How language sensitivities are shaping workplace culture in India

In India’s bustling and deeply-layered linguistic landscape, where a language isn’t just a means of communication but a badge of identity, two recent incidents have struck a raw nerve. In Karnataka, a State Bank of India (SBI) employee refused to speak in Kannada with a customer, leading to public outrage, political intervention, and an apology. In Maharashtra, an Airtel store employee declined to converse in Marathi, sparking similar backlash. These moments, caught on camera and shared widely, were not mere customer service missteps—they were cultural flashpoints. They have now sparked urgent conversations in boardrooms about the importance of language sensitivities, workplace diversity, and the fine art of balancing regional pride with national unity.

But what do these linguistic tensions reveal about India Inc.’s hiring practices, employee training, and brand identity? And how can HR leaders bridge the gap between linguistic pride and operational pragmatism?

Hiring for connection, not just communication

Raj Narayan, senior HR leader, offers a clear directive: organisations should aim to hire employees proficient in at least two languages—one being Hindi or English, and the other, the regional language of the location. “It’s not about ticking a box. It’s about honouring the customer’s comfort zone,” he says, going on to explain, “When you speak a customer’s native tongue, you don’t just inform—you connect.”

“It’s not about ticking a box. It’s about honouring the customer’s comfort zone. When you speak a customer’s native tongue, you don’t just inform—you connect.”

Raj Narayan, senior HR leader

Agreeing and adding nuance, Pradyumna Pandey, another HR leader, states, “Language proficiency must be mandatory in customer-facing roles. When a customer walks into a store or bank and can’t communicate, it erodes trust. For back-end roles, however, linguistic diversity should be welcomed over uniformity.”

Organisations often view diversity only through the lens of gender. True workplace diversity, however, must account for language, region and religion as well. That’s what gives people confidence that every identity is respected.”

Language and the confidence crisis

Pandey also raises an important point about the dominance of English in corporate India—“Many employees hesitate to share ideas simply because they’re not fluent in English. That silences innovation and collaboration.”

“Language proficiency must be mandatory in customer-facing roles. When a customer walks into a store or bank and can’t communicate, it erodes trust. For back-end roles, however, linguistic diversity should be welcomed over uniformity.”

Pradyumna Pandey, senior HR leader

This is where both Pandey and Narayan see training and onboarding playing a transformative role. Narayan recommends onboarding modules that don’t just inform employees about company policies but also instil values of empathy and linguistic respect. “Even simple role-plays and simulations—teaching people how to respond when they can’t speak a customer’s language—can build emotional intelligence,” he believes.

Local language in customer-facing roles: A non-negotiable

Chandrasekhar Mukherjee, senior HR leader, echoes this sentiment with urgency. “You have to be sensitive to where an employee is posted. Language is not just a tool—it’s an emotional bridge.” He cites real-world challenges, such as sending a non-Hindi-speaking employee to a rural area in North India or a non-Marathi speaker to rural Maharashtra. “It’s not just about language—it’s about understanding the entire cultural ecosystem.”

“You have to be sensitive to where an employee is posted. Language is not just a tool—it’s an emotional bridge.”

Chandrasekhar Mukherjee, senior HR leader

He recalls how, in the past, organisations that posted employees to culturally distinct areas would sensitise them to local customs and dress codes. “If you’re sending a woman to a traditional area in Rajasthan, she needs to know about local expectations, such as the parda system. This is not about judgment; it’s about respect,” he shares. The same principle applies to language.

Furthermore, Pandey believes technology can help bridge this gap. To democratise learning and foster inclusion, he suggests turning to AI-based training modules in regional languages. He also recommends tracking language representation in hiring—“Knowing what percentage of your workforce speaks which language helps create psychological safety and belonging,” he advises.

Striking a balance: Localisation vs. meritocracy

A key challenge lies in balancing regional identity with inclusive hiring. Can a company demand Kannada proficiency in Karnataka without being discriminatory?

Narayan believes it can—if done thoughtfully. According to him, “Regional language skills should be framed as a business requirement for specific roles, not a blanket rule.” He suggests a 50-50 staffing model in customer-facing environments—half of the staff should speak the local language fluently, while the others add linguistic diversity.

This model has already been adopted by companies in telecom, hospitality and retail, especially in tier-2 and tier-3 cities. “It ensures that someone is always available to bridge the gap, without excluding talent from other regions,” says Narayan.

The role of emotional intelligence and adaptability

Mukherjee warns that linguistic fluency alone will not prevent conflict. “These flare-ups aren’t always about words—they’re about ego. A small misunderstanding becomes a power struggle, and suddenly, it’s viral.” His advice is simple: Even if you are in an elite Nariman Point branch in Mumbai, you’ll have customers who speak only Gujarati or Marathi. You may be Tamilian or Punjabi—but you should be willing to learn a few local phrases, be polite and genuinely helpful.

He recalls how foreign professionals used to undergo cultural sensitivity training before working in India. “They were taught to greet women with a ‘namaste’ instead of a handshake. That’s how deeply gestures matter.”

The lesson? A little adaptability goes a long way. Even in metro cities, employees must be willing to learn basic phrases in local languages, show politeness, and approach customers with empathy.

Creating a culture of linguistic respect

Narayan believes that nurturing linguistic respect is a shared responsibility. “It’s not just an HR issue—it’s a leadership imperative.” He suggests that leaders model inclusive behaviour, reinforcing it through regular sensitisation programmes, communication guidelines and feedback mechanisms.

He also recommends recognising inclusive behaviour as part of performance reviews. “We celebrate innovation and performance—why not reward cultural sensitivity? Similarly, repeated exclusionary behaviour should have consequences,” he points out.

Localisation without alienation

Should customer-facing brands localise their language policies? “Absolutely—but with care,” Narayan affirms. “Localisation doesn’t mean exclusion. It means being smart about how we organise teams, structure shifts and train people.”

He suggests that in metro cities and regions with high migration, localisation could be implemented in zones or shifts so that every shift has people who know the local language along with others from diverse regions. For instance, a bank branch in Chennai could have a mix of Tamil, Hindi and English speakers working collaboratively. This also mirrors India’s urban demographic reality, where people from all corners of the country live and work together.

He also notes the importance of internal mobility programmes—where employees from different regions are given basic language training when posted to new locations. “This is already happening in PSU banks and some government-run entities,” he adds.

Bridging policy and practice: HR must lead the charge

Mukherjee places the onus squarely on HR and senior leadership. “You cannot post someone to a region where they can’t communicate. If language is a barrier, soft skills must compensate—and not just minimally, but powerfully.”

He shares an example from the print media industry, where local hires were the norm: “In Mumbai, you hired a Tamilian for Chembur, a Gujarati for Ghatkopar, and a Maharashtrian for Dadar—because connection precedes conversion.”He cautions against ignoring this in formal sectors as well. “Posting a non-Hindi-speaking person to Pune’s rural branches without support is setting them up to fail, unless they’re exceptionally empathetic and adaptive.”

Narayan reminds us that in India, language is identity. “When you disrespect someone’s language, you disrespect their history, their culture, and their sense of self.” The challenge for modern organisations, then, is not to homogenise—but to harmonise; to create workspaces where every employee, regardless of mother tongue, feels heard; where every customer, regardless of location, feels valued.

In a country as rich and diverse as India, that’s no small task. However, with inclusive hiring, thoughtful training, and a deep cultural commitment, it’s not just possible—it’s imperative.