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11.03.2026 10:30

Building trust in multicultural service workplaces – Lessons from a chief shop steward

Most workplace problems do not start as big conflicts. They usually begin as small misunderstandings, Tharindu Lankathilaka writes in a blog about the importance of trust and how to build it every day.

The service sector moves fast. In restaurants and retail, every shift brings new challenges. Customer flow changes, staffing changes, and pressure builds quickly. In that kind of environment, trust is not just a nice word. It is something practical. Without trust, small issues grow very fast.


As a Chief Shop Steward in the restaurant sector in Finland, I see how workplace culture is shaped every day — not only by agreements on paper, but by how people speak to each other, how clearly expectations are explained, and how fairly situations are handled.

Trust is not built during conflict. Trust is built before conflict happens.

Most workplace problems do not start as big conflicts. They usually begin as small misunderstandings. A shift plan that was not clearly explained. A question about overtime that remained unanswered. A responsibility that was assumed but never discussed. When these things are addressed early, calmly, and respectfully, they rarely turn into serious disputes. When
they are ignored, they create frustration.


Over time, I have learned something simple: Trust is not built during conflict. Trust is built before conflict happens.

That means being available. It means listening without interrupting. It means explaining the collective agreement in a way that people understand. It also means speaking with management in a constructive way, even when the topic is difficult.

Diversity is a strength. But it also requires clear communication.

The service sector in Finland is increasingly multicultural. Many teams include people from different countries, languages, and backgrounds. This diversity is a strength. It brings new perspectives and a strong work ethic. But it also requires clear communication.

Not everyone is familiar with Finnish labour legislation or union practices. Some employees hesitate to ask questions. Some may not fully understand what protections they have. In these situations, clarity becomes very important. When people understand their rights and responsibilities, they feel more secure. And when people feel secure, they work better.

Equality does not happen automatically. It requires daily attention.

For me, representation is not about confrontation. It is about balance. Collective agreements exist to create fairness and predictability. When both employees and employers understand that structure, cooperation becomes easier.

Strong leadership does not mean raising your voice. It means staying calm, even when others are frustrated. It means separating emotion from facts. It means focusing on solutions instead of blame.

Safety culture cannot exist only in documents. People must feel comfortable speaking up if something feels unsafe.

Workplace safety is another area where trust plays a big role. In restaurant work, physical strain, heat, sharp equipment, and constant movement are normal parts of the job. Safety culture cannot exist only in documents. People must feel comfortable speaking up if something feels unsafe.

When employees trust that their concerns will be taken seriously, they are more willing to report risks. And when risks are addressed early, everyone benefits.

A safe workplace is not only about avoiding accidents. It is about creating an environment where people feel respected and protected.

I have also seen how education reduces unnecessary tension. Many concerns are not about violations, but about uncertainty. When we take time to explain how the collective agreement works, many misunderstandings disappear. Knowledge creates confidence. And confidence reduces fear.

Many concerns are not about violations, but about uncertainty.

Leadership in union work requires both courage and humility. There are moments when you must clearly defend principles. But there are also moments when you must step back and listen carefully. Good solutions often come from open discussion, not from quick reactions.

Sustainable workplaces are built slowly. They are built through fair scheduling, honest conversations, and consistent behaviour. They are built when employees know they can raise concerns without fear. They are built when management knows discussions will remain respectful.

Leadership is not about position. It is about responsibility.

The service sector will continue to change. Teams will become even more diverse. Economic pressures will continue. In that environment, strong and responsible representation remains important. Employees need clarity. Employers need structured dialogue. Both sides need trust.

Trust is built through small actions, repeated every day.

The writer Tharindu Lankathilaka is chief shop stewad and occupational safety representative in the restaurant industry.

Keywords:

luottamushenkilö occupational safety

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