Social Media for Social Justice: How Brands Can Promote EDI Online

As we have progressed in society, the concept of technology has begun to branch away from just a luxury that the wealthy can afford and head towards a common, everyday tool. With phones no longer being simply used for their calling feature, what it means to communicate has transformed into something more interactive, seemingly social, yet unnaturally distant all the same. Social media has become a strong force as a platform for creating and sharing content that promotes expression, facilitates communication, shares knowledge and experiences, and can bring people together just as easily as it can tear them apart.

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The Hidden Costs of Diversity and Inclusion in Journalism

When you consider newspaper articles, television broadcasts, think pieces on global and domestic issues, or reports on current events, how often have you thought about the person behind its delivery? The foundation of journalism lies in the hands of the voices that are brave enough to step up, unearth the unspoken topics, and bring them into the limelight. Without a diverse set of hands willing to dig into the truth, we are left with a collage of the same stories about the same people, presented in the same way. This creates turbulence in society’s gradual descent into becoming fully aware and cognisant of the different types of issues that affect underrepresented groups worldwide. It hinders one’s ability to perceive the reality that many racialized and marginalized individuals undergo without any media coverage to bring the issues to light, and hopefully garner support to aid them in their struggles.

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Celebrating 10 Years

J2DW Celebrates 10 Years of Promoting Diversity, Equity, Inclusion, and Safety in the Workplace

Celebrating 10 Years of J2DW’s Vision and Mission for a Better Workplace

For Immediate Release

Barrie, Ontario, December 3, 2023 – Journey to Diversity Workplaces (J2DW), a non-profit organization that advocates for diversity, equity, inclusion, and safety in the workplace, is celebrating our 10th anniversary this month. Founded in December 2013 by a group of passionate individuals who wanted to reform the workplace and introduce progressive policies that promote harmony and growth, J2DW has grown into a network of members, partners, and supporters who share our vision and mission.

J2DW believes that the workplace should be a place where everyone feels valued, respected, and empowered. It believes that diversity, equity, inclusion, and safety are not only moral imperatives but also strategic advantages that foster creativity, innovation, and connectedness. J2DW is not just an organization but a movement that aims to transform the workplace culture and environment for the better.

Over the past decade, J2DW has been involved in various initiatives and activities that support our goals and objectives. Some of these include:

- Producing a volunteer-run podcast called Diversity on Air, which interviews experts, leaders, and activists who share their insights and experiences on diversity, equity, inclusion, and safety.
- Publishing a blog called Voices of our Nation, featuring articles contributed by volunteers and summer students who write about their opinions, stories, and research on workplace issues.
- Hosted amazing speakers such as Paralympic athlete Zak Madell and former PEI opposition leader Hon. Peter Bevan-Baker.
- Partnering with various organizations and platforms such as OnGood, Charity Village, and VolunteerMatch to increase our reach and impact.
- Being featured in various media outlets such as the Barrie Advance, Barrie Today, and InDurham to raise awareness and recognition of our work and community.
J2DW is proud of our achievements and milestones over the past 10 years. It is also grateful for the support and collaboration of our members, partners, donors, volunteers, staff, board members, and advisors who have contributed to our success and growth. J2DW invites everyone to join it on our journey to diversity in the workplace. Whether one is an employer, an employee, or a supporter, one can make a difference by becoming a member, a partner, or a donor. One can also listen to our podcast episodes and read our blog posts to learn more about our work and community.

J2DW’s motto is “Respecting differences ethically, morally, and legally!” We hope to continue living up to this motto for many more years to come.

For more information about J2DW, please visit our website at www.j2dw.ngo. You can also follow us on social media platforms such as Facebook, Threads, Instagram, LinkedIn, YouTube, or Mastodon.

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.

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Contact:

J2DW Media Relations
705-481-1674
Email us!

The Differences in Workplace Hierarchies Between Different Cultures

Walking through life, we encounter people with different cultural backgrounds, and thus, many unique and influential experiences have shaped their beliefs and behaviour today. The workplace often approaches diversity in a boxed perspective, where race and gender are significant players in the institution’s EDI (equity, diversity, and inclusion) quota. These intersectionalities are definitely of value, however, the idea of cultural diversity is one left unexplored. Much like other intersectionalities, one’s cultural upbringing and experiences in different workplace cultures affect the way employees approach innovation, problem-solving, the social aspect of the work environment, collaboration, and success. By identifying the components of unfair workplace arrangements in different work cultures, companies can enhance their own working environments and reevaluate the holes in their management designs.

A hierarchical system addresses the question of ‘what authority can I report to when the authority in direct line of my position is inadequate?’. In Westernized countries such as Canada and the United States, the corporate ladder is built with an architecture of privilege, often leading to a white, cis man at the top with an unjust amount of wealth. This system works because immigrants and people of colour are foundational in the economy of North American countries, which correspondingly produces a sliding scale of privilege with these communities at the bottom. This is not to say that merit is not of considerable importance or that egalitarianism is not enforced in North America, however, it would be incorrect not to address the line of privilege that structures the Western employment system.

In countries where multiculturalism is not of factor, such as those in the South Asian diaspora, this hierarchy is catapulted by the cultural significance of age and the amount of time an individual has worked in that institution (Hofstede Insights Oy, 2021). Communities in India, for instance, hold great respect for elderly people, so seniority greatly influences leadership choices in companies. A characteristic that many in Western countries find as a disadvantage, can often be of advantage in these countries due to the contrast in cultural values.

Despite merit, technologically up-to-date skill levels, work attitude, or workplace contributions, those with seniority are favoured for high-paying managerial positions and promotions, receive high praise, respect, and recognition from colleagues, and as a result, are granted a say in important corporate decisions (Hofstede Insights Oy, 2021). These individuals can also be quite attached to the ‘old’ way of doing things and thus, become resistant to change, causing an unfortunate domino effect on their company’s progress in a rapidly changing environment.

Regardless of cultural differences, one common thread of privilege rings true for all: nepotism. This is the act of intentionally favouring an individual due to your personal bias or affiliation with them, whether it be toward a family member, a friend, or a partner (Cambridge Dictionary). When meritocracy– a system also affected by the sociopolitical determinants of race– is given no value in the workplace, employees begin to question their worth, respect for the company, and their motivations for self-improvement and advancement in the workplace. As a consequence of not rewarding employees for their work, their feelings of underappreciation can lead to hopelessness, underperformance, and resignation.

As evolving social influences put pressure on traditional, outdated ideologies and management styles, cultural dynamics shift over time. It is important not to dismiss these dynamics because a lack of cultural expression restricts societies from approaching the work environment in contiguity with their social structures. Moving forward, individuals should look deeper into the webs that uphold their work environment, to better understand the elements that have subconsciously affected their motives while seeking upward mobility.

References

Cambridge Dictionary. (n.d.). Nepotism. https://dictionary.cambridge.org/dictionary/english/nepotism
Hofstede Insights Oy. (2021). Country comparison tool. Hofstede Insights. https://www.hofstede-insights.com/country-comparison/india/

This article was written by summer student Ilesha Prabhudesai. This article was funded by the Government of Canada.

Breaking the Tokenism Cycle: How to Achieve True Diversity and Inclusion in the Workplace

Is it my merit or my identity? Is it my responsibility to educate? If not me, then who? If not now, then when? Are my skills of enough value, or is my intersectionality the defining factor for my success? If you have ever looked around your office and failed to identify anyone else that looked like you, these anxieties likely keep you up at night, circling the drain in an endless loop of self-doubt. Sometimes it’s quite empowering to be reminded of the difference that your identity brings to the table, but when you’re the only one bringing in that variance, you start to feel more like an anomaly than a success story.

The ever-growing discussion of inclusion and diversity in professional settings aims to give individuals in minority groups the opportunity to achieve the same level of success as the majority, create a safe, inclusive working environment, and develop a holistic view toward problem-solving. With an array of experiences, cultures, ideas, and styles of thought, employees and employers are forced to consider a multitude of ways to approach a situation, have an awareness of their personal biases and blindspots, and thus, can better decide on a plan of action that supports a larger demographic.

Most of us, however, are simply cradling this perfect dream in our minds. More often than not, it is proven time and again that companies vocalize their value for EDI, only for it to be a facade full of reverence and insincerity. Hiring individuals, usually from minority groups, for the sake of an appearance of diversity in the workplace is a term coined as ‘tokenism’ (Sherrer, 2018). This practice can be harmful as it insinuates an ingenuity from the company’s efforts to diversify its team and creates a dissonance between employees that are minorities and their employers.

A study by Hilton Kelly regarding racial tokenism that Black people experience in a school workplace setting introduces the idea of feeling like a “pink poodle” and the overwhelming demand to be engrossed in racial-based chatter (Hilton Kelly, 2007). Here, the “pink poodle” metaphor refers to the ‘deer in the headlights’-like feeling of being exposed, under a spotlight, different, when, for instance, you gather outside the school for a fire drill or sit in a school-wide assembly (Hilton Kelly, 2007). Teaching in predominantly white schools, the two Black teachers, Shelia and Timothy, resonate with the “pink poodle” feeling, but continue to stay despite the apparent tokenism because ‘if not us, then who? If not here, then where?’ – a common string tethering many minorities to their white, cis-gendered workplace environments. When expressing their thoughts on the obvious, racially-driven conversations about ‘the documentary about Africa’ or new developments in neighbouring ‘urban cities’ from coworkers, they reason that “you can legislate behaviours, but you can’t legislate attitudes” (Kelly, 2007).

Although these are only a few specific stories of individuals who have taken on the burden of tokenism in their place of work, countless other such reports exist, and each person’s experience and attitude toward it may vary. While facing internal battles of self-worth, minorities face heavy topics regarding race, gender, culture, and sexuality– matters of conversation never expected of their white, cis-gendered counterparts– and, consequently, carry the pressure to address and speak for their entire community appropriately. The social climate vehemently critiques people of colour (POC), women, LGBTQ+ individuals, and other marginalized or racialized groups for being ‘political,’ possibly because their existence simply questions numerous political and social ideologies. Similarly, on a smaller scale, this mindset is carried out in work environments, usually subconsciously, when small talk becomes a discussion about the Indigenous housing crisis and the new laws against transgender healthcare.

To bring forth change, companies must consider the significance of equity, diversity and inclusion (EDI) and practice it while recruiting new employees, engaging with current employees, and restructuring oppressive systems in the workplace (Sherrer, 2018). Respecting employees as people rather than viewing them as the spokespeople for a community is the most basic requirement for EDI. Hiring a more diverse workforce and actively illustrating that the company values the diversity of its employees suggests their willingness to learn and grow alongside their team rather than to meet a diversity quota. When diversity becomes a duty, it inches closer to becoming an act, whereas a genuine regard for equity and inclusion will always lead to a fulfilling work experience.

References
Kelly, H. (2007). Racial Tokenism in the School Workplace: An Exploratory Study of Black Teachers in Overwhelmingly White Schools, Educational Studies, 41:3, 230-254, DOI: 10.1080/00131940701325712
Sherrer, K. (2018, February 26). What is tokenism, and why does it matter in the workplace?. Vanderbilt University Owen Graduate School of Management. https://business.vanderbilt.edu/news/2018/02/26/tokenism-in-the-workplace/

This article was written by summer student Ilesha Prabhudesai. This article was funded by the Government of Canada.

The Podcast That Will Change Your Workplace Forever: How to Master Diversity and Inclusion

In a world where lack of diversity and inclusion within workplaces are often highlighted, it is important to engage in thought-provoking conversations on how to overcome such challenges and create new opportunities within the workplace. To stimulate such discussions, we are thrilled to introduce “Diversity on Air” – a podcast group dedicated to exploring the intricacies of diversity in the workplace. This unique podcast aims to equip listeners with the knowledge needed to create safe and inclusive environments. With two episodes already released on Spotify, “Diversity on Air” promises to be an invaluable resource for professionals seeking to build diverse and inclusive workplaces.

Episode 1: “Divergence Represented”

The first episode of “Diversity on Air” examines the topic of workplace diversity. This episode highlights the significance of embracing diversity within the professional world. It explores the numerous benefits that a diverse workforce brings, including improved problem-solving, enhanced creativity, and heightened innovation.

Furthermore, it delves into practical strategies for creating an inclusive work environment. It discusses the do’s and don’ts of fostering diversity, providing actionable tips to promote inclusivity, such as facilitating open communication, encouraging diverse perspectives, and addressing unconscious biases. By listening to this episode, listeners can gain insights into creating a workplace culture that celebrates and embraces differences.

Episode 2: “Stereotypes and Biases”

In the second episode of “Diversity on Air” titled “Stereotypes and Biases,” the podcast team tackles the major issue of gender stereotypes and biases within the workplace. This episode sheds light on the prevalent biases that hinder progress and limit opportunities for individuals based on gender.

This episode emphasizes the importance of awareness and education in combating biases. It encourages listeners to critically evaluate their own beliefs and assumptions while providing practical advice on how to challenge stereotypes in the workplace. By addressing such challenges, listeners are empowered to identify and challenge stereotypes to create a more equitable and inclusive workplace.

Looking Forward

As “Diversity on Air” continues to grow, listeners can look forward to a wide range of topics that delve into different dimensions of workplace diversity. The podcast team plans to explore themes such as racial diversity, LGBTQ+ inclusion, cultural awareness, and disability representation. By examining a range of different issues surrounding these topics, “Diversity on Air” aims to cultivate a deeper understanding of the challenges faced by marginalized communities in the workplace.

Moreover, the podcast team intends to incorporate views from individuals with diverse backgrounds, providing valuable insights and real-life experiences. These conversations will enable listeners to gain a broader perspective on diversity-related issues and discover innovative approaches to creating inclusive workplaces.

As “Diversity on Air” continues to grow, we hope to demonstrate the necessity of diversity and inclusion in a successful workplace while continuing to serve as resource for knowledge and inspiration. Through its insightful episodes, the podcast team strives to equip listeners with the tools needed to create safe and inclusive environments. By discussing a wide range of topics and engaging in meaningful conversations, “Diversity on Air” empowers listeners to challenge biases, embrace diversity, and foster a culture of inclusivity. Tune in to “Diversity on Air” on Spotify to learn more about workplace diversity and inclusion.

This article was written by summer student Shoky Ilkhomov and edited by summer student Ilesha Prabhudesai. This article is funded by the Government of Canada.

How the Standard Hiring Process Excludes Neurodivergent Candidates

The process of applying for a new job tends to be pretty routine. Search job boards and agencies for a position that suits you, tailor a resume, write a cover letter, sit through a certain number of interviews, and with any luck, receive a job offer by the end. Most people don’t land a job on their first try—job hunting can be incredibly draining, even disheartening after a number of unsuccessful applications, but that’s accepted as par for the course. The process of applying for a job usually doesn’t vary much across different fields. The skills and experiences required for a given position change, but interviews themselves are frequently similar. This conventional process, however, is one that is structured against neurodivergent people and tends to filter them out, seriously inhibiting their chances of finding employment.

“Neurodivergent” is a non-medical umbrella term that describes people whose brain functions and/or learning processes differ from that which is considered “normal.” It includes autistic people, people with ADHD, people with learning disabilities such as dyslexia, as well as several other neurological differences (University of Connecticut [UConn], n.d.). Because the term describes disabilities that are frequently invisible, there is little way of knowing for certain whether or not an individual is neurodivergent, not even in the case of someone you think you know well.

While exact figures are not known due to the lack of published statistics on unemployment rates among people with neurological differences, as a whole neurodivergent adults remain acutely underemployed. Unemployment rates can run as high as 30-40%: three times that of people with physical disabilities, and eight times that of people who are not disabled (UConn, n.d.). Some subgroups face more struggles than others with finding work. Autistic people, for example, remain disproportionately underemployed, with only 16% of autistic adults working full time despite the majority of them wishing to pursue employment (London School of Economics and Political Science [LSE], 2017).

Most neurotypical people (the descriptor for people who are not neurodivergent) have a poor understanding of neurodivergence. Representation in the media remains low, and the representation that does exist often plays into stereotypes and presents a very narrow view of neurodiversity. The depiction of autistic people in popular culture tends to feature white men almost exclusively, contributing to a narrow public perception of what autism looks like (Devlin, 2018). This lack of understanding ends up informing the hiring process, so it isn’t surprising that neurodivergent people are at a serious disadvantage when it comes to finding employment. Neurodivergencies are often excluded from conversations around disability and accessibility in professional environments because, to put it bluntly, our society is structured without neurodivergent people in mind. While the process of applying for a job may be relatively straightforward to a neurotypical person, for neurodivergent people it presents a series of challenges that often go unacknowledged.

The accepted blueprint for professional conduct is one that differs from the way in which many neurodivergent people operate, a by-product of societal ableism. Most job interviews, for example, rely heavily on the candidate’s ability to speak smoothly and pick up on social cues, which is precisely something that many neurodivergent people struggle with (Mumford, 2022). Many other behaviours that employers usually look for in potential candidates are also likely to exclude neurodivergent people. For example, candidates are expected to maintain eye contact with the interviewer, which is difficult for many autistic people. A candidate who fidgets may be considered too unprofessional and “not serious enough” for a certain position, even though people with ADHD and other neurodivergencies often have trouble sitting still. Many neurodivergent people are aware of these expectations, and sometimes spend extra energy during interviews masking their known neurodivergent traits. They might concentrate on maintaining eye contact with the employer or consciously suppress the need to fidget throughout the interview. The anxiety and mental exhaustion caused by masking can seriously impact performance during an interview that a neurotypical candidate would navigate with ease.

This means that a perfectly qualified candidate who happens to be neurodivergent will be filtered out by design, simply because they have difficulty presenting themself in a way that is arbitrarily considered to be “acceptable” in a standard interview (Mumford, 2022). Adjusting the hiring process to be more considerate of neurodivergent individuals is one significant way in which employers can create a more diverse workforce. For instance, some companies, especially large corporations, partner with advocacy groups to offer special programs that are dedicated to recruit neurodivergent talent (Fitzell, 2022). These programs are specifically structured to meet the needs of neurodivergent individuals during the recruitment stage.

While enormously beneficial for some, however, the effectiveness of such programs is still limited. For one thing, they require neurodivergent people to disclose their disability to a potential employer. For another, these systems don’t consider the fact that there are many neurodivergent people who have not received a diagnosis, thus barring them from receiving necessary accommodations. In particular, women remain underdiagnosed for neurodivergencies because of lingering assumptions that disabilities like ADHD and autism are “male disorders” (Devlin, 2018; Sigler, 2022). In the case of BIPOC men, underdiagnosis is an issue heavily linked to systemic racism. Young Black boys who have trouble concentrating in class are more likely to be dismissed as “disruptive” or diagnosed with a conduct disorder instead (Bogard, 2022), thus leading to a series of challenges and missed opportunities that stem from not having their needs met in childhood. The lack of documentation for a disability does not invalidate these individuals’ experiences and struggles in finding employment, and it should not mean that they aren’t just as entitled to accommodations as those who have received a diagnosis.

Fortunately, there are a number of steps that employers can take to make their hiring process more inclusive of neurodivergent candidates. For one, employers can embellish job advertisements by including a short audio file or video that explains the job posting along with the usual text file, letting interested candidates choose between the format that works best for them, and thus being more inclusive of dyslexic people and those who receive information better in a non text-based format (Mumford, 2022). Employers might also consider going beyond the traditional interview by creating a system in which all candidates are evaluated “on the job” by completing tasks or doing a test project to better determine if they will be the right fit for a given position (Mumford, 2022). While hardly making up an exhaustive list, these are two ways of making for a more inclusive hiring process without requiring candidates to share sensitive information about their disability with a potential employer.

But perhaps the most important thing you can do as an employer is to check your own biases, look beyond the standard social cues you’re accustomed to searching for, and reassess the criteria you use to identify a successful candidate (LSE, 2017). Seek out neurodivergent voices, such as local advocacy groups, and ask them what you can do during the onboarding process to be more mindful of neurodivergent peoples’ needs. By doing further research on neurodivergence, you can go a long way in making for a more diverse workforce, and creating more opportunities for qualified, talented individuals who will have plenty to offer once given a chance.

Sources

Bogard, M. (2021, October). Black Adults Who Live With ADHD. CHADD. Retrieved August 24, 2022, from https://chadd.org/adhd-news/adhd-news-adults/black-adults-who-live-with-adhd/

The Center for Neurodiversity and Employment. University of Connecticut. (n.d.). Retrieved August 24, 2022, from https://entrepreneurship.uconn.edu/neurodiversitycenter/

Devlin, H. (2018, September 14). Thousands of autistic girls and women ‘going undiagnosed’ due to gender bias. The Guardian. Retrieved August 24, 2022, from https://www.theguardian.com/society/2018/sep/14/thousands-of-autistic-girls-and-women-going-undiagnosed-due-to-gender-bias

Employers may discriminate against autism without realising. London School of Economics and Political Science. (2017, August 10). Retrieved August 24, 2022, from https://blogs.lse.ac.uk/equityDiversityInclusion/2017/08/employers-may-discriminate-against-autism-without-realising/

Fitzell, S. A. (2022, April 19). Inclusive Hiring: How to Revamp your Company’s Recruitment and Interviewing Processes. Medium. Retrieved August 24, 2022, from https://medium.com/neurodiversity-at-work/inclusive-hiring-how-to-revamp-your-companys-recruitment-and-interviewing-processes-8ec64ab5fd5d

Mumford, C. (2022, May 24). Adapting Hiring Processes to Get Neurodiverse Hiring Right. Simplify VMS. Retrieved August 24, 2022, from https://simplifyvms.com/2022/05/24/neurodiverse-hiring/

Sigler, E. (2022, July 11). ADHD Looks Different in Women. Here’s How – and Why. ADDitude. Retrieved August 24, 2022, from https://www.additudemag.com/add-in-women/

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.

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.

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.

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