inclusion | Journey to Diversity Workplaces

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 Dark Side of Academia: How People With Disabilities Are Excluded And Exploited

Academia is already daunting on its own, but when you factor in ableism, the conversation often comes to a halt. Many individuals of authority are afraid of uncomfortable discussions, the ones that spill over into unventured topics, and, likely, the same ones they are not educated enough upon. The hesitancy to tackle subjects like ableism, Indigenous rights, antisemitism, racism, and most other ‘isms’ you can name, gives permission to the world to continue as it were and suppresses the needs, concerns, and valid criticism of those willing to take a stand.

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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.

Understanding the Alphabet Soup of Inclusive Language Part I

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

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

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

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

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

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

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

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

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

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

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

Sources

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

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

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

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

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

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

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.

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.

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.

5 Ways to Promote Inclusivity of Indigenous People in the Workplace

Now you’ve read about the barriers that Indigenous people face simply to find employment. So, what’s next? Getting a foot in the door is undoubtedly difficult, but for many Indigenous workers, staying at a workplace for a prolonged period of time is also often a challenge. A lot of it can be addressed by the following: the lack of a sense of community in the workplace, diversity without true equity and inclusion, a lack of structural policies to accommodate diverse employees, and an absence of acknowledgement or action to help uplift Indigenous communities.

Corporations and employers must ask themselves: how can companies and fellow co-workers help create an environment that is sustainable and accommodating for Indigenous employees? Here are five ways that companies can create an inclusive workplace environment.

Get educated on different Indigenous cultures, traditions, important dates, customs, and communities. The First Nations, Métis, and Inuit communities of Canada all have their own unique identities, cultures, and customs, so it’s vital to be aware of them. Having this knowledge would allow employees to feel comfortable enough to come to you, the employer, with culturally sensitive topics that may affect their work. This understanding promotes a healthier employee-to-employer relationship because the employee knows that they are respected enough to not be pressured to suppress an important part of their identity in order to stay employed.
Research ways other companies have uplifted and accommodated Indigenous people in the workplace. Run through your network, call your connections, and inquire about their policies, calls to action, and work environment. You, as the employer, are not required to have all the answers, but others who have been in your position may have some! It is also recommended that you reach out to Indigenous people in higher positions and gain their insight.
Speak to your Indigenous employees! There is no better way to learn how to make an environment more inclusive for an individual than to gain their personal input. However, asking them in a one-to-one confrontation can be an uncomfortable situation for an employee to tell their boss of their complaints. Instead, having an anonymous forum or a monthly survey about EDI and the work environment where concerns can be voiced would be a better solution. A one-to-one meeting can still be on the table if that is desired by the employee.
Establish policies that protect Indigenous people’s rights in the workplace, along with programs that give Indigenous employees access to certain resources and skill-development programs to be on an equal playing field with their colleagues (Guide to developing Indigenous Inclusion Policies, 2018). Policies enforce accountability. Having such policies and programs catering to Indigenous safety, work flexibility, childcare, workplace diversity, and EDI, is necessary.
Donate to Indigenous charities and support Indigenous businesses. Getting educated, spreading awareness, or doing land acknowledgements are good places to start, but taking action is what truly makes a difference. The best way to practice what you preach is by donating to various Indigenous charities which help make education, housing, clean water, mental health resources, healthcare, and employment-seeking opportunities more accessible. Below, I will list a few Indigenous charities that you can donate to after reading this post.

If, as an employer, you have checked off every single mentioned recommendation, does this mean “I’ve completed my share of activism for the day?” No. That, in itself, is a privileged thought. Diversity and inclusion of Indigenous people in the workplace is an ongoing process in which you learn and grow with every step.

Indigenous Charities
Circles for Reconciliation
https://circlesforreconciliation.ca/
Sew on Fire Ministries
https://sewonfire.com/
Indspire
https://indspire.ca/
Canadian Roots Exchange
https://canadianroots.ca/

Sources

Guide to developing Indigenous Inclusion Policies. North Superior Workforce Planning Board. (2018, September). https://www.nswpb.ca/wp-content/uploads/2020/10/IW_-_The_Inclusion_Policy_Development_Guideonline.pdf

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.