorization through networking skills poses to the migrant the problem of knowing how to express their abilities and communicate them.
We have seen how setting up a curriculum/portfolio of one’s own skills is necessary for the migrant, as well as for the native worker, to be evaluated and to carry with him along his path the memory of her/his personal and professional experience, also to have greater opportunities of mobility in the European Union countries.
On the other hand, it is more complicated for migrants to be able to communicate their professional and social integration skills due to barriers such as appropriate use of the language, cultural difference and less confidence with the social behaviors of the country of arrival.
A technical and technological gap could also exist to make the social and work integration path more difficult.
However, the existence of public institutions, non-profit associations, and other operators in the social and economic system can contribute to removing these obstacles if organized in the form of a networking system with common goals of integrating migrants.
Before referring to the tools that can be used for job evaluation and professional valorization in multicultural teams in agriculture we have to answer the question:
“Are the tools for job evaluation and professional valorization important and why?”
The answer is YES.
The tools for job evaluation and professional valorization important because:
- All team members, regardless of their cultural background, are evaluated based on the same criteria therefore discrimination phenomena related to ethnicity, culture and nationality are excluded. This leads to cohesion among team members and effective collaboration avoiding collisions.
- These tools help to count the performance of individuals and by extension of the teams. Therefore corrective measures can be adopted and new strategies can be developed.
- Through evaluation strengths and weaknesses will be revealed thus the development of skills will be more targeted. On the other hand the strengths can be exploited to the benefit of the team and the business
- The feeling of objectivity and fairness boosts the morale and the motivation of agricultural multicultural teams. We must not forget that in most cases the reasons that led them to migrate are reasons of violence, war and persecution.
The tools for job evaluation and professional valorization of multicultural teams in agriculture are important since through this process weaknesses and strengths will be revealed giving the opportunity for corrective actions and exploitation of new opportunities that will strengthen the agricultural enterprise.
In addition, the tools that will be used must take into account the diverse perspectives, skills, and cultural backgrounds of the team members so as to be unbiased.
The evaluation of the performance is conducted in order to evaluate the performance of the team members but also the performance of whole teams.
Examples of tools for the evaluation of performance and the professional valorization come in a variety of forms that are presented below.
Set Performance indicators
It is very important to decide and set the performance indicators that will help you to evaluate the job and the professional valorization. The performance indicators should be quantitative (productivity, yield, working time) and qualitative (communication skills, teamwork, cultural sensitivity).
Adjust the evaluation criteria
The criteria may be different each time that the composition of the working force changes. They should reflect the current situation and reflect the challenges and the opportunities taking into account the different cultural background.
Organize training and support to team members in order to explain and help them understand the process of evaluation, the necessity, the expectations and their role in this process.
Feedback Mechanisms: The collection of feedback is the process of gathering all the necessary information in order the evaluation to be performed.
Since the outcomes are crucial for the agricultural organization because corrective actions might be introduced or new strategic goals or investments will be decided special attention should be given to the collection of data so as to correspond to reality.
Collection of feedback from different sources e.g. team managers, external stakeholders, workers
Team members should be encouraged to provide input regarding the work they have performed.
- Quantitative figures
- Qualitative data
- Challenges that they faced
- Techniques that they applied
- Opportunities that they see
- Suggestions
Results of the job evaluation process and professional valorization
Upon the finalization of the job evaluation and the processing of the results, the team members that achieved all the goals and have all the prerequisites for their development in the team can be professional valorized.
Professional valorization, also known as professional recognition, is an essential aspect of fostering motivation, job satisfaction, and career advancement in agricultural multicultural teams.
Below ways to enhance professional valorization are reported.
Ways to enhance professional valorization
Recognize Achievements: Recognition of their contribution to the goals of the agricultural company
Establishment of a reward system with financial incentives: Offer financial rewards such as bonuses, salary increases, or performance-based commissions to recognize remarkable performance and motivate team members to achieve their goals.
Acknowledge Diverse Skills and Expertise: Recognize and value the diverse skills, expertise, and experiences that team members from different cultural backgrounds bring to the table. Highlight the unique perspectives, knowledge, and cultural insights they contribute.
Offer opportunities for skill development and training that support the professional growth and advancement of team members. Examples of trainings are technical competencies, leadership skills, cross-cultural communication, and other capabilities relevant to agricultural work in multicultural settings.
Extra Time Off: Reward exceptional performance and achievements with additional paid time off or extended vacation days. This provides team members with the opportunity to recharge, relax, and spend quality time with their families and communities.
Promotions and Advancement Opportunities: Provide opportunities for career advancement and progression within the agricultural organization. Recognize high-performing team members by promoting them to leadership positions or offering opportunities that allow them to develop new skills and expertise.
Team Building Activities: Organize team-building activities, retreats, or social events that bring multicultural team members together to celebrate successes, strengthen relationships, and foster a sense of belonging and fellowship.
Self-assessment questionnaire for Part II
Part III
The importance of networking between social partners and public bodies has been highlighted as one of the most promising strategies avoiding troubles in organization of activities, hosting migrants improving their housing and work opportunities, and facilitating their integration in rural communities.
There are specific programs designed mainly for immigrants and, where applicable, refugees, that are included in the Active Labour Market Programmes (ALMP) and are partly tested, excluding language training, also for country native workers searching an occupation:
Language training
- Counselling and monitoring of job search efforts
- Training on how to write a CV and cover letter
Subsidized private sector employment
Wage subsidies and/or participation to the social security contribution for employers who hire unemployed workers, especially those who are more vulnerable
Introduction programme
Usually offering temporary job opportunities, mainly in community services, aiming more at income generation than to increasing the employability of jobseekers
Ad-hoc programmes for migrants and refugees
Technical advice, start-up support, training on business management
On-the-job/Off-the-job Training
Aiming to enhance skills needed by jobseekers for increasing their employability. On-the-job and/or off-the-job training
The networking system to facilitate a migrant integration program must necessarily start from the evidence of the documentation supporting the case. At this stage, once taken into care according to his integration and work capabilities, the migrant can access the services that the network made of reception centers of various levels, the NGOs involved in support work, the trade unions and employers’ associations can connect to each other and provide training, housing and job placement opportunities, together with the municipalities and the employment centres.
On an employment level, this networking action can bear fruit through a series of existing services:
Job search assistance
It aims at improving participants’ ability to communicate the main language of the country of arrival/destination.
Orientation course
It provides information about history, culture and institutions of the host country.
Public useful works
It provides newly arrived migrants with a customized assistance in job searching, including training, and subsidized employment.
Self-employment incentives
This can include advice and support for the recognition of skills acquired through formal, non-formal and informal learning. In case of identification of gaps in competencies, training opportunities might be offered through the available training providers. In some cases, this activity could be undertaken directly by the migrant worker benefitting from ad-hoc funds.
Social partners and public bodies can collaborate to provide migrant workers with all information, guidance and training needed to match with employers’ offer.
Here below are listed the practical services that can be arranged:
Registration
- Registration of all basic information details (i.e. name, age, address, education, relevant qualifications and prior working experiences)
- “Diagnosis interview” leads to development of individual action plan (IAP) which is based on needs, strengths and level of autonomy
Screening
- Periodic meetings with a jobseeker based on the matching opportunities
- Profiling initial assessment of the skills, abilities and motivation
Identification
- Identifying strengths and weakness of jobseeker as well as skills, competencies and motivation using a tool based on a self-assessment checklist
- Identifying documents that can provide evidence of competencies
Decision
- Assessing readiness and analyzing options of migration
- Providing necessary information and support
Final fulfilments
- Language and technical training, information on the destination country including culture, necessary documents, rights and duties of migrant workers, information on work visa, medical exames, etc
- Specific information session and guidance on recognition of nationally acquired skills abroad and evidence of foreign employment for the RPL in the case of a return
The public part of the networking system should be responsible for information and guidance about potential work offer and housing opportunities.
The NGO organisations, in collaboration with the pilot or social farms involved, can provide migrants with training on farming competencies, skills and abilities preparing to the placements in farms participating to the network of those asking for migrants’ work.
In addition to the institutions, social and labor offices involved, NGOs and agricultural businesses, other private entities may be involved:
- Private Employment Agencies: The current trend shows that more and more migrants are recruited by private employment agencies that provide information on work opportunities for job seekers. These services could contribute to tackle illegal work and provide farmers with information on available training sessions in the linguistic, social and professional areas of host countries.
- Recruitment through public services in destination countries: A potential migrant may also find jobs by accessing public databases published by the employment services in many countries if cooperating to match common data base.
Within this model based on networking a part is obviously attributed to other categories interested to migrants’ employment in agriculture:
- Direct recruitment by the employer: Migrants can also be recruited by the employer directly from abroad or at the very arrival. In this case the training will be at farm, but with aside engagements for linguistic, social and cultural courses and collaboration for visa documents of work and travel with private agencies and contractual relationships, through the employment services .
- Recruitment through networking: The networking system, as previously described, can become a major factor contributing to deal with the increasing number of migrant workers and with the preparatory training.
It would be necessary to create a control room capable of connecting the networking system and bringing the system’s capabilities into operation in the integration model.
The role of the Hospitality Centres is crucial because they provide a stable accommodation framework that covers not only the basic living and social needs of the migrants, but also their pedagogical and learning needs.
The services offered from the Hospitality Centres concern housing and feeding, informing guests about their rights and obligations in the host country, their psychosocial support, facilitating access to health services, providing basic items of personal hygiene, clothing and footwear, learning the local language as well as access to training and skills development programs.
In order to better understand the role of the hospitality centres and the importance of establishing relationships with them we can just answer the question:
“Why it is important to have good relationships and common work with hospitality centres?”
Accommodation and Basic Needs
Hospitality centers offer vital services including accommodation, meals, and essential amenities for migrant workers.
Sustaining positive relationships ensures migrant workers can access secure and comfortable accommodations, pivotal for their welfare and efficiency.
Safety and Protection
Partnering with hospitality centers plays a vital role in safeguarding the well-being and security of migrant workers.
Through collaboration, agricultural employers and hospitality centers can implement measures to mitigate risks, address safety issues, and efficiently respond to emergencies, thereby fostering a secure environment for migrant workers.
Transportation and Logistics
Ensuring smooth transportation between agricultural sites and hospitality centers is crucial for the safe and efficient commuting of migrant workers.
Establishing positive relationships with hospitality centers streamlines transportation logistics, minimizing disruptions to agricultural operations.
Social Support and Community Engagement
Hospitality centers may arrange social and recreational events to encourage community bonding and alleviate migrant workers’ social isolation.
Through collaboration, agricultural employers and hospitality centers can offer opportunities for migrant workers to interact, fostering a supportive and inclusive community atmosphere.
Conflict Resolution
Building strong relationships with hospitality centers facilitates timely resolution of conflicts or issues related to accommodation, services, or other aspects.
Effective communication and collaboration between agricultural employers and hospitality centers play a key role in addressing concerns and sustaining positive working partnerships.
From the previous section it is obvious that having good relationships and common work with hospitality centers is essential because we ensure the well-being, safety, and integration of migrant workers in agriculture. By collaborating closely with hospitality centers, agricultural employers can create a supportive and inclusive environment that promotes the success and sustainability of agricultural operations.
The question that arises now is:
“How can we establish and maintain good relationships with Hospitality centres?”
In the following slides we will present some proposals towards this scope.
Research and Selection of Hospitality Centres
The first step is to conduct a research in order to find the hospitality centers that are close to the farm or the agricultural enterprise. In case that there is more than one you have to take into account the distance from the farm or the agricultural enterprise and the quality of services they provide.
Begin Communication and Establish a Connection with the Hospitality Centre
Contact the chosen hospitality centers to start the conversation and demonstrate your interest in forming a partnership. Introduce yourself, clarify your requirements, and inquire about their ability to accommodate migrant workers. Establishing rapport from the beginning sets the stage for a constructive relationship.
Conduct Site Visits to Evaluate Facilities
Schedule visits to hospitality centers selected in order to personally inspect their facilities. Consider aspects like cleanliness, safety, capacity, available amenities, and suitability for housing migrant workers. Take the opportunity to discuss with the staff at the hospitality centers to resolve any inquiries or uncertainties.
Finalize the Partnership
Finalize the partnership with comprehensive written agreements or contracts delineating the terms and conditions. Ensure clarity in specifying the roles and responsibilities of both parties, including duties related to accommodation, services, communication, and conflict resolution.
Maintain Transparent Communication
Keep communication lines open and clear with staff at hospitality centers. Establish designated contacts and efficient communication methods to ensure smooth coordination. Consistently update them on any developments, modifications, or challenges that may arise.
Demonstrate Respect and Gratitude
Show respect and gratitude for the services offered by hospitality centers. Recognize their vital contribution to sustaining agricultural activities and the welfare of migrant workers. Express appreciation for their collaboration and shared dedication to achieving mutual success.
Discuss and Define Terms and Expectations
Upon selection of the hospitality centre, engage in discussions to establish the terms and expectations for the collaboration. Cover topics such as pricing, services offered, accommodation quality, payment schedules, and any particular needs related to the migrant workers.
Deal with concerns promptly
Be quick to respond to any issues or concerns raised by hospitality center staff. Promptly addressing these matters demonstrates your commitment to maintaining a positive relationship and resolving issues together.
Offer Assistance and Resources
Offer assistance and resources to hospitality center staff to enhance their ability to accommodate migrant workers effectively. This may involve offering training sessions on cultural sensitivity, language support, safety procedures, or addressing specific needs related to migrant workers.
Cultivate Sustainable Collaboration
Cultivate a lasting collaborative partnership with hospitality centers founded on trust, mutual respect, and shared objectives. Periodically review the partnership, seek feedback from all involved parties, and explore opportunities for continual advancement.
Self-assessment questionnaire for Part III
References
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- Corrado, A.; de Castro, C.; Perrotta, D. Migration and Agriculture: Mobility and Change in the Mediterranean Area; Routledge: London, UK, 2016; ISBN 9780367200121.
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- Morén-Alegret, R.; Solana, M. Foreign immigration in spanish rural areas and small towns: Current situation and perspectives. Finisterra 2012, 39, 21–38.
- Kasimis, C.; Papadopoulos, A.G.; Zacopoulou, E. Migrants in rural Greece. Sociol. Rural. 2003, 43, 167–184.
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