Translating internal content into different languages is something that’s always been a bit of a conundrum in the internal communications world.
The advice I was given many years ago was that it’s best to stick to the business language of the organisation or run the risk of creating silos. But, in 2024, does that still stand? If we want to be seen as a truly global business, surely we should be as accommodating as we can be to of all our workforce?
It’s a topic that fascinates me and one that’s clearly still the cause of much debate, if the answers I received in response to a recent LinkedIn post were anything to go by.
I asked:
If you operate in over 10 countries, do you translate for each of them?
Or do you pick a few countries to translate based on percentage of employees who work there?
If you only operate in a few do you translate?
For some countries, multiple languages are spoken, do you do them all or pick the main one?
Does the advice I was given still stand and you stick with the business language? Is it content dependent, so you only translate specific things?
The post received over 60 responses showing just what a contentious subject this can be.
Here’s just a sample of the comments:
“Using only one language, mostly English, for all sorts of communication to countries whose first language is not English is a sort of linguistic imperialism.”
“Not sure how efficient it would be if you had to translate communications regularly. My opinion would be that the team have access to tech that can do this for them if they need to, but equally, I understand that this may not be best for team morale and that things could also be lost in translation. Perhaps the answer would differ depending on the type and importance of the communication?”
“The answer is quite simple. You translate into as many languages as you want your content to be read in. If you only produce content in English, then don’t expect it to be read by anyone for whom English is not their native language regardless of what the language of the company may be.”
“In a global organisation, translating is actually a great way to break down silos. Translating/creating is expensive and can take time but speaking to people in their own language is a great way to make people feel valued and part of a community that respects them. And the process of creating helps the organisation learn more about itself.”
You can see the original post and all the comments here.
Overall, the majority of people who commented seemed to agree that translating wherever possible should be the agreed approach – but with various nuances, depending on things like the types of documents or the expectations the company sets out when people are initially employed.
Generally, people seemed to agree that there were certain documents that would always need translating, particularly those around emotive or sensitive subjects or important/technical policy documents, but that other communications could be delivered in the company’s main language.
Human translation or AI translation?
If you are going to translate, how should you do it?
A recurring theme was the question of whether we can/should be translating more now that AI makes it so much quicker and easier.
The resounding consensus, and one I agree with, was that translation is often about so much more than the words themselves.
As one respondent said: “Tech will get you a long way but think about how much time and thought we give to the tone and nuance of our messages, plus our sensitivity to metaphor and cultural references and the risk of getting these wrong for a given community.”
There really is no substitute for human interaction. Get translation wrong and you risk alienating the very people you were aiming to include especially, as one respondent noted, “if the content is potentially bad news, or something where you want to inspire and motivate – to connect emotionally.”
While many people on a team may speak English to a degree, their competency may vary and misinterpretations may happen more easily.
More than words
Translation is just a tiny piece of the jigsaw puzzle when it comes to embracing the different cultures within your workforce.
Whether it’s the culture of different countries or different religions, or even within different parts of the same country, there are a vast array of influences that may affect people’s views of work, their communication styles, expectations of leadership and attitudes to hierarchy.
It’s not just documents that you need to ensure translate well, but things like company values, humour and the way you interact with people.
Head office culture doesn’t always work everywhere.
It’s crucial to always be thinking about how things might land, always be asking that question, and always be open to learning.
It’s very important that the inclusion you’re aiming for is not simply your culture’s version of inclusion, but one that feels comfortable to everyone.
Taking the time to get translation right is a valuable part of this. Are you making sure your translation resonates with everybody? Are you asking “how does this actually land? What does this word mean to you?”.
Getting translation right
The first step to getting translation right is having this awareness. Cultural intelligence (CQ) is like a muscle you can build. If you’re curious and open-minded then creating inclusion within a global organisation is an ongoing process.
In a previous episode of the Redefining Communications podcast I spoke to global communications consultant Sarah Black about this issue.
She said the most important thing was to recognise whether there may be short-comings in your approach and to challenge this:
“Do you think ‘local’ first rather than global? Do you read a document and consider how it will feel to an audience outside your home region?
“By developing a global mindset that appreciates and celebrates other cultures and experiences, you can create a stronger and more harmonious team. Think “global” first, and you’ll not only strengthen your team but also open up new opportunities and tackle challenges at a broader level.”
Here are some other key translation tips:
- Involve local people: Think about trans-creation rather than translation. For more broader cultural issues, consider hiring an interculturalists, a professional whose job is specifically to help you understand their culture.
- Honour and acknowledge the local culture: You don’t need to drastically change everything you do and your overall brand can remain strong, but can you make concessions to local customs and values? Think about the way McDonalds changes its menus slightly in different countries. You’re getting something tailored to you, but the overall McDonald’s experience is still the same.
- Try to avoid using culturally-specific metaphors and turns-of-phrase that when translated literally will make no sense: For example, “opening up a can of worms”.
- Use easy-to-understand, simple language: Avoid long flowery sentences and keep paragraphs short.
- Share written materials ahead of time: Ensuring people have access to things like presentation slides or meeting agendas beforehand can give them time to properly digest the information contained within them. In meetings, be conscious of the terms used and the pace of discussion.
You can read more about building stronger global teams in this blog.
If you’d like help in ensuring communication in your organisation is as inclusive as possible contact our team at info@redefiningcomms.com
