DiversitätPLUS: embracing diversity. Securing the future.

Language and communication in the workplace

Clear language and communication are essential for successful teamwork. Employees whose first language is not German particularly need guidance, understandable information and time to settle into everyday work. Language affects how successfully onboarding works, whether tasks can be carried out safely and how quickly new employees become part of the team.

Businesses can make a significant difference. Even small adjustments help: understandable work instructions, clear structures, supporting pictures or symbols, designated contacts for questions and brief recaps at the end of conversations. An open approach to questions and mistakes also makes settling in much easier.

Simple, clear language is not about lowering standards. It is an effective way to prevent misunderstandings. It helps not only people with limited German but improves communication across the team, for example in stressful situations, safety instructions and complex processes.

In this module, you will find:

• Two checklists to assess your company's current position and identify where language barriers may occur
• A guide showing how everyday communication can be made clearer
• Practical tips for direct implementation in the workplace
• Business examples showing how language barriers have been successfully reduced
• Information on regional language support programmes

The goal: communication that enables all employees to follow what is happening and work safely, regardless of their first language

Example of good practice

Targeted language support: a picture dictionary in metalworking

A metalworking company quickly recognised the importance of clear language for effective onboarding. Although new employees attended an advanced language course, they encountered many specialist terms at work that were unfamiliar from everyday life and general language lessons: tool names, processing techniques and material descriptions. These terms repeatedly led to misunderstandings and mistakes.

The company responded pragmatically by developing a picture dictionary, with a photograph of the tool or material on the left and the German term on the right. This simple aid helped new employees learn and use specialist vocabulary more quickly and confidently. It also made instruction and daily communication easier for skilled staff in the training workshop.

The example shows:

• Language support needs to be occupation-specific, not only general
• Visual aids such as pictures effectively support learning
• In-house solutions can often be implemented quickly and have a significant impact
• Additional support, such as tutoring, volunteers or retired teachers, can usefully complement language learning at work

Source: https://www.kofa.de/mitarbeiter-finden/zielgruppen/praxisbeispiele-und-interviews/erfolgsfaktoren-fuer-integration/

Funding options & contacts

Businesses have several options for developing employees' language and communication skills. Suitable programmes depend, among other factors, on employees' residence status, the training goal and the workplace context.

Important: Not all programmes fund stand-alone language courses. The focus is often on relevance to work or integration into employment.

Bundesamt für Migration und Flüchtlinge (BAMF; Federal Office for Migration and Refugees)
The BAMF funds vocational German language courses (Berufssprachkurse) for people with a migrant background.
These courses generally build on integration courses and focus on occupational requirements.

→ Contacts: regional course providers and the BAMF

Bundesagentur für Arbeit / Jobcenter
Under certain conditions, the Bundesagentur für Arbeit can provide funding for training, for example through a Bildungsgutschein (German training voucher).
Stand-alone language courses are generally not funded, but language learning may form part of vocational training.

→ Contact: the Agentur für Arbeit's employer service

GSA – Gesellschaft für Struktur- und Arbeitsmarktentwicklung
Through programmes such as Bildungschecks, businesses may receive grants for workplace training, for example in-house courses with language or communication components.

→ Contacts: regional GSA advisory offices

Training providers and language schools
Language courses can also be organised through private training providers, for example as company group courses or individual lessons.
These programmes are often self-funded but can be adapted flexibly to business needs.

→ Contacts: regional language schools and training providers

Sources & further information

Language support overview:
https://www.bea-brandenburg.de/wp-content/uploads/2023/06/bea_Sprachfoerderung.pdf

Practical examples and success factors for integration:
https://www.kofa.de/mitarbeiter-finden/zielgruppen/praxisbeispiele-und-interviews/erfolgsfaktoren-fuer-integration/

Practical example: “Handwerkliche Vokabeln für Flüchtlinge” (Handwerk Magazin)

Childcare

Childcare and working arrangements are crucial for many employees to work reliably and effectively. When childcare places are unavailable or opening hours do not match working hours, parents face considerable pressure and businesses experience more absences, short-notice changes or limited staff availability.

Tensions can arise quickly in sectors with shift work, early starts, weekend work or short-notice assignments. Parents need to respond flexibly while businesses need reliable planning. A lack of childcare can lead to employee stress, lost productivity, additional pressure on the team and, in the worst case, the loss of skilled staff.

This module identifies common everyday barriers, including shift patterns, early starts, a lack of childcare outside standard hours and unexpected absences. It also offers specific ways for businesses to support parents without jeopardising operations, including small, practical measures such as flexible working times, transparent scheduling, cover arrangements and straightforward team agreements.

In this module, you will find:

• A checklist to assess where childcare barriers arise in your company
• A guide showing how childcare can be secured
• Several business examples showing how barriers have been reduced successfully
• Information on regional funding programmes

The goal: working conditions that enable all employees to meet their caring responsibilities

Examples of good practice

Good practice: easing financial pressure by covering nursery meal charges

Good practice: flexible working hours for better work-life balance

A company makes working hours as flexible as possible to support parents. Administrative employees can choose their hours within specified time windows. In shift work, schedules are adjusted to match childcare opening times. The result is fewer short-notice absences, more reliable planning and a working environment that takes family responsibilities seriously.

Good practice: documenting working time blocks to establish childcare needs

A company helps parents demonstrate their actual childcare needs to nurseries, particularly relevant where many single mothers are employed. Split shifts and varying working time blocks are common in the sector, which can make approval of full-day childcare more difficult. Clear structuring and documentation of working hours make the actual workload visible. Parents can then apply more effectively for the childcare hours they need and organise working life reliably.

Good practice: Sweet Tec GmbH – workplace childcare as a family-friendly business strategy

Sweet Tec GmbH sees itself as a large “sweet-making family” and has placed great importance on balancing work and family from the outset. During its founding phase, the company actively addressed workplace childcare and supported the establishment of a nursery. Family friendliness was embedded early as a strategic factor, rather than introduced in response to acute staffing shortages.

The arrangement works through close cooperation with the nursery. Sweet Tec GmbH provides financial and organisational support, creating reliable conditions for its operation. In return, the company's employees receive priority access to childcare places. The model is designed for the long term and built on partnership, benefiting employees, the company and the childcare provider alike.

Source: https://www.kofa.de/mitarbeiter-finden/zielgruppen/praxisbeispiele-und-interviews/erfolgsfaktoren-fuer-integration/

Funding options & contacts

Tax-free childcare subsidy (§ 3 no. 33 EStG)

Businesses can subsidise or fully cover childcare costs for children not yet of compulsory school age, free of tax and social security contributions.

Source:
https://www.haufe.de/personal/entgelt/steuerfreie-kinderbetreuungskostenuebernahme-durch-den-arbeitgeber_78_126330.html

District youth welfare offices and childcare funding offices

Youth welfare offices are key contacts for employees for:

• Applying for childcare needs certificates
• Approval of full-day childcare
• Clarifying closures, non-standard hours and emergencies
• Finding available places in nurseries, after-school care or childminding

Benefits for businesses:

• Supports employees facing childcare shortages
• Reduces absences
• Makes it easier to demonstrate childcare needs, e.g. for shift workers

Source: Example: Landkreis Rostock – childcare funding

Cooperation with childcare providers in Mecklenburg-Vorpommern

Businesses can cooperate with providers such as DRK, AWO, Caritas, ASB and municipal organisations:

Possible arrangements:

• Reserving childcare places
• Agreements on non-standard hours
• Flexible childcare for shift workers
• Temporary solutions, e.g. during probationary periods

Benefits for businesses:

• Reliable planning
• Low costs
• Particularly suitable for SMEs

Source:

https://familienportal.de/familienportal/lebenslagen/ausbildung-beruf/kinderbetreuung/wie-koennen-arbeitgeber-bei-der-kinderbetreuung-unterstuetzen--125548?utm_

Familiensiegel – family-friendly business award (Ludwigslust-Parchim district)

What is it?
The Familiensiegel is an official award for businesses in the Ludwigslust-Parchim district offering particularly family-friendly working conditions.

Who awards it?
Wirtschaftsförderungsgesellschaft Südwestmecklenburg (INVEST-SWM).

Who can apply?

• Businesses in all sectors
• Skilled trades businesses
• Public administrations
• Associations

What are the benefits?

• Visible recognition as a family-friendly business
• An advantage in recruitment
• A strong reason for employees to stay
• A stronger regional reputation

Sources & further information

KOFA – Kompetenzzentrum Fachkräftesicherung
Practical examples and success factors for integration and balancing family and work.
Available online at:
https://www.kofa.de/mitarbeiter-finden/zielgruppen/praxisbeispiele-und-interviews/erfolgsfaktoren-fuer-integration/

Haufe Personal
Tax-free employer coverage of childcare costs
(§ 3 no. 33 of the German Income Tax Act).
Available online at:
https://www.haufe.de/personal/entgelt/steuerfreie-kinderbetreuungskostenuebernahme-durch-den-arbeitgeber_78_126330.html

German federal family information portal
How can employers support childcare?
Available online at:
https://familienportal.de/familienportal/lebenslagen/ausbildung-beruf/kinderbetreuung/wie-koennen-arbeitgeber-bei-der-kinderbetreuung-unterstuetzen--125548

German federal family information portal
How can employers support childcare?
Available online at:
https://familienportal.de/familienportal/lebenslagen/ausbildung-beruf/kinderbetreuung/wie-koennen-arbeitgeber-bei-der-kinderbetreuung-unterstuetzen--125548

Health, ability to work and inclusion

Physical and mental strain are major issues in many businesses. Employees feel exhausted or stressed, or are absent more often. Managers, meanwhile, are often unsure how to recognise strain, discuss it or provide useful support.
Health-related limitations affect not only individuals' performance but also team atmosphere, motivation and reliability in the workplace.
This module shows how businesses can recognise strain early, maintain people's ability to work and create a culture in which employees can work with stability and confidence.

In this module, you will find:

• A checklist to assess how health-supportive your company is
• A guide to creating healthy working conditions
• Several business examples where barriers have been reduced successfully
• Information on regional funding programmes

The goal: working conditions that enable all employees to work healthily

Examples of good practice

Good practice 1: management training

A business in West Mecklenburg sent its HR lead and operations manager on training to recognise and assess employees' psychological strain earlier. The course covered warning signs, conversation skills and prevention options.
Both managers report that this knowledge helps them support employees more sensitively and recognise strain in everyday work sooner.

Good practice 2: support with learning difficulties

A business in West Mecklenburg employsan employee with a learning disability. To ensure reliable time recording and prevent uncertainty, a colleague was appointed as a designated contact.
She helps complete digital timesheets, reads content aloud when needed and explains individual steps calmly. The arrangement is clearly agreed, respectful and conducted in a supportive setting.

Good practice 3: clear structures for a person with attention deficit hyperactivity disorder (ADHD)

In another business, an employee with ADHD shows considerable potential but needs clear, structured instructions. The company therefore decided to give tasks individually in writing rather than communicate several tasks at once.

The manager writes each task in a short, clearly worded sentence. The next step follows only when the previous task is complete. This creates a calm workflow without overload or distraction.

Funding options & contacts

Employment integration subsidy: amount and duration

The Bundesagentur für Arbeit can pay a wage subsidy to offset initial performance limitations or longer onboarding periods.

Standard funding:

• Up to 50 % of eligible remuneration

• For up to 12 months

• Depending on:

• Work capacity

• Extent of onboarding

• Integration needs

Older workers (aged 55 and over):

• Funding for up to 36 months

People with disabilities:

• Up to 70 % of eligible remuneration

• Funding for up to 24 months

• After 12 months, the subsidy decreases by 10 percentage points annually, but does not fall below 30 %.

People with particularly significant severe disabilities:

• Funding for up to 60 months

• Up to 96 months may be possible for those aged over 55

• The reduction starts only after 24 months

Source: https://www.foerderdatenbank.de/FDB/Content/DE/Foerderprogramm/Bund/BA/eingliederungszuschuss-bund.html

§ 16i SGB II – Participation in the labour market

For long-term unemployed people (at least 6 years receiving benefits under SGB II)

What is funded?

• Wage subsidy for up to 5 years

• Years 1–2: 100 %

• Years 3–5: gradual reduction

• Additional funding for training during employment

Source: https://www.gesetze-im-internet.de/sgb_2/__16i.html?utm_

Funding options in Mecklenburg-Vorpommern (LAGuS / Inklusionsamt)

The Inklusionsamt at LAGuS Mecklenburg-Vorpommern provides businesses with financial support and advice when employing people with severe disabilities.

Sources:

https://www.lagus.mv-regierung.de/static/LAGUS/Dateien/Soziales/Leistungen%20an%20Arbeitgeber.pdf

https://www.lagus.mv-regierung.de/Soziales/Inklusionsamt/landesprogramm-inklusive-ausbildung-arbeit/

Key institutions

Agentur für Arbeit / Jobcenter

• Employment integration subsidies (EGZ)

• Funding for long-term unemployed people (§ 16i)

• Support with work trials, placements and training

Integrationsamt

• Funding for people with severe disabilities (workplaces, equipment and workplace assistance)

• Employer advice

• Accompanying support

Sources & further information

Bundesagentur für Arbeit: employment integration subsidy (EGZ)

Information on funding for employees facing barriers to employment, older workers and people with disabilities.
Details of funding amounts, duration and reduction rules.
Available online at:
https://www.foerderdatenbank.de/FDB/Content/DE/Foerderprogramm/Bund/BA/eingliederungszuschuss-bund.html

Gesetze im Internet

Legal basis for supporting long-term unemployed people into employment through multi-year wage subsidies and accompanying training.
Available online at:
https://www.gesetze-im-internet.de/sgb_2/__16i.html

LAGuS Mecklenburg-Vorpommern: Inklusionsamt

Funding and accompanying support for employers recruiting people with severe disabilities.
Available online at:
https://www.lagus.mv-regierung.de/static/LAGUS/Dateien/Soziales/Leistungen%20an%20Arbeitgeber.pdf

Information on the state programme “Inklusive Ausbildung und Arbeit”:
https://www.lagus.mv-regierung.de/Soziales/Inklusionsamt/landesprogramm-inklusive-ausbildung-arbeit/

Initiative Neue Qualität der Arbeit (INQA)

Practical resources, checklists and guides on healthy work design, leadership and maintaining the ability to work.
Available online at:
https://www.inqa.de

Verwaltungs-Berufsgenossenschaft (VBG)

The VBG offers an online tool for assessing and permanently documenting psychological strain in the workplace: https://psylastung.bg-kooperation.de/

Bundeszentrale für gesundheitliche Aufklärung (BZgA)

Information on mental health, stress management and prevention.
https://www.bzga.de

Qualification gaps

For many businesses in West Mecklenburg, qualification gaps are among the most common recruitment barriers. Experience also shows that people without a vocational qualification or with gaps in their expertise often have considerable potential, if given the chance to develop through structured learning.

Support such as partial qualifications (TQ), training alongside work or gaining a vocational qualification later in life enables businesses to develop employees in a targeted way and retain them over the long term. The Bundesagentur für Arbeit and Jobcenters provide extensive funding for these pathways, from training costs to wage subsidies.

In this module, you will find:

• A checklist to assess how supportive your company is of training
• A guide to identifying and closing qualification gaps
• Several business examples where barriers have been reduced successfully
• Information on regional funding programmes

The goal: working conditions in which all employees receive the support they need

Examples of good practice

Development discussions as a driver of training

A medium-sized company holds regular employee discussions in which everyone is asked the same question:
“Where do you see yourself in five years, and which tasks or qualifications interest you?” Answers are documented and discussed together. The business then decides which training, partial qualifications or new responsibilities make sense. Employees gain a clear perspective, and the company can plan training strategically.

Training during working hours

A business in West Mecklenburg wanted to improve its employees' skills but had little scope for learning outside working hours. It therefore decided to make training available during working time as standard. Employees receive fixed learning periods, for example two hours a week, to take part in partial qualifications, specialist courses or digital learning modules. The time is included in work schedules so that no overtime is created.

Funding options & contacts

For jobseekers and employees

What is funded?

• Up to 100 % of training costs (courses, examinations, learning materials)
• Wage subsidy where training takes place during working hours
• Travel, childcare and accommodation costs

Which qualifications?

• Partial qualifications (TQ)
• Retraining / gaining a vocational qualification
• Core skills (German, mathematics, IT)
• Skills-update training

Particularly attractive for SMEs:

For businesses with < 50 employees, training may be funded in full, including a wage subsidy.

Partial qualifications

Partial qualifications are modular units that lead towards a vocational qualification step by step.

What is funded?

• Full course costs
• Examination fees
• Learning materials
• Wage subsidy under § 82 SGB III when learning takes place during working hours

Why is this particularly relevant?

• Ideal for people without a vocational qualification or whose qualification is no longer relevant
• Also accessible to people with language barriers or learning difficulties
• For existing employees who want to develop their skills

§ 16 SGB II: participation in the labour market

For long-term unemployed people with training needs

What is funded?

• Wage subsidy over 5 years

• • Years 1–2: 100 %
  • Year 3: 90 %
  • Year 4: 80 %
  • Year 5: 70 %

• Training during employment

• • Partial qualifications
  • Courses and training
  • Coaching & social-pedagogical support

Benefits for businesses:

Substantial financial relief and development of the ability to work through training

Individual requirements apply to funding and must be checked in advance.

Sources & further information

§ 81 SGB III – Funding continuing vocational education

https://www.gesetze-im-internet.de/sgb_3/__81.html

§ 82 SGB III – Employee training

https://www.gesetze-im-internet.de/sgb_3/__82.html

§ 16i SGB II – Participation in the labour market

https://www.gesetze-im-internet.de/sgb_2/__16i.html

KOFA Kompetenzzentrum Fachkräftesicherung (IW Köln)

https://www.kofa.de/personalarbeit/weiterbildung/betriebliche-weiterbildung/

https://www.kofa.de/personalarbeit/weiterbildung/

Bundesinstitut für Berufsbildung (BIBB)

Studies and information on partial qualifications, further vocational qualifications and securing skilled workers

IAB: Institut für Arbeitsmarkt- und Berufsorientierung

Qualification gaps and further vocational qualifications as tools for labour market integration

Bundesagentur für Arbeit

https://www.arbeitsagentur.de/k/weiterbildung-qualifizierungsoffensive?utm

Weiterbildungsportal MV / Förderkompass

https://www.weiterbildung-mv.de/foerderkompass

Diversity, background & cooperation in the company

In many businesses in West Mecklenburg, people with different cultural backgrounds, languages and experiences work together. This diversity enriches teams with new perspectives and additional skills. It can also lead to uncertainty or misunderstandings in everyday work, for example in communication, working methods or collaboration. In structurally weaker regions, employees from diverse backgrounds are also an important resource for maintaining the workforce.

This module shows how businesses can encourage respectful intercultural cooperation, what teams need to work together with mutual respect and how diversity can become a strength. The aim is a working environment in which employees feel safe, recognised and included, regardless of their origin, language or cultural background.

Examples of good practice

Intercultural conflict-resolution workshop

A medium-sized company repeatedly experienced misunderstandings and tensions between employees from different backgrounds. Rather than blaming individuals, it arranged a pause in normal operations and held an intercultural workshop with the whole team.

Together, participants identified common sources of conflict, such as different communication styles, misunderstandings about work instructions and different expectations of work organisation. Everyone could share their perspective and jointly develop new rules for working together.

Housing support for international apprentices

A training company recruited several apprentices from abroad. Because finding accommodation is often difficult for young people without local family connections, the company actively helped: accompanying viewings, assisting with paperwork and, in individual cases, even renting a flat itself for the apprentices to use.

Support with visits to public authorities

A business employing international staff offers targeted help with important administrative appointments, such as applying for or renewing residence permits, registration matters and contact with health and social insurers. An HR contact accompanies employees, explains forms, arranges appointments or clarifies outstanding questions in advance.

Funding options & contacts

Integration advice (MBJS / municipalities / migration services)

• Support for international employees
• Help with arrival, orientation and integration into everyday life

Language support through Jobcenters & the BA

• Vocational language courses (DeuFöV)
• Job-related language training
• Funding for individual language modules

Business advice from IHK/HWK

• Support with recognition of foreign qualifications
• Routes to completing partial qualifications or examinations#

Intercultural training & diversity support

• Local advisory services (including Migra-MV)
• Anti-discrimination services
• Projects supporting businesses, e.g. ESF projects such as yours

Sources & further information

Integration advice (MBJS / municipalities / migration services)

Migration advice for adults (MBE) – BAMF

The Bundesamt für Migration und Flüchtlinge provides Migrationsberatung für erwachsene Zuwanderer (MBE), migration advice for adult immigrants . This recognised advice service covers orientation, everyday questions, integration and social law matters.
https://www.bamf.de/DE/Behoerde/Aufgaben/FoerderungIntegration/foerderungintegration-node.html

Language support through Jobcenters & the Bundesagentur für Arbeit

Vocational language courses (BSK)

The vocational language courses (BSK) support immigrants with labour market integration and work-related language skills.
https://www.bamf.de/DE/Themen/Integration/ZugewanderteTeilnehmende/DeutschBeruf/deutsch-beruf.html

Language and integration courses through the BA & Jobcenters

The Bundesagentur für Arbeit describes language course options, including courses alongside employment and those focused on the labour market.

Business advice from IHK / HWK

IHK advice on recognition of foreign qualifications

The German chambers of commerce and industry provide employees and employers with advice on the recognition of foreign qualifications.
https://www.ihk.de/schwerin/bildung/anerkennung-von-bildungsabschluessen/auslaendische-berufsabschluesse

General BAMF integration programmes

The BAMF also lists programmes extending beyond language courses, such as orientation courses and themed integration programmes that can strengthen intercultural skills.
BAMF: overview of integration programmes
https://www.bamf.de/DE/Themen/Integration/integrationsangebote_node.html

Gender diversity and equality

Gender diversity is part of society and therefore part of everyday working life. Employees differ, among other things, in their sexual orientation and gender identity. For businesses, the issue is not discussing private lifestyles but creating a respectful environment free from discrimination for everyone.

Uncertainty often arises where knowledge is lacking:
What language is appropriate?
How do we deal with prejudice or derogatory comments?
What should we do if employees do not feel safe being open?

A respectful working environment benefits motivation, collaboration and retention. For SMEs in particular, a clear stance, simple rules and reliable contacts can make a significant difference.

In this module, you will find:

• A self-assessment checklist on sexual diversity and another checklist to identify everyday uncertainties
• A guide to respectful, safe interaction at work
• Practical tips for small, achievable steps
• Good-practice approaches from the workplace
• Information on supporting materials and contacts

Goal:
Create a workplace in which all employees feel respected, regardless of sexual orientation or gender identity.

Good-practice ideas

• Workplace contacts:
  Employees know whom to approach with questions or concerns
• Awareness-raising activities:
  Short talks, external contributions and team discussions build knowledge and confidence
• Encouraging a change of perspective:
  Exercises and conversation prompts help people understand other viewpoints
• Personal exchange:
  Open team conversations reduce prejudice and strengthen cohesion

Sources & further information

Gleichstellungsbaukasten M-V

Landeszentrum für Gleichstellung und Vereinbarkeit M-V

https://landeszentrum-mv.de/glbk/

Landesfrauenrat Mecklenburg-Vorpommern

Advice and specialist guidance to support questions about equality and diversity

Charta der Vielfalt

Helps businesses reflect on their understanding of diversity and equal treatment and develop a clear stance.

https://www.charta-der-vielfalt.de/

Provides a model to assess the company's current position on diversity.

https://www.diversity-reifegrad.de/

Diversity management guide

Provides background knowledge and practical approaches to managing diversity systematically while remaining adaptable.

https://www.familienportal.nrw/sites/default/files/2025-01/Leitfaden_Diversity_Mangagement_2022.pdf