News | Journey to Diversity Workplaces

Emotional Labour in Female-Centric Workplaces

Despite having similar capabilities, men and women are often on two sides of a spectrum. Our capitalistic society benefits from this divide by exploiting these parties, women especially, through carefully crafted narratives that support whatever point they want to reinforce that day. If a narrative doesn’t serve them, it will simply be re-written. This behaviour serves as a turning point for a woman’s chance at her desired position and dictates what is expected of her in the workplace.

Why is it that so many emotionally taxing, often under-respected occupations, are not-so-coincidently female-centric professions? Nurses, receptionists, daycare providers, nannies, flight attendants, teachers, and social workers are all prime examples of this observation. Here, I introduce to you the term ‘emotional labour.’ Emotional labour is the act of regulating one’s emotions in order to engage with others and it is heavily practiced in several workplaces by employees towards their colleagues, and more commonly, their customers. Workers are required to be friendly, polite, and receptive to all kinds of condescending behaviour while suppressing negative emotions, whether it be with a nurse to unstable patients, a flight attendant to inappropriate passengers, teachers to immature students, or receptionists to frustrated clients. Emotional labour, in comparison to its counterpart, physical labour, is an unspoken requirement in many fields and is prominent in female-dominated workplaces (“What is emotional labor?”).

When viewing the structure of our society through a critical lens, it’s fair to note that there is a distinction between the labour expectations men and women are held toward due to historically cemented gender roles. In following this narrative, women are supposed to be natural caretakers and are considered not to be as capable of critical, rational thinking, so employers accept more women in these fields that are driven by feminine characteristics (Yavorsky, 2019).

Although an individual’s capability to perform emotional labour is prioritized in the hiring process for such jobs, it’s essential to acknowledge that this is not a bad thing in and of itself. Jobs in things like customer service and nursing need workers to do emotional labour, or else no work would get done, and there would be endless amounts of conflict. Most workers have employed ways to manage this expectation by ‘surface acting,’ masking their negative emotions or indifference with an outgoing, polite version of themselves, or ‘deep acting,’ using another positive memory to fuel the friendly mask in a more genuine manner (“What is emotional labor?”). The latter is more widely practiced because it allows for a more enjoyable work life and gives employees a sense of control over their emotions.

With this knowledge, we can see how problems arise for women’s mental health, their sense of identity, and their attitude toward their work in such female-centric fields. Women may feel as though they are uncertain of who they are, unsure of how to navigate their true feelings, and incapable of finding authenticity in their life outside of work. As a result, their personal life is negatively affected, impacting their professional attitude and work performance. How is a woman to feel confident and happy with herself when she is berated, degraded, disrespected, and emotionally exhausted eight hours a day?

Women who are people of colour (POC) in these workplaces often receive the short end of the stick when it comes to emotional labour or mistreatment. Not only are they spoken down to and asked to be emotional mediators during conflicts, but are also subject to racial comments and demands to educate others on culturally or racially sensitive topics (“Emotional labor in the workplace,” 2022).

It all boils down to the fundamental arguments about gender roles and misogyny which propose that being emotive, like a caretaker, is not respectable in society; that a woman’s place is beneath that of a higher male authority. So now we must ask ourselves: what can we do to stop women from carrying the burden of this trait in female-oriented workspaces? We must first be more receptive to allowing non-women in these work fields, as well as letting women enter male-dominated industries, to diversify the workplace and create balance. If you are a consumer of products or services offered by these professionals, whether it be getting treated by a nurse or conversing with the receptionist at the spa, remember to be mindful of your behaviour and its impact. Although women are not the only ones doing emotional labour at their workplace, it is necessary to address the impact it has on them to create awareness, change attitudes, and spark productive discussions.

Sources:

Emotional labor in the workplace: The disproportionate burden on women. Women and Emotional Labor in the Workplace. (2022, February 9). https://www.stkate.edu/academics/women-in-leadership-degrees/empowering-women/emotional-labor-in-the-workplace

What is emotional labor? Workplace Emotional Labor and Diversity Lab. (n.d.). https://weld.la.psu.edu/what-is-emotional-labor/

Yavorsky, J. (2019, January 6). Hiring-related Discrimination: Sexist Beliefs and Expectations Hurt both Women’s and Men’s Career Options. Council on Contemporary Families. https://sites.utexas.edu/contemporaryfamilies/2019/01/16/hiringdiscrimination/

This article was written by summer student Ilesha Prabhudesai and edited by summer student Cossette Penner-Olivera. This article was funded by the Government of Canada.

Understanding the Alphabet Soup of Inclusive Language Part I

Inclusive language is a term used to characterize a choice of words that seeks to include people from a diverse array of backgrounds, in order to encompass as many groups of people as possible. The terminology of inclusive language is such that it is all-embracing and respectful of everyone—particularly those belonging to marginalized groups. Its use has been steadily growing in professional spaces including workplaces, academic institutions, and in the media. At first, growing accustomed to the everyday use of inclusive language may be challenging. It can be overwhelming and even intimidating to embrace a new terminology that challenges the way one is accustomed to speaking, and it may bring unconscious biases to light. But through training, a little practice, and by keeping an open mind, incorporating inclusive language into your vocabulary will soon become second nature.

A number of organizations offer extended training and courses on the understanding and use of inclusive terminology specifically within the workplace. In this blog post, Journey to Diversity Workplaces will offer guidelines and resources for how you as an employer can start to examine the language you use in order to create a more accommodating workplace. This week, we focus on using Black- and Indigenous-inclusive language, but in a follow-up blog post we’ll discuss inclusive language as it relates to disability as well as gender and sexuality. Remember that this article is only intended as an introduction, and does not claim to serve as the be-all and end-all of what your inclusive language training should look like in terms of discussion on matters that concern race and equality.

As you go forward, bear in mind that there may be conflicting ideas over the most respectful term to refer to a group of people. As an employer, you may be inclined to turn to government resources in order to ensure that you’re using the appropriate terminology when addressing your employees, and when making reference to BIPOC, queer, and disabled communities in general. But it’s always best to listen to the preferences of the members of the minority groups that the language is describing and to treat those preferences as having authority over what official organizations might suggest. They are the ones most directly affected by the language you use.

Each topic addressed in this blog article requires a high degree of nuance, and most terminology used to refer to underrepresented groups carries a high degree of weight. Though we cannot provide an in-depth exploration of those nuances in one short blog post, we can run through some of the more common examples of inclusive language you will likely find useful in the workplace.

When referring to racial minorities as a whole, the term most commonly used in racial equality circles is BIPOC, an umbrella term that stands for “Black and Indigenous People Of Colour.” It is an expansion of the previously-used People Of Colour (POC), with the first two letters added to give more visibility to Black and Indigenous communities. Nowadays, the acronym BIPOC is preferred over POC because it emphasizes the unique types of racism that these groups experience, in particular the deep-rooted and lasting effects of slavery, colonization, and genocide (Olsen, 2022).

Capitalizing the letter B in Black is considered respectful and more inclusive when referring to Black people or to Black coworkers. In the United States, the National Association of Black Journalists (NABJ) made an official statement that they would be capitalizing the B in Black in all their communications going forward as of 2020, and recommends other organizations adopt the same practice out of respect for the Black diaspora (National Association of Black Journalists [NABJ], 2020). The capitalized Black is also preferred over the phrase African Americans because, quite simply, not all Black people are American, nor does their ancestry necessarily trace back to the African continent (Olsen, 2022).

Opinions are a little more divided over the capitalization of the letter W when referring to white people. Some Black-run organizations, including the NABJ, choose to capitalize the W in white as part of a blanket procedure for describing all racial groups. However, it’s also important to consider the race-driven context, one that white people do not share, in which Black is capitalized as a means of upholding a shared community and history, partially in response to white supremacy. There’s no easy answer here, so it may be worthwhile to invite a group discussion over the capitalization of W in white at your workplace, provided that BIPOC employees are given ample opportunity to voice their opinions in such discussions. Regardless of your company’s decision regarding the term white, however, continue to capitalize the B in Black unless your Black employees and clients express the wish to be referred to in another way.

Choosing the right terminology for Indigenous communities is sometimes challenging because there are so many different nations and communities that originate from Canada, each with its own needs and preferences. As a rule of thumb, it’s always best to refer to someone’s particular nation by name when talking to an individual or addressing a specific issue (Baker et al., 2021), but “Indigenous peoples” is generally considered an acceptable term when talking more broadly about Indigenous-related topics. Employers should turn to Indigenous-run organizations for more detailed guidelines regarding using inclusive terminology.

Indigenous Corporate Training Inc. (ICT) offers one such resource on their website, listing the circumstances under which it’s appropriate to use terms that have been used to describe Indigenous peoples. Aboriginal, for example, is a term that includes all First Nations, Inuit, and Métis Peoples, and may sometimes be used interchangeably with the term Indigenous peoples. However, some First Nations prefer not to be called Aboriginal (Indigenous Corporate Training [ICT], 2016). They also advise that while the descriptor “First Nations” covers many communities within Canada, it does not include Inuit and Métis Peoples—and many of those communities still prefer the term Indigenous, as they have publicly expressed in Ontario and elsewhere (ICT, 2016). For this reason, “Indigenous” is often preferred by many nations in Canada because of its inclusiveness.

Having said all that, it’s vital that you abide by the wishes of your Indigenous employees and clients by prioritizing the language they prefer. Language is highly personal, and there is a great diversity of thought within each individual nation (Baker et al., 2021). Though based in the United States, where some nations refer to themselves differently than those within Canada, the organization Native Governance Center explains that you should never assume all Indigenous peoples will use the same terminology. The same principle applies here in Canada.

Listening to the voices of the people you work for and work with is the most effective way in which you can create a more inclusive workplace. In practice, equality demands more than just using the right terminology. Concern for diversity needs to be reflected in your actions as an individual employer and as a company, but using inclusive language is a key starting point from which you can begin discussing how you and your company can continuously strive to do better.

Sources

Baker, T., Little Elk, W., Pollard, B., & Yellow Bird, M. (2021, October 1). How to Talk About Native Nations: A Guide. Native Governance Center. Retrieved August 13, 2022, from https://nativegov.org/news/how-to-talk-about-native-nations-a-guide/

Ferguson, J., & Bellamy, R. (2022, May 20). How to get better at using inclusive language in the workplace. Fast Company. Retrieved August 13, 2022, from https://www.fastcompany.com/90753901/how-to-get-better-at-using-inclusive-language-in-the-workplace

Indigenous Peoples terminology guidelines for usage. Indigenous Corporate Training Inc. (2016, July 20). Retrieved August 13, 2022, from https://www.ictinc.ca/blog/indigenous-peoples-terminology-guidelines-for-usage

NABJ Statement on Capitalizing Black and Other Racial Identifiers. National Association of Black Journalists. (2020, June 11). Retrieved August 13, 2022, from https://nabjonline.org/blog/nabj-statement-on-capitalizing-black-and-other-racial-identifiers/

Olsen, B. (2022). What Does the Term BIPOC Mean and Why Is It Important? LGBTQ and ALL. Retrieved August 13, 2022, from https://www.lgbtqandall.com/what-does-the-term-bipoc-mean-and-why-is-it-important/

This article was written by summer student Cossette Penner-Olivera and edited by summer student Ilesha Prabhudesai. This article was funded by the Government of Canada.

The Effort-Reward Imbalance in a ‘Meritocratic’ Workplace

We all know an overly eager peer that you and your colleagues desperately try to avoid. You notice that this person, despite being far from your favourite individual, is always after some goal, rising through the ranks, and stressing about everything. But have you ever considered that this peer might actually be trapped in a toxic mental cycle? Why do you think they chase workplace validation so intensely?

In a profit-driven society, the amount of product generated is valued more than the well-being of the individuals producing said product. The pressure to prove yourself as worthy of your position, the need to achieve more, to overcome the next hurdle, to seek validation from authority figures, and to chase the high of the reward, are all traits exhibited by individuals trapped in a toxic effort-reward relationship.

Meritocracy, according to the Merriam-Webster dictionary, is a system or society designed to credit one’s merit and individual accomplishments or abilities above their family, wealth, or influence, for seats in higher positions of power (Merriam-Webster’s collegiate dictionary). Initially, this was meant to create an equalized field for minorities and underprivileged individuals, however, it soon became rigged by individuals of societal power, further dividing the population. In academic settings, for instance, the SATs were made to level the playing field for all students, but people with access to private programs, SAT prep workbooks, and years of SAT-centric tutoring weaseled their wealthy, privileged way into higher education (Kelly, 2018).

In the workplace, meritocracy is once again emphasized, but executed incorrectly, leaving behind a trace of employees struggling to reach the top while climbing a broken ladder. Meaning, some individuals put in twice as much effort for a reward they might not get, while others that are perhaps more privileged can get by with half as much effort and twice the intended reward. The former then ends up in an exhaustive loop of chasing that reward where achievement endorses this behaviour. Failure demotivates them from doing their job, and both result in extreme burnout.

So, what is there to make of this effort/reward imbalance in the supposed meritocratic workplace? What are employees to do? On one hand, refusing to chase these achievements gives them a disadvantage in competition with their peers, and decreases their credibility and merit. On the other hand, giving into this skewed stance on meritocracy leaves employees feeling discouraged, anxiety-ridden, and unworthy of their position unless they constantly prove so otherwise.

This impacts not only an employee’s relationship with themself, but also their work performance, professional relationships, and their work environment. The emotional burden carried by such individuals devoids them of ‘distractions’ like friendly professional relationships, focusing on what is truly important… merit. Their work performance is negatively affected as well. Despite their determined efforts, the more failures they encounter, the more discouraged they become from approaching their job with the same level of determination and enthusiasm as they once did, resulting in decreased productivity. How many hits can a person take before they turn around and walk away?

Even if an individual doesn’t fall under that specific, eager title, this pressure is bestowed upon most employees, especially ones financially responsible for their families, women, immigrants, and people of colour. Such groups have certain prejudices that they must overcome to be on the same playing field as their more privileged counterparts. This means that not only is there a major imbalance in their effort-reward relationship, but the argument of us living in a meritocratic society becomes obsolete as it’s clear we are not judged for our merit alone, but rather for the confounding variables that elevate or suppress our accessibility of viable opportunities.

Hence, these groups approach the workplace as a setting to prove themselves worthy, respectable, and credible by working tirelessly to reach the top, which can only be achieved by having merit– a reward for which a disproportionate amount of effort would be needed. There’s a reason why, for instance, a greater percentage, 39%, of female-identifying immigrants have Generalized Anxiety Disorder (GAD) compared to 26% of their male counterparts (Evra & Mongrain, 2020).

In the end, the effort-reward relationship and meritocracy go hand in hand. Although once introduced as a way of promoting equality and encouraging a reward-based approach to work that amplifies performance, these ideas do not represent a sustainable or healthy workplace. What is a company if its workers are burnt out, beat down, and unsure of their value? Ultimately, to acquire that healthy workplace environment, employers must reflect inwards and redefine what it means to be an employee at their workplace and how that mirrors their company’s values. Without this reflection, a workplace is simply a cage in which the hamster runs on its wheel in pursuit of a treat just out of reach.

Sources

Evra, R., & Mongrain, E. (2020, July 14). Mental Health Status of Canadian Immigrants During the COVID-19 Pandemic. Statistics Canada. https://www150.statcan.gc.ca/n1/pub/45-28-0001/2020001/article/00050-eng.htm

Kelly, M. (2018, June 2). Trickle-down distress: How America’s broken meritocracy drives our national anxiety epidemic. The Atlantic. https://www.theatlantic.com/health/archive/2012/07/trickle-down-distress-how-americas-broken-meritocracy-drives-our-national-anxiety-epidemic/259383/

Meritocracy. (n.d.) In Merriam-Webster’s collegiate dictionary. http://www.merriam-webster.com/dictionary/meritocracy

This article was written by summer student Ilesha Prabhudesai and edited by summer student Bayden Summers. This article was funded by the Government of Canada.

Generational Entitlement In the Workplace (And Why You Should Pay Attention!)

Generational diversity is a term that refers to a broad range of different perspectives/ideas accustomed to previous experiences and behaviors in a business setting. There has not been a distinct time in recent history in which all five generations (Gen Z, Millennials, Gen X, Boomers, and even Traditionalists) have shared the same work environment together, as generally speaking, the average Traditionalist will be retired by the time the average Gen Z will be looking for work. Nowadays, however, this method has changed. The average Canadian citizen is retiring later, as employees become more interested in staying socially engaged and mentally sharp as they grow older. This is also due to the fact that housing prices, groceries, and frankly everything else has grown a large price tag, and many cannot afford to retire when it is ideal. As multiple generations seek fusion and collaboration, ageism, otherwise known as Age Discrimination is a hurdle many workplaces are trying to overcome. Gen Z, Millennials, Gen X, Boomers, and Traditionalists have each been brought up with different generational morals and societal rules, and individuals from those generations are not always so willing to let go of their beliefs to align themselves with their coworkers.

Ultimately, the world spins at a different pace for each generation. As an example, David and Miranda come from different generations. David believes that the workplace should be more inclined toward social justice, primarily with the use of technology and using hashtags to show support of social justice movements. Meanwhile, Miranda did not grow up with a heavy technological influence, and thus feels more inclined to organize an in-person community walkout to show their support of a given cause. Both ideas can be viewed as effective, but the two employees may bicker over which idea is more effective, seeking to dismiss the other’s opinions based on generational entitlement.

Traditionalists, otherwise known as the oldest members of the current workplace, were brought up during various historical tragedies such as the Great Depression and WWII where the main priority was an economic rebound. The average member of this age group is thought of as disciplined/hard working, and tend to present themselves in a conservative manner. Baby Boomers followed the Traditionalists. They were raised as more optimistic and hopeful for a future of expansion post WWII. While there is not a huge age gap in terms of years between these two generations, we can already see that a new light is shone on how these individuals may approach a situation intuitively. Gen X (1965-1980) were the generation of new hope. This generation was known as the working class, as they often grew up with working parents that pushed their children to find professional fields they were interested in, with technology on the rise. Once the “tech driven world” became established post Gen X times, Millennials were encouraged to become entrepreneurs and collaborate in work environments. Finally, Gen Z are the newest members of the workforce, known as the “digital natives” for their strong proficiency and attachment to social media platforms. Gen Z is also a generation that strives for inclusivity and diversity, and has made the most global impact thus far.

All this goes to show that each generation is extremely different, and has become more progressive over the decades. The most efficient workplaces will have a mix of people from every generation because each individual will approach a business decision in a manner that is unique to both the company and employees. A company that is strictly composed of Baby Boomers or strictly composed of Gen Z members has failed to introduce its clients and representatives to the idea of overcoming stereotypes, prejudice, and discrimination. Generational Entitlement is not going away unless we tackle these challenges.

Avoiding stereotypes and biases goes a long way when working towards overcoming generational entitlement. In order to work successfully in a multigenerational workplace communicating with each of your employees and learning about their working styles is important. Whether it be financial accounting or an elementary school board, David should not assume that just because Miranda is nearing her seventies that she is technologically illiterate. What David may not know is that Miranda went back to community college to pursue computational studies through the pandemic. Because everything was shut down, Miranda was forced to do her studies virtually, where she learned to communicate efficiently through digital media. Miranda may also have grandchildren that taught her some tips and tricks when it comes to technology. Similarly, Miranda should not assume that David has no interpersonal skills because his generation is so fixated on communicating through social media. For these reasons, it is important for managers to speak one-on-one with their employees to get to know their strengths and weaknesses, because while employees over the age of 55 tend to find technology more difficult to navigate (Rayome 2016), not all of these individuals are completely helpless, and in some areas may even perform better than their younger associates.

Adapting to multiple communication styles in the workplace is also a beneficial strategy. A team member needs to get in touch with a client, but depending on the generation that employee comes from, different approaches may be valued more. A Baby Boomer did not grow up with a cell phone or in a social media environment where they could just shoot their clients a text, and therefore may prefer making a phone call or physically delivering the message (if the workplace permits this) because that is their natural reaction to communication. A newer Gen Z employee may choose to contact a client through social platforms or texting because they were raised in a time period where landlines were not as popular, and everyone seemed to carry a wireless device. Because each generation learned a different communication style, managers should adopt various new styles of communicating. As a plus, a workplace that uses different communication styles can also create an environment where different generations can learn something from their counterparts.

A culture like this can only be created through the educating of employees and taking the initiative to understand the differences in history and communication styles for each generation. It is important to help our coworkers reject stereotypes and misinformation about generations as portrayed by the media, and to understand that the world is looked upon from different angles based on how an employee was brought up. Workplace leaders should begin by reaching out to their teams and discussing generational differences and similarities. An emphasis should be placed on combating generational shaming, and not assuming that some employees are illiterate to another’s strengths. This could look like an employee resource group being formed in an attempt to address generational issues, and to ensure that respect between different generations is part of a company’s long-term initiatives.

Sources

Mary Cooney, P. D. (2021, May 25). Understanding generational diversity: Why it’s important to the future workplace. LinkedIn. Retrieved August 7, 2022, from https://www.linkedin.com/pulse/understanding-generational-diversity-why-its-future-mary-cooney-phd/

Heather. (2022, March 15). How to manage generational diversity in the Workplace. Harver. Retrieved August 7, 2022, from https://harver.com/blog/generational-diversity-in-the-workplace/#Assumptions

This article was written by summer student Bayden Summers and edited by summer student Cossette Penner-Olivera. This article was funded by the Government of Canada.

Our top articles & essays for 2022

A lot has been written by our summer students and volunteers and published by us, most in the last year.

Here we present our top 8 articles & essays.

We hope you will join us for more fantastic workplace-related articles in 2023!

Some of these articles were funded by the Government of Canada.

Sensory Overload of Neurodivergent Individuals at Work

The crinkling of papers. A soft humming of the heater. The clicks of a printer. Marissa’s side conversations near the window. Jason’s Dr. Martens thumping against the floor. Persistent whistling so faint that it goes unnoticed by most. Arrhythmic flashing of the broken overhead light. Fingers clattering against keys on an old keyboard. Laughter. Someone sneezed. Bless you. They’re clearing their throats. 4:45 pm. It’s hard to breathe. You wait. Eyes on the screen. Few more minutes. 4:55 pm. Breathe in. Breathe out. 4:59 pm. Blink. Breathe. 5:00pm. A blank document stares back at you. Last edit was 7 hours ago. You turn off the computer, grab your bag and phone, put on your headphones, and speed out the door.

To most of us, the background noises and unintelligible chatter that come with being in public or at work are just that: background noise. For others, however, it can be a trigger, causing frustration, irritation, anxiety, restlessness, and fear, to name a few. When the five vital senses— sight, smell, touch, taste, and sound—receive more sensory input than the brain is able to process, an individual experiences sensory overload (Brennan, 2021). Little things that usually linger in the background suddenly become extremely noticeable, like the texture of a sweater, the flickering of lights, or the sound of heels against the marble. How is a person meant to focus on responding to their boss’s inquiry when a million little things are buzzing around their brain?

Many neurodivergent people tend to be susceptible to sensory overload due to a hypersensitivity to sensory information. Many individuals with Autism Spectrum Disorder, ADHD, dyslexia, and dyspraxia experience the effects of sensory overload as a product of their neurodivergence in their daily lives (Shaikh, 2021). Different people may have different types of sensory triggers and their own unique reactions to these triggers, which, in turn, affect their mental state throughout the work day.

Some common external responses to sensory overload from ND individuals that you can notice include: covering of ears, anxiously bouncing knees, instinctively running out of a loud setting to a quieter environment, and an inability to breathe (Shaikh, 2021). The amplification of minute behaviours in the ecosystem of the workplace causes ND employees to focus on the sensory details, rather than their work, thus decreasing efficiency.
A friend of mine with ADHD shared an anecdote of some of the most stressful weeks of her life while working at a small financial management company. She would spend hours typing countless versions of the same email or re-reading the same document without actually processing the information because her coworker was chewing too loudly, or the broken heater was too noisy. When tasks weren’t checked off on her to-do list, my friend went home feeling lazy and unproductive and returned to work the next day discouraged and irritated with herself and her workplace.

Similar to my friend, many ND people get severe headaches, lose motivation in their work due to the frustration caused by an inability to concentrate, and find it challenging to communicate and build connections with coworkers. When a person is not in a positive state of mind and they feel uncomfortable in their environment, it becomes increasingly difficult for them to show genuine interest in other people, nourish work relationships, and collaborate in a professional setting. These unfortunate consequences of sensory overload only push harmful stereotypes that hiring ND people is a disadvantage to the workplace. In reality, though, workplaces are not an accommodating environment for anyone who is not neurotypical. Think of the talented, hardworking individuals you have, or will lose, because your workplace is an unbearably sensory environment unsustainable for ND people to thrive in.

However, it must be noted that even though sensory environments cannot always be controlled in the favour of those with sensory issues, and those with sensory issues cannot always control their responses to such environments, a gentle balance can be reached.

Some ways to support ND people in the workplace include allowing them to utilize noise-cancelling headphones; assigning them a more secluded desk away from bathrooms, kitchens, common rooms, or printers; allowing them access to quiet work areas; and providing them with the freedom to change environments (e.g. go for a quick walk) when overstimulated. Employers can also be more strict with workplace policies regarding where conversations should be held, assign specific eating areas, enforce a regulated speaking volume, and minimize possible workplace distractions. When fellow employees are mindful of their ND peers’ boundaries and limitations, ND individuals feel accepted and respected for who they are, rather than ostracized for their differences. A work environment that acknowledges and actively supports all of its employees is bound to flourish in performance, innovation, and efficiency.
Sources

Brennan, D. (2021, May 18). Sensory overload: How this condition can trigger anxiety and more. WebMD. https://www.webmd.com/balance/what-is-sensory-overload-with-anxiety

Shaikh, J. (2021, October 20). What does sensory overload feel like? autism, ADHD, PTSD. MedicineNet. https://www.medicinenet.com/what_does_sensory_overload_feel_like/article.htm

This article was written by summer student Ilesha Prabhudesai and edited by summer student Cossette Penner-Olivera. This article was funded by the Government of Canada.

Bystander intervention training in the workplace

It should be clear that someone in a leadership position in the workplace has the responsibility of ensuring a harassment-free environment. Allowing sexual harassment to flaunt its presense in a business setting through forms of inappropriate remarks and touching will lead to a drop in employee morale and lower productivity.

But what happens if Bill, a respected CEO, wrongfully chooses to harass Anastasia, a regular employee verbally or even physically? Anastasia feels extremely uncomfortable, but who does she report this to? Since Bill is the head of the company, she may face consequences such as a termination of her contract because frankly, anybody she tells is situated below Bill on the company totem pole and may face the same consequences if they choose to pursue the case. This is where the issue of equity and privilege diversification comes into play, but it is also where the solution of Bystander Intervention Training redeems its moral. Statistics are quite unsettling when it comes to this topic, and according to Statistics Canada 2020, one in four woman, and one in six men reported an act of sexual misconduct in the workplace (Statistics Canada 2020).

Having to endure forms of harassment simply because of your race, religion, gender, disability etc. is dehumanizing and can impact the lives of victims in many ways outside of work. Bystanders are everywhere, and are often our coworkers. Most people who witness an act of harassment surely want to help, but fear the consequences from those higher up. Bystander Intervention Training prepares employees to muster up the courage to report the case, become more educated on the different forms of harassment, and even provides people with the ability to form a team of employees/bystanders to pursue the case within board examination, something that would normally be impossible to fight alone.

The first thing that Bystander Intervention Training serves to convey is the ideology that both women and men experience sexual harassment in employment daily. However, a majority of fields are dominated by men, so women tend to be more vulnerable to these acts. The idea that men can and do face sexual harassment is not something that should be swept under the rug in any respect, but if we look at in-demand fields such as engineering, construction, policing etc., men are overwhelmingly the dominant presence.

Now, why are women more susceptible to these acts, you may ask? Women tend to have lower paying salaries, and lower authority which often comes with being seen as having a lower status among coworkers. While times are changing, if we compare the number of men vs women in director or CEO positions, men will unfortunately still reign dominant, and long story short, women usually have to work under men with more elite positions . A common myth often associated with women in positions of higher authority is that a woman must have slept her way to the top. A stereotype like this portrays that woman in a sexual manner, one in which her coworkers may start to frown upon her despite this being a rumor.

Bystander Intervention training emphasizes the importance of utilizing the Human Rights Code in the Workplace, which states that “every person has the right to be free from unwelcome advances or solicitation in employment” (Human Rights Code). Employees who have witnessed someone in their workplace being taken advantage of, either physically or verbally, have the legal right to report the incident to their company’s Board of Directors without facing any punishment from anyone “higher up” than the individual who reported the case or the individual who was assaulted. If punishment is carried out, that individual would be breaching the guidelines of the Human Rights Code and may face greater consequences. It is very important for employees to know their rights, and to know how they are protected in the process. Bystander Intervention Training therefore encourages employees to raise their voices without fear. In this way, the training debunks the “bystander effect” which serves to discourage employees from intervening with the problem, and is often the form of authority the assaulter chooses to pursue.

Bystander Intervention Training’s main focus is on the 5 D’s, and how all five of these terms can be implemented in a situation of distress.

The first D, “Direct”, encourages a coworker to directly voice their dissatisfaction with a suspected assaulter. This may look like Veronica approaching Bill and saying something along the lines of “Hey, I overheard your conversation with another employee about Anastasia’s new leadership position and how she must have done something sexual to get that spot. That is not something any of us tolerate in this type of environment.”

The next D, “Delegate”, preaches the importance of assistance. Veronica may not feel comfortable approaching Bill alone, so she calls over Max and informs him of what she witnessed or overheard. Together, Veronica and Max approach Bill and confront him.

The third D, “Delay”, means that you as a bystander should always comfort a victim immediately after the incident to show you are a coworker who cares about their well-being. If Anastasia was sexually assulted and Veronica witnessed it, Veronica should immedialty intervene and make sure that the surroundings are safe for Anatasia after the incident, ensuring nothing else happens. Be there for her, and report the incident immediately.

“Distract” is the next D, and this refers to not approaching the situation “willingly”. I put willingly in quotations here because if Veronica suspects that Anastasia might be at risk, Veronica should distract Bill by asking for help with a project, or introducing him to a potential new client. While Bill turns his attention away from Anastasia, Veronica and Anastasia can report the incident. If Bill suspects Veronica may know about what he has done, the situation could escalate and become dangerous for Veronica as well .

The final D is “document”. It is just as straightforward as it sounds. If Max already became involved in an attempt to de-escalate the problem but things still become increasingly intense, Veronica should pull out her phone and record the situation so proper evidence may be used.

Bystander Intervention Training is something that I find extremely helpful, not just in workplaces but also in schools and home environments. Workplaces that have not yet implemented this training should do so immediately. I will see everyone in the next post!

Sources

5DS: Direct, delegate, Delay, distract and document. Wilfrid Laurier University. (n.d.). Retrieved July 23, 2022, from https://students.wlu.ca/student-life/diversity-and-equity/assets/resources/5ds-direct-delegate-delay-distract-and-document.html

Bystander intervention in the workplace. Rubin Thomlinson. (2021, May 26). Retrieved July 23, 2022, from https://rubinthomlinson.com/bystander-intervention-training/

Government of Canada, S. C. (2021, August 12). In 2020, one in four women and one in six men reported having experienced inappropriate sexualized behaviors at work in the previous year

. The Daily – . Retrieved July 23, 2022, from https://www150.statcan.gc.ca/n1/daily-quotidien/210812/dq210812b-eng.htm

This article was written by summer student Bayden Summers and edited by summer student Ilesha Prabhudesai. This article was funded by the Government of Canada.

Intersectionality: Women of Colour in the Workplace

You run the big pitch over in your head for the 100th time, slowly evening your breath and attempting to channel your inner Michelle Obama. Nobody questions her place when she enters a room, and nobody will question yours either…if only you prove yourself tonight, you think to yourself. A voice intensifies, Why do you always have to prove yourself worthy when you’ve already earned your seat in the room? You quickly dismiss it. Swinging open the conference room door with clammy hands, you hear Brad make a comment about the ‘jarring contrast’ between the bright orange of your lips with the dark, rich tone of your skin. You sense his eyes tracking your hips as you walk to the front. Gone is the image of Michelle Obama as you now welcome sweat in all the wrong places and your heart quickens its beat.

Gender diversity in the workplace has been a spirited topic in several online spaces and work environments, yet, intersectionality is rarely mentioned. Intersectionality refers to the intersection of an individual’s multiple social identities– like race and gender– their impact on that individual’s societal experiences and relationships, and the inequalities they present for that individual’s location on the social ladder (Examining the intersections of anti-Asian racism and gender-based violence in Canada).

Women of colour (WOC) face prejudice directed at both, race and gender, making their experiences fundamentally different from white women and men of colour, despite their overlapping social identities. In a workplace setting, most WOC describe that discriminatory acts stem from an implicit bias, branching into microaggressions, which, over time, become blatantly racist and sexist behaviours. At its core, it’s very simple – an intolerance of those unlike you.

Implicit bias, a perception of someone informed by stereotypes, prejudice, and assumptions, rather than factual information, is the root of most microaggressions (Implicit bias explained 2017). When you unconsciously assign stereotypes to an individual in your mind, you’re affected by your implicit bias, which can be unlearned. Acting on these thoughts, however unintentionally, leads to a microaggression, which cannot be undone.

How are microaggressions different from racism? Unfortunately, these subtle behaviours are usually prompted without a second thought, whereas, racist acts are intentional. In workplace settings, instances like East Asian women getting commended for their fluency in English, Black women being bombarded by unwelcome inquiries about their hair, or South Asian women receiving insensitive questions about ‘exotic cultural practices’, are a form of microaggression. Colleagues may come to WOC without any ill intention, but these behaviours only further ostracize WOC, promote stereotypes, and pair them with their racial and gender identity, rather than their work ethic.

When people feel unwelcome and unsafe to be themselves in an environment, it damages their work performance, creativity, relationships, participation, and mental health. This, tied in with the racism and sexism against WOC by male authorities, forces WOC to remain stuck in a preliminary, lower-paying level, instead of reaching their full potential in leadership roles. They are also paid less than white men and women. Where women earn 19% less than your average Joe, and Black women will earn 39% less (Barratt, 2021). It seems that WOC are being forced to step away from success because of intentional, unjust structural biases and power play.

The string that ties together these injustices is that of the power dynamics in workplaces. White women have never been in these situations, but they too are active players of the other, more powerful side, known as the oppressor. Despite being women, the colour of their skin automatically gives them a step up in the social hierarchy. When statistics about women in work settings are quoted, it’s white women that are being referred to. When gender diversity is advertised by companies, it’s white women that are being hired and promoted. When a strong woman in power is envisioned, it’s a white woman in a classy outfit with heels and a bold lip that you expect.

If you have never thought about these things, you probably weren’t negatively affected. The one being oppressed is compelled to study and analyze the oppressor in order to protect themselves and push through the hurdles. The oppressor doesn’t give it a second thought unless they’re the ones under the sword. Company CEOs, people in authority, and colleagues, are strongly encouraged to be aware of their privilege and be the support WOC long for in the workplace.

Sources

Barratt, B. (2021, December 10). The microaggressions towards black women you might be complicit in at work. Forbes. https://www.forbes.com/sites/biancabarratt/2020/06/19/the-microaggressions-towards-black-women-you-might-be-complicit-in-at-work/?sh=7b1d21672bda

Examining the intersections of Anti-Asian racism and gender-based violence in Canada. VAW Learning Network. (n.d.). https://www.vawlearningnetwork.ca/our-work/backgrounders/examining_the_intersections_of_antiasian_racism_and_genderbased_violence_in_canada_/index.html

Implicit bias explained. Perception Institute. (2017, May 17). https://perception.org/research/implicit-bias/#:~:text=We%20have%20a%20bias%20when,them%20without%20our%20conscious%20knowledge

This article was written by summer student Ilesha Prabhudesai and edited by summer student Bayden Summers. This article was funded by the Government of Canada.

Cross cultural training and basics in the workplace

In today’s society, acts of racial injustice in businesses and mainstream media have been surfacing at uncharitable levels due to the accessibility offered by social media. I log onto my Instagram or Facebook page and instantly am dumbfounded by the long threads of racial injustice, systemic racism, police brutality, and white privilege. While historically, this subject matter is not all so new, we now have the platform and resources to examine systematic racism towards people of colour, and work towards debunking the myth that people of white descent are the frontrunners of society. As a result, racial diversity in the workplace is being widely addressed in the sense that some companies have responded with acts of solidarity and a “changed perspective”. Although more companies are taking action to make our workplaces more diverse and inclusive, let’s face it, there is much work to be done. In today’s post, I am talking about the powers of Cross Cultural Training in the workplace, and how to conquer common biases. After all, in Canada the labor force is nearly 100% dominated by immigrants, which make up 80% of our entire population growth (Government of Canada 1).

Cross cultural training (CCT) may be a phrase you have never heard of in your life so let me polish the pearl here. This type of training directs our employees to overcoming cultural challenges at work, or in life, when being in the midst of coworkers whose culture, values and beliefs differ widely. In essence, CCT allows employees to break down barriers.

Most of us follow paths led by certain morals, beliefs, or a religion, which, if followed blindly, can establish barriers fueled by stereotypes for those different from us. Contriving preconceptions about others ceases our ability to grow as people, and stunt our understanding and willingness to learn about others. Through this form of training, other cultures are placed under a spotlight where all employees have the chance to learn about these unique cultures, and recognize the differences between how they present themselves and their motivations, vs how you would.

Secondly, building trust and a moral connection with a coworker is extremely important. I mentioned in a previous post about mental health in the workplace that once you start to open up, and establish a common ground with your desk partner, you may be able to produce better work, learn to communicate more effectively and a wide variety of other things. CCT results in greater trust. If I am someone who has recently immigrated or just has different beliefs than a coworker, I would feel comfortable knowing that my cultural viewpoints are respected, and I would feel comfortable pursuing my beliefs in a work environment. Once trust is established, altruistic tendencies tend to morph into greater cooperation and a more productive workplace.

CCT teaches employees the importance of hierarchy perception. I like to think of this as a way to simplify information, and make decisions. Creativity, and approaching a situation from different perspectives is something that every workplace needs within their decision making process, but a hierarchical system does not have room for visionaries and opinions. Those in greater power are often perceived as less open and more controlling of an employee’s approach towards workplace orders. Often, those coming from different walks of life have different ways to approach situations as a result of their past experiences. It is through CCT, that we teach how cultures perceive hierarchies, and lines not to cross within management. Hierarchy perception determines if a person in power has the right to actually be in that role which helps to promote diversity and inclusion, so that these decisions aren’t dictated by biases that have nothing to do with work, but rather the person.

So, you now have some knowledge on why cross-cultural training is valuable and how it can enhance productivity in a workplace, but the bigger question is, how can this training be presented to employees? Well, effective presentation is the most important thing here. When preparing a cross-cultural training program, employers should heavily take into consideration who they are actually presenting too. A workplace/audience may have multiple employees that don’t understand English as well as others, so, it would be appropriate to deliver the program in the language that each employee understands (a translator may be necessary in this instance). Prepare handouts or a slideshow with information and knowledge about one’s culture.

The ability to learn different aspects of a new culture is not something one can learn quickly, but it is also important to keep in mind that the employee that has recently immigrated or has different beliefs than you is doing the same thing. Encourage your employees to ask questions (in a respective manner). CCT should be able to combine native culture with foreign culture and have them intertwine in a beautiful manner.

Sources

Immigration, R. and C. C. (2022, June 6). Infographic: Immigration and Canada’s economic recovery. Canada.ca. Retrieved July 23, 2022, from https://www.canada.ca/en/immigration-refugees-citizenship/news/2022/02/infographic-immigration-and-canadas-economic-recovery.html

Palladino, P., Author Peter Palladino , (2021, March 3). How to create an effective cross-cultural training program. Sales & Marketing Management. Retrieved July 23, 2022, from https://salesandmarketing.com/how-create-effective-cross-cultural-training-program/

This article was written by summer student Bayden Summers and edited by summer student Ilesha Prabhudesai. This article was funded by the Government of Canada.

Addressing Accessibility Barriers With Remote Work Part II

This blog post is the second of two articles on disability and remote work. The first entry focused on some of the accessibility barriers that disabled employees face in the workplace, and how the normalisation of remote work has helped to overcome many of those barriers. This post considers what it means for disabled employees to return to in-person work now that many companies are adopting a hybrid model or mandating a return to the physical workplace.

Since the onset of the COVID-19 pandemic, disabled employees have found that remote work gives them the opportunity to work in an environment that accommodates their needs more easily than working at the office. As I discussed in the first segment of this blog, disabled Canadians who qualify for employment remain vastly underrepresented in the workforce, and the inaccessibility of many work environments is a contributing factor. The widespread adaptation of remote work during COVID might just have provided a needed solution to overcoming some of these accessibility barriers. But now that many employers are implementing a return to the physical workplace, it’s worth questioning what this means for disabled employees.

It’s true that many people are experiencing feelings of isolation and are impatient for the chance to get out of the house, which can help to maintain a work-life balance. But a mandated return to the office may present a serious setback for disabled employees who have benefitted from the convenience of working from home. Remote work has contributed to both their physical and mental wellbeing, and after two years of operating out of what may be for them an optimal work environment, some disabled employees might be reluctant or unable to make the adjustment to working in-person, especially if they started a new position remotely and may not know what to expect at the office in terms of accessibility.

Employers may believe that in-person work is the best option for everyone, but the notion that jobs can only be performed in a physical workplace fails to take into account the experiences and concerns of disabled people. Granted, some industries are dependent upon in-person labour, but the past two years have proved that many jobs can in fact be performed remotely. Why should disabled members of the workforce be forced to return to the office when they can work equally, if not more efficiently, in an environment in which their needs are met?

We can see a similar phenomenon taking place in the post-secondary education system, as many institutions have shifted toward a return to the classroom over the past year. A workplace and an academic setting may be different environments in nature, but there is considerable overlap between a student’s ability to focus in class and succeed in their studies and an employee’s ability to perform their tasks and do their job well.

As a case in point, Anushay Sheikh filed a human rights claim against U of T Law before the Ontario Human Rights Commission. After accepting an offer of admission to the law school in 2021 and deferring acceptance for the fall 2022 semester, Sheikh soon ran into barriers when requesting accommodation from the university. As a student with disabilities, they requested access to Zoom links for lectures so that they could sometimes attend classes remotely on an as-needed basis. According to news reports on the case, U of T Law Faculty repeatedly refused on the basis that university programs are delivered in-person, and that the shift to online learning was only intended as a temporary COVID measure. The university technically has a system in place to provide lecture recordings for those who miss class for both COVID and non-COVID related reasons, but disabled students at U of T are still reporting that accommodation requests to learn remotely are being denied (Yousif & Frances, 2022). According to Sheikh, several of their professors were supportive, but the administration was ableist (Damte, 2022). After months of back-and-forth with the administration, Sheikh filed a human rights claim in January 2022.
“As someone that suffers from chronic pain flare ups, PTSD, and anxiety, the option of remote learning gives me the flexibility I need to navigate my symptoms,” Sheikh asserted in an email response to Journey to Diversity Workplaces. “[… B]eing able to make decisions about my health as an adult without asking permission from older white administrators will not only help my ability to access course material, but would also save a significant amount of distress that comes with asking people in positions of power for basic dignity.”

It’s easy to see how similar principles can be applied to members of the workforce and their requests to work from home. The COVID-19 pandemic has proved that many jobs can in fact be performed remotely, so there’s no substantial reason for employers to deny their workers the right to such accommodations, certainly not if a company is meant to uphold inclusive practices.
It’s also worth bearing in mind that a non-inclusive work culture or inaccessible workspace is likely to steer a disabled employee toward other companies and industries where they can be accommodated more easily, even if they might otherwise be the perfect candidate for a particular job. Such a culture will, in turn, inhibit a company’s ability to be more inclusive in the long run because of the lack of disabled voices on its team.

When asked by Journey to Diversity Workplaces about how disabled students can benefit from remote learning in the long run, Sheikh asserted: “[…] We live in a society that has perpetuated toxic work and study expectations, including not listening to your body and mind, not taking breaks, forcing yourself to conform to a specific learning style that may not work for you, etc. By adopting a universal design, one in which many different needs are met without requiring students to other themselves to get accommodations, universities can and will attract people who think in different ways. A diversity of thought is crucial to having a well rounded institution, and by extension, a well rounded and representative legal profession. It’ll also allow students, as adult human beings, to make decisions about their health and well-being. If that means learning from home to get the most out of a lecture, so be it.”

At the end of the day, a company’s internal inclusivity/anti-discrimination policies are meaningless if the environment is not accessible (Claus, 2021). Many workers are eager for a chance to return to the office, but leaving the option open for remote work for those who can benefit from it is one significant way in which employers can make their work culture more accessible. Disabled employees have been pushing for the opportunity to work remotely for a long time. Accommodating those requests is one way in which employers can show they are listening to the disabled voices on their team, and move towards a work culture that is more diverse and welcoming of everyone.

Sources

Berting, P. (2022, February 14). Law student files human rights claim against U of T over zoom link accessibility. The Varsity. Retrieved July 21, 2022, from https://thevarsity.ca/2022/02/14/human-rights-case-u-of-t-law-student-zoom/

Claus, C. (2021, October 4). How to Improve the Hiring Process & Create a More Inclusive Workplace, According to an Accessibility Support Engineer. InclusionHub. Retrieved July 21, 2022, from https://www.inclusionhub.com/articles/improve-hiring-process-create-inclusive-workplace

Damte, M. (2022, February 28). Inclusive Excellence? Recent Human Rights Tribunal Application Says Otherwise. Ultra Vires. Retrieved July 21, 2022, from https://ultravires.ca/2022/02/inclusive-excellence-recent-human-rights-tribunal-application-says-otherwise/

Peng, J., & Kiessel, L. (2020, October 27). For those with disabilities, shift to remote work has opened doors (video). The Christian Science Monitor. Retrieved July 14, 2022, from https://www.csmonitor.com/Business/2020/1027/For-those-with-disabilities-shift-to-remote-work-has-opened-doors-video

Yousif, N., & Francis, A. (2022, June 5). U of T Law is denying access to virtual classes, disabled students say – despite COVID-era shift to online learning. Toronto Star. Retrieved July 21, 2022, from https://www.thestar.com/news/gta/2022/06/05/u-of-t-law-is-denying-access-to-virtual-classes-disabled-students-say-despite-covid-era-shift-to-online-learning.html

This article was written by summer student Cossette Penner-Olivera and edited by summer student Bayden Summers. This article was funded by the Government of Canada.