The unwritten rules of a Polish company that nobody explains to colleagues from abroad

Long-standing employees find it hardest to notice their own shortcuts

At the briefing, the manager says: “Do it the standard way, and pass any problems to Kasia.” To people who have been there for several years, it is all obvious. The new employee doesn’t know what “the standard way” means, where to find Kasia, or whether “passing a problem on” means a message, a phone call or a ticket in the system. Not wanting to look unprepared, they nod. Later, the manager is surprised that the task has stalled. This scene could just as easily play out in a team made up entirely of Poles. When people who have previously worked in other countries join, differences in language, procedures and experience come on top of that. Instead of saying “This is how we do things here”, it is worth demonstrating a specific task and asking what information was needed to carry it out. It is a simple way of uncovering gaps that long-serving employees no longer see. The less people have to guess from an instruction, the fewer corrections will be needed later.

What really helps a new person find their feet in a team

In a meta-analysis by Bauer and colleagues covering 70 independent samples, role clarity, self-efficacy and social acceptance were important elements of new employees’ adjustment. This is not a set of instructions only for foreign workers, nor proof that a single form solves the problem. It does, however, show why onboarding cannot be limited to signing documents. A new person needs to know what their tasks are, when to ask for help and whether it is acceptable to admit they don’t understand something. The scale of the issue is considerable: according to Statistics Poland (GUS), at the end of March 2026 around 1.153 million foreign nationals were working in Poland. This figure describes people performing work, including under various forms of employment; it does not say how many of them experienced communication problems. Nor is there a single type of employee “from abroad”. Someone with experience in a large factory may understand complex procedures better than a newly hired Pole with no background in that kind of environment.

Is the “Polish style” really the same in every company?

Some teams encourage people to question the manager’s decisions in a meeting; others prefer a one-to-one conversation first. In one company, “we’ll see” means putting the matter off; in another, it is a gentle refusal; and sometimes it simply means there is no data yet. A national stereotype does not explain which of these interpretations is the right one. Ogiermann’s 2009 research compared how requests are phrased in English, German, Polish and Russian in a specific research situation. It does not justify conclusions about all Polish workplaces, or about how a particular manager criticises an employee. That is why it is worth writing down the habits that apply in your particular team rather than a guide to “how Poles behave”. Ask experienced team members: “Which rules did you have to work out for yourselves when you started?” The answers are often not about national culture at all, but about tools, hierarchy, the shorthand people use and informal decision-making routes.

Seven rules worth naming before the first conflict

First, say who makes the decision and who merely gathers opinions. Second, agree how objections can be raised and whether it is acceptable to interrupt the manager. Third, explain what “urgent” means and when to pick up the phone instead of sending a message. Fourth, show how to report errors, including when the employee made the mistake themselves. Fifth, point out who to turn to for help with a task and what to do when the designated person is away. Sixth, name the difference between the deadline for submitting a proposal and the deadline for final approval. Seventh, explain the boundaries of personal conversations and which information remains confidential. You don’t need to write an extensive handbook straight away: a short list of examples and contact details for the people who can help is often enough to start with. Safety rules and the duties of the role, however, must be communicated clearly and formally, with confirmation that they have been understood – not left as an unwritten custom.

How to explain the rules without lecturing or embarrassing anyone

An introduction might go: “In our department we report problems through the system, but if safety is at risk, we stop work and call the manager straight away. I’ll show you both scenarios.” Then ask: “Tell me what you’ll do if the system isn’t working during the night shift.” This request is not a language test. It checks whether the instruction was clear. It is also good to ask how similar situations were handled in the person’s previous workplace. The newcomer may know a simpler and safer way that the company has not tried. If there is a language barrier, make sure there are easy-to-understand materials, explanations of abbreviations and an opportunity to ask questions. A designated buddy makes it easier to settle into the daily rhythm, but does not relieve the manager of responsibility for passing on the most important instructions. There is no point penalising someone for not knowing a rule that was never explained to them.

After a month, check which unwritten rules are still getting in the way

In a short meeting, ask the new person: “Which instruction was the hardest to understand?”, “When did you not know who to ask?” and “What in our work seemed to contradict the instructions?” It is also worth talking to the onboarding buddy and analysing cases where tasks were communicated unclearly. If three people ask about the same thing at different times, it is probably not a problem of individual skills but an unexplained procedure. Add to the glossary, improve the welcome message or change the way briefings are run. Don’t judge success solely by the fact that the new person isn’t reporting any problems. Silence can mean understanding, but it can also mean fear of being judged. A good sign of successful adjustment is that the employee can work independently and knows when it is safe to ask for clarification. The whole team will benefit, including future new joiners, wherever they come from.

Hidden rules at work become an obstacle when the team assumes everyone knows them from day one. It is worth naming local habits, showing examples and making it possible to check what they mean. National stereotypes are not needed for this. Clarity about decisions, deadlines and how to report problems makes it easier for every new employee to settle in.

How Em helps you prepare a conversation about unwritten rules

A warehouse manager is onboarding a new employee who previously worked in another country. At two briefings he nodded along, and it later turned out he didn’t know what an internal abbreviation meant or who to direct his question to. The manager describes to Em the specific instructions, the procedures and the way briefings are run. She does not share any personal data or ask for a profile of a nationality. Em helps her spot the unstated assumptions and prepare three questions to check understanding. Em also suggests a neutral sentence: “We didn’t explain our abbreviation to you. I’ll show you what it means and where you can find the instructions.” After the conversation, the manager asks the employee to walk her through how he would report an error, and together they agree when it is best to ask for help. Using 1:1 tips, she prepares a plan for the next briefing and a short sheet of the most important rules for all new joiners. In this way, Empatyzer supports genuine adjustment to the organisation without resorting to national stereotypes.