2022 | Journey to Diversity Workplaces

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.

Understanding the Question of Gender Diversity in the Boardroom

The issue of boardroom diversity, and publicly traded companies’ failure to equitably represent members of minority groups on their boards, has been met with increasing concern over the past two decades. The lack of gender diversity in particular has been central to such discussions, leading to an international push to encourage the nomination of female board members through the introduction of diversity quotas and disclosure policies. Statistics show that the implementation of such policies has somewhat increased the number of women and other minorities appointed to company boards, but many insist that progress is still too slow and that the practices of a truly inclusive boardroom must be reflected in more ways than just numbers. Furthermore, many scholars have argued that research into this issue has thus far been unsatisfactory due to the ways in which it focuses upon the business benefits of appointing women to boards and relies upon gender essentialism in its arguments. Quotas may serve as a useful stepping stone to improve diversity, but the continued inequitable treatment of women who are appointed to boards, coupled with the narrow view of diversity that previous research into this issue has adopted, make it clear that more needs to be done towards establishing a gender inclusive boardroom culture.

The first gender-based quota for board composition was established in Norway in 2003, setting a requirement for the boards of every public limited company to be composed of at least 40% female directors by 2008 (Mohsni & Shata, 2021, p. 2). Companies that did not comply with this policy risked facing legal action. Spain, France, Italy, and other countries soon followed with similar policies. In Canada, the Diversity Disclosure Requirement imposed in 2015 “enforces disclosure on whether the board has adopted a written policy concerning the employment of women directors” (Mohsni & Shata, 2021, p. 2). The number of women appointed to boards around the world has been climbing in recent years, and it would seem that diversity quotas have played a significant role in compelling companies to add women and other minorities to their boards. In the United States, for example, where many states have enforced policies that require companies to disclose their board-level diversity statistics or explain why they have failed to do so, the 2021 U.S. Spencer Stewart Board Index found that female representation on boards increased up to 30%. Those from underrepresented groups (including but not limited to women) comprised 72% of new directors at S&P 500 companies. This was a considerable improvement even from 2020, where 59% of new directors were minorities (Walsh et al., 2022). However, some agencies and policymakers argue that such quotas are not sufficient to solve the issue at hand. In Canada, the Ontario Securities Commission (OSC) put a similar “comply-or-explain” policy into effect in 2015, but soon found that many companies’ efforts to adhere to that rule failed to meet the desired targets. The OSC argued that some companies’ diversity reporting could be considered technical compliance at best. This led them to believe that companies were not truly treating the lack of boardroom gender diversity as an issue to take seriously (McFarland, 2015).

Indeed, as many studies have shown, an increase in the number of board seats appointed to women is not in itself a sufficient measure for how a company responds to demands for inclusivity. A study by the Harvard Business Review reported that even when women were appointed to company boards, 87% faced challenges and discriminatory treatment related to their gender (Groysberg & Bell, 2013). Chief among their complaints were that they were not listened to by their male colleagues, and that they were not being treated as equals in an exclusive “boys’ club”—trademarks of a toxic work culture that male directors are oblivious to having created. These findings led authors Groysberg and Bell to the conclusion that many boards simply do not know “how to leverage diversity” (2013). Although many boards claim to uphold the idea of inclusivity, the underlying issue of misogyny that has barred women from executive positions remains unresolved. The results of Groysberg and Bell’s study predate the widespread enforcement of disclosure requirements in the United States. However, when their findings are placed alongside policymakers’ current concerns that compliance policies are insufficient, it becomes clear that truly addressing the question of gender diversity is a complicated matter that requires more than just a numbers checklist.

The size of a company may contribute to its ability to foster an inclusive boardroom culture. A recent study by Carleton University, which examined firms listed on the TSX index from 2010 to 2019, found that the boards of smaller firms tended to perform better and benefitted the most from gender diversity. Authors Mohsni and Shata suggest that the more complex and bureaucratic structure typical of larger firms “may lead to a wider distribution of power” and make it “more difficult for members to cooperate and reach consensus” (2021, p. 3). By contrast, smaller firms tend to have less bureaucratic structures, which facilitates communication among board members and strengthens the impact of individuals’ voices when group decisions are made. This means that at smaller companies, each director has more power at the table, offering a greater chance for women to really influence the decisions being made in the boardroom where they might otherwise be drowned out in a larger, all-male group. Larger boards must therefore commit to reassessing their communication methods and organisational structures when making group decisions and integrating female directors (Mohsni & Shata, 2021, p. 17) in order to truly make a difference in terms of gender diversity.

The failure of companies to successfully implement gender diversity is certainly a topic that requires closer examination, but as some scholars have suggested, research into this issue has thus far been lacklustre. The bulk of existing research into boardroom gender diversity tends to be approached from what Brown and Kelan refer to as a utilitarian perspective. The utilitarian perspective makes a so-called “business case” for women to be appointed to boards on the merit that they present “an untapped pool of potential talent that can improve the way the board or company functions” (2020, p. 6). The problem is that investigations of this variety tend to draw upon “essentialist notions of gender” (Brown & Kelan, 2020, p. 9). They frame gender as a mere issue of comparison rather than addressing the structures and institutional misogyny that have historically barred women from the boardroom. As justification for why women should be appointed to boards, policymakers often draw attention to the supposedly unique qualities and intrinsic feminine traits that women can bring to the table. The notion that women have a higher emotional intelligence than men and can therefore offer a fresh, more empathetic perspective to a board (Groysberg & Bell, 2013) is just one example. Furthermore, when operating under quotas that describe women’s allegedly unique skills and characteristics, women striving for boardroom seats are still expected to possess traits associated with successful male board members in addition to conventionally female traits. They must occupy the role of the elite leader (a traditionally masculine role) while simultaneously facing pressure to meet “contradictory expectations related to notions of (respectable) femininity” (Brown & Kelan, 2020, p. 13). As Groysberg and Bell’s study showed, women are held to a much higher standard than men when board nominations are taking place because they are simply not thought of first as potential candidates. Their skills and experiences must somehow tie into their gender in order to be appointed over a male colleague with similar qualifications. This sheds light upon serious flaws in existing diversity quotas and the ways in which they are implemented. Addressing the issue of gender inequality in the boardroom will be far more challenging so long as diversity policies are themselves dependent on misogynistic assumptions. After all, if the board’s internal culture of misogyny does not change, then simply satisfying a quota is only useful in terms of external appearances.

When boardroom diversity is seen as little more than a checkbox to fill out in response to a quota, understood solely in terms of a numerical goal to be met, we fail to consider the fact that the question of inclusivity, and our understanding of gender itself, is constantly evolving and varies from culture to culture. Diversity in the boardroom is a matter far more complex than mere gender inequality, as the bulk of existing research presumes. A truly inclusive boardroom should adopt an intersectional perspective when tackling questions of inclusivity, one that examines diversity beyond the male-female binary. Some policymakers in different parts of the world have certainly pushed for the representation of other minorities, including BIPOC people, queer people, and Indigenous peoples. But there is a case to be made for the lack of representation of women of colour on company boards, not to mention those individuals who fall outside the gender binary and who remain largely neglected in existing studies about boardroom diversity. There is no clear, easy solution to the issue of boardroom diversity, and there is a pressing need for thorough, more expansive research before change can be implemented. That said, given the gradually increasing representation of women and other minorities on company boards, the impact of diversity quotas should not be dismissed outright. It is worthwhile to understand disclosure rules and similar policies not as a magic solution to the issue of gender diversity, but rather as a stepping stone to true inclusivity. As quotas are filled, and a wider range of voices are introduced to company boards, we can allow people from diverse, intersecting backgrounds to share their own perspectives about how a more inclusive boardroom can be made. That way, we can start to gain a stronger sense of the best way to move forward.

References

Brown, S., & Kelan, E. (2020). Gender and Corporate Boards. In Gender and Corporate Boards: The Route to a Seat at the Table (pp. 6–23). essay, Taylor & Francis.

Groysberg, B., & Bell, D. (2013, June). Dysfunction in the boardroom. Harvard Business Review. Retrieved August 5, 2022, from https://hbr.org/2013/06/dysfunction-in-the-boardroom

Johnson, G. R., & Ramchandani, R. (2019, July 10). New diversity disclosures under the CBCA effective for annual meetings in 2020. Torys LLP. Retrieved August 5, 2022, from https://www.torys.com/Our%20Latest%20Thinking/Publications//2019/07/new-diversity-disclosures-under-the-cbca-effective-for-annual-meetings-in-2020/

McFarland, J. (2015, June 10). OSC rebukes firms for lack of action on gender-diversity rules. The Globe and Mail. Retrieved August 5, 2022, from https://www.theglobeandmail.com/report-on-business/industry-news/the-law-page/osc-blasts-firms-for-lack-of-action-on-gender-diversity-rules/article24902736/

Mohsni, S., & Shata, A. (2021). Board Gender Diversity and Firm Performance: The Role of Firm Size. Carleton University, 1–35.

Sheker, M. (2019, September 3). Canada’s top firms now have to disclose figures on diversity in the boardroom, but is ‘sunlight the best disinfectant’? Rotman School of Management. Retrieved August 5, 2022, from https://www.rotman.utoronto.ca/FacultyAndResearch/ResearchCentres/JohnstonCentre/JohnstonCentre/2019/9/3/Canadas-top-firms-now-have-to-disclose-figures-on-diversity-in-the-boardroom-but-is-sunlight-the-bes

Walsh, D. G., Atkins, E. G., Rabin, R. J., Lander, E. G., Busching, D. E., England, E., & Leitch, A. (2022, March 3). Continued Focus on Diversifying the Boardroom. Akin Gump. Retrieved August 5, 2022, from https://www.akingump.com/en/experience/practices/corporate/ag-deal-diary/continued-focus-on-diversifying-the-boardroom.html#:~:text=The%202021%20U.S.%20Spencer%20Stewart,of%20all%20S%26P%20500%20directors

This essay was written by summer student Cossette Penner-Olivera and edited by summer student Ilesha Prabhudesai.This article was 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.

Addressing Accessibility Barriers With Remote Work Part I

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

More than two years into the COVID-19 pandemic, the shift to remote work has become a “new normal,” with many Canadians having adjusted to a work-from-home setting. But for many disabled employees, the opportunities that have arisen as a result of this shift are considerable.
The fact is, disabled employees have long been advocating for the right to work (Peng & Kiessel, 2020), but for the most part they’ve been turned down. This is partly because many employers believe that allowing for remote work will give disabled employees an unfair advantage over their able-bodied coworkers.

Despite the rising inclusivity in many work settings, some disabled employees may feel hesitant to ask for further considerations out of fear that they are asking too much, and should simply be grateful for those accommodations they have received. Well-meaning supervisors might still have overlooked efforts to make the workplace more accessible, simply by failing to consider the extent of accommodations that disabled employees really need. And that’s without considering the fact that most office buildings, especially old buildings, are designed without disabilities in mind. Employers might install access ramps, but that doesn’t change the unfortunate reality-that a building’s doorways might not be wide enough to allow passage for wheelchairs. Even the commute to get to work usually comes with barriers, such as a lack of elevators at some subway stations.

In Canada, the rights of disabled employees are protected under the Employment Equity Act (Canada.ca), but unfortunately, stigma toward disabled people remains, creating considerable barriers to equal employment opportunities. The belief that disabled people are less qualified or incapable of performing their duties as effectively as their able-bodied counterparts is a common one. And when it comes to the physical workplace itself, accommodations for disabled employees, like the provision of special chairs or modified work hours, are seen as too expensive or too complicated to manage.

Legislation doesn’t change the fact that disabled Canadians are disproportionately unemployed compared to able-bodied Canadians. The numbers speak for themselves: a 2017 survey by Statistics Canada found that there are approximately 645,000 disabled Canadians over the age of 15 who have the potential to work and yet are not currently employed. In the 25-64 age group, 80% able-bodied people are employed, whereas only 59% of disabled people in the same age range are employed (Morris et al., 2018).

Now that the world has largely shifted to working from home, many of those barriers have been reduced or have vanished completely for disabled employees, opening up opportunities that didn’t exist before the pandemic. Many disabled employees expressed that they could focus more easily and be more productive at work when given the opportunity to customise their workspaces to accommodate their needs freely (Peng & Kiessel, 2020). People with chronic pain, for example, can work in a setting that suits them best without having to sit for long periods of time in uncomfortable office chairs. Some able-bodied people believe that an employee needs to sit at a desk in order to be productive and to fit a certain image of professionalism, but that isn’t always the most comfortable setup for those with chronic pain.

When it comes down to it, there is a great deal of freedom to be found for disabled people in not having to request an employer who holds a position of power over them for special accommodations. Plus, it’s worth noting that many disabilities are invisible, and employees are not required to disclose their disabilities to an employer (although they still need to self-identify as disabled in order to count as a member of those groups protected by the Employment Equity Act). Remote work opens up further opportunities in this regard.

The removal of transportation and physical accessibility barriers is one obvious benefit to be reaped from remote work. In particular, those with pain and mobility-related disabilities are likely to benefit from not having to commute to an in-person workplace. But beyond that, thanks to remote work, people with all sorts of disabilities are able to work in an environment that best suits their needs.

The virtual nature of remote work allows employees to use assistive technology more easily than they might have done in the office. For example, Zoom’s closed captions function is enormously beneficial during meetings to employees who are Deaf or Hard of Hearing. Text-to-speech software serves to benefit employees with visual disabilities, speech disabilities, and learning disabilities like dyslexia The ability to work in a customised environment at home also benefits neurodivergent employees by removing the risk of sensory overload at the office. Some workplaces ban sensory tools like fidget spinners because of a lack of understanding of how neurodivergent people function best, but working at home allows people with ADHD to use them freely to improve focus and reduce stress.

Remote work is not a universal, permanent solution to the discrimination disabled people face when it comes to employment, nor should it exempt employers from continuing to implement inclusive practices and from making their workplaces accessible. We certainly shouldn’t use the possibilities presented by remote work as an excuse not to hold employers accountable for discriminatory behaviour. Education around disability that emphasises listening to disabled voices should become normalised regardless of whether people are working from home or from the office. But leaving the option open for remote work is one major way in which employers can ensure the equality of disabled people working in Canada and contribute to a more diverse workforce.

Sources

Farrer, L. (2022, March 30). Accommodating Disabilities In Remote And Hybrid Work. Forbes. Retrieved July 14, 2022, from https://www.forbes.com/sites/laurelfarrer/2022/03/30/accommodating-disabilities-in-remote–hybrid-work/?sh=3ecfde0f2c17

Government of Canada. (n.d.). Employment Equity Act. Justice Laws Website. Retrieved July 14, 2022, from https://laws-lois.justice.gc.ca/eng/acts/e-5.401/page-1.html

Howard, J. (2022, March 22). The benefits of remote work for people with disabilities. InclusionHub . Retrieved July 14, 2022, from https://www.inclusionhub.com/articles/benefits-of-remote-work

Morris, S., Fawcett, G., Brisebois, L., & Hughes, J. (2018, November 28). A demographic, employment and income profile of Canadians with disabilities aged 15 years and over, 2017. Statistics Canada. Retrieved July 14, 2022, from https://www150.statcan.gc.ca/n1/pub/89-654-x/89-654-x2018002-eng.htm#a5

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.

J2DW launches diverse podcast

For Immediate Release

Barrie, ON 8 Sept 2022 – Journey to Diversity Workplaces is proud to announce the launch of our brand-new podcast titled “Diversity on Air.” It is being hosted by University of Windsor Master’s student Divine Eke and Oshawa, Ontario resident Shassha Austin.

Winnipeg-based University of Manitoba student Haylyn Agacer is the podcast’s Producer. “Diversity on Air discusses workplace diversity. From major issues to minor ones, this podcast will help you become more knowledgeable about the dos and don’ts in creating a safe and inclusive environment.”

“We are so excited to introduce Diversity on Air to a Canadian and International audience” commented CEO Peter V. Tretter.

Diversity on Air will be available on all major platforms such as Spotify and Apple Podcasts.

Journey to Diversity Workplaces is a non-profit organization built on improving the business and social environment by championing diversity and the workers within those workplaces. J2DW was formed in 2013 by Founder and CEO Peter V. Tretter with the goal of introducing and maintaining progressive workplace policies. Ideas like higher wages and a four-day workweek are key strategic pillars for J2DW to improve the quality of life and social footprint that businesses have on their employees and communities.

— 30 —Contact:

Peter V. Tretter
705-481-1674
My email address