Defining discrimination, inclusion and equity can help set a foundation for understanding why implementing the strategies offered can be both a moral and astute business decision.
Linking inclusion to discrimination prevention
Discrimination
The Canadian Human Rights Commission (CHRC) defines discrimination as:
An action or a decision that treats a person or a group in a negative way for reasons like:
- Race
- National or ethnic origin
- Colour
- Religion
- Age
- Sex (which includes pregnancy)
- Sexual orientation
- Gender identity or expression
- Marital status
- Family status
- Disability (which includes mental health disorders)
- Genetic characteristics
- A conviction for which a pardon has been granted or a record suspended
Inclusion
Inclusion at work is the degree to which individuals feel a sense of belongingness and the safety to share their suggestions and concerns.
It also includes the ability to influence critical organizational processes, especially those that have the potential to impact their jobs and access to information, opportunities and resources, particularly those that can help them achieve success in their career.
Inclusion is important, not just for employee success and wellbeing, but for organization excellence through identifying and addressing issues before they become a crisis.
In some ways inclusion and discrimination in the workplace can be considered opposites.
Substantial research evidence demonstrates that experiences of discrimination have a significant negative impact on both mental and physical health. It can lead to social exclusion and create a psychologically unsafe work environment, which is the opposite of the intention of inclusion.
Research also shows that diversity, equity and inclusion (DEI) efforts can have many positive impacts, including:
- Higher quality working relationships
- Lower task and emotional conflict
- Fewer reports of discrimination (Holmes IV et al., 2020)
Inclusion is an integral part of psychological health and safety in any workplace. A workplace can't be described as psychologically healthy and safe for everyone if it’s not inclusive.
Organizations that support inclusion are more likely to experience positive outcomes. The costs associated with discrimination in the workplace (real or perceived) include:
- Negative attitudes among employees towards the organization
- Disruption in employee cohesion
- Reduced job performance
- Loss in job productivity
- Lowered job satisfaction
While inclusion must be overt, direct and intentional to be effective, discrimination, including racism, sexism, homophobia and other forms of discriminatory behaviour, can take any of these forms:
- Overt and covert
- Direct and indirect
- Intentional and unintentional
Equity
Equity in the workplace centres on ensuring fairness in pay, advancement opportunities, and daily work experiences. In today's context, it responds to societal awakening, demanding conversations about systemic issues, such as racism and discrimination, to actively support inclusion and eliminate barriers. It involves creating a workplace where everyone has equal access to opportunities and fair treatment, fostering a more inclusive and just professional environment.
“Diversity is a fact.
Equity is a choice.
Inclusion is an action.
Belonging is an outcome.”
— Arthur Chan
The strategies that follow, whether for preventing discrimination or promoting inclusion, have a similar effect of improving workplace outcomes for employers and well-being outcomes for employees.
Individual, leader and organizational strategies
The following information and approaches related to inclusion in the workplace were developed by Uppala Chandrasekera, M.S.W., RSW and Lahoma Thomas, M.A., M.S.W., RSW, Managing Partners of Authentiq Consulting, with additions made as a result of the inaugural roundtable on reconciliation for organizations – Miinosewin (Ojibway for “to set it right properly”).
Integrating inclusion in the workplace requires a simultaneous tiered approach:
- Tailored approaches for each individual
- Support from authentic leadership for all employees
- Organizational change to policies and procedures
At the individual level
The National Standard of Canada for Psychological Health and Safety in the Workplace mandates that tailored accommodations consider the inclusion of the individual. This ensures an employee's diverse needs are addressed in the workplace especially when returning to work from a health-related absence. Resources that can help include:
- A tool to support employee success is a resource that helps you individualize a work plan based on the specific needs of the employee.
- Leader support for newcomers speaks directly to those who are new to both the culture and the job.
- Indigenous teachings for leaders shows how the Seven Sacred Teachings and the Medicine Wheel can influence a positive workplace culture for all.
- Implicit bias teaches how to identify and understand implicit bias, microaggressions and intersectionality. Whether the bias results in poor morale or discrimination, identifying it is the first step to eliminating it.
Supporting inclusion at the individual level requires that the employer/manager become an "authentic ally" in the workplace. The authentic ally:
- Recognizes that diversity and inclusion, social justice and anti-oppression work requires action-oriented practices
- Validates other people's experiences of oppression and doesn’t stay silent when discrimination occurs
- Engages in inclusive learning so the oppressed and the oppressors can benefit from the transfer of knowledge
- Uses privilege to advocate for equity
At the leadership level
- Be open to continual improvement of management strategies to better connect with the needs of employees from diverse backgrounds. Look to Inclusion strategies for leaders for practical tips.
- You can use the Psychologically safe team assessment can be used to gather information from employees. The report you automatically generate with this assessment will help you consider practical strategies to make all employees feel safe and adequately supported to raise concerns or ask for help.
- Consider what adjustments may be needed to make all employees feel safe and supported enough to raise concerns or ask for help.
- Build trust by asking employees about cultural or systematic barriers they have experienced. If trust is an issue, Building trust for leaders can help managers and supervisors begin to improve and maintain trust with their direct reports.
At the organizational level
- Consider where your organization is now, and where they want to be. The Canadian Centre for Diversity and Inclusion (CCDI) Making the case toolkit | PDF can help you make the case for DEI.
- Use the information about Potential legal concerns and the Legal duty to accommodate to help with this review.
- Proactively remove barriers to inclusion and develop a stigma reduction plan that supports all employees.
- Develop effective responses to social issues such as racially motivated or gender-based violence. This Workplace responses toolkit | PDF from CCDI may help.
- Proactively recruit, orient and promote for diversity that is representative of the population in your location and of those you serve, This includes:
- Indigenous persons
- Racialized groups
- 2SLGBTQIA+
- Persons with intellectual and physical disabilities
This can help your organization better respond to both your client base and your talent pool.
Consider consulting with a community leader to help with policy development related to diverse populations. Indigenous engagement planning is an example of where this approach was taken.
To build authentic change, the organization must identify and Proactively remove barriers to inclusion and be committed to facilitating continual improvement. This requires adequate and appropriate resources including financial resources, human resources and organizational policies.
Ensure processes for employee evaluation, performance management, discipline and promotion are fair and consistent for all regardless of:
- Race
- Gender
- Sexual orientation
- Age
- Disability
- National or ethnic origin
Evaluation planning for psychological health and safety has some ideas that may be helpful.
Ongoing evaluation on workplace inclusion can be done using free resources such as Guarding Minds at Work or Psychologically safe team assessment. The Psychological health and safety change process and Evidence-based actions for inclusion can also support positive action.
Why invest in inclusion in the workplace?
A growing body of research conducted over the past 20 years indicates that investing in inclusion increases the success of an organization. This investment:
- Improves the quality of decision-making at the operational and governance levels
- Helps to attract and retain skilled employees and managers
- Raises staff morale
These successes contribute to feelings of inclusion and psychological safety in the workplace.
With increasing trends of global migration, organizations within the private, public service, and non-profit sectors must adapt. They need to meet the expanding needs of diverse customers and service-users. Inclusion benefits the workforce and can also build an organization’s capacity to compete and capitalize on opportunities in the local and global marketplace.
In countries such as Canada, inclusion of specific marginalized populations – like Indigenous people – represents an organization’s commitment and positive action toward reconciliation.
Benefits of inclusion in the workplace
The British Columbia-based Presidents Group, a network of business leaders who are champions for more accessible, inclusive workplaces, offers statistics and information to create a business case for the benefits of a diverse and inclusive workplace, including why hiring people with disabilities is good for business.
Discrimination scenarios and strategies
Situations occur in workplaces in which there may have been no intent to harm but the actions of the employer or co-workers could be perceived as discriminatory. The following are examples of potential discrimination and alternative strategies that may be fairer.
Alcohol at work events
A not-for-profit organization held a wine and cheese event for the board of directors to increase connection between board members and all staff. The event was held in the office boardroom.
An employee who had an alcohol addiction and was actively engaged in treatment expressed concern that the presence of alcohol would limit their ability to participate. They wanted to engage in meaningful dialogue, but the scent of wine would make that very difficult for them. The employer said the employee shouldn’t attend.
Not being able to connect with board members and other staff restricted the employee’s opportunity for career-advancing connections. This could be like holding strategic meetings while golfing, which may be an inaccessible event for employees with certain physical disabilities.
Failure to attempt to accommodate an employee's needs at work-related events may be considered discrimination.
Alternative strategy
Consider a more inclusive approach, like offering non-alcoholic beverages at work events so everyone has a chance to advance careers or build networks.
Jokes about mental illness
An employee recently revealed their diagnosis of depression. The disclosure was voluntary as part of an attempt to help explain why they were requesting certain accommodations. Since the disclosure, the team and the manager altered their usual habit of joking about mental illness with comments like: "Usually I would say: 'I'm bipolar today' but I guess I can't say that now!" While the intent may have been to change their approach to talking about mental illness, it was still offensive.
Any jokes about a disability can contribute to a culture of discrimination and may be deemed harassment.
Alternative strategy
Provide clear direction and instruction from management on what’s acceptable and not acceptable. Support this policy with education, positive conversations and, if necessary, enforcement.
Assumptions about ability
An employee who had a diagnosis of schizophrenia was accommodated with a modified work schedule to attend medical appointments. The manager didn’t consider this employee for a special project opportunity made available to colleagues with the same qualifications and experience. The manager also regularly described the employee as "fragile and sensitive." They determined, without any discussion with the employee, that it would be hard for the employee to take on the new project. Their rationale was that the work would be too stressful and difficult to manage with the employee's medical appointments.
Making assumptions about an employee's ability without fair consideration based on merit can be considered discrimination.
Alternative strategies
Be aware that employees with accommodations should still be considered for career-advancing opportunities based on their qualifications. Don’t make assumptions about whether they can take on new roles and tasks. Have a collaborative and objective conversation with the employee to explore these possibilities before making decisions.
Refusing a trained service animal
An employee with a diagnosed anxiety disorder had a trained service dog to help identify and provide support during panic attacks. The animal also helped the employee keep focus and productivity. The employer had a policy that no pets could come to work. Co-workers reacted negatively, saying it was unfair this employee could bring a dog into the workplace. The employer told the employee they must either only work from home or not bring the dog to work. This could be like asking an employee with a physical disability to leave their wheelchair at the door because it squeaked and disturbed other workers' concentration.
Without exploring options, the employer may be engaging in discrimination.
Alternative strategies
Problem-solve valid co-worker concerns such as allergies or fear of dogs. Some dog breeds are hypoallergenic and there are also devices to remove allergens from the air. Respecting those with a serious fear of dogs may mean separating workers. Educate staff on the benefits of a trained service animal for people with mental health disabilities.
Reactive decisions
An employee who had a disability due to obsessive-compulsive disorder often cleaned the chair at their workstation. Co-workers complained this was bizarre behaviour and a health hazard because of the fumes from the cleaning products. The employer agreed with the co-workers' perspective and told the employee to stop cleaning the chair. The employee expressed concern this would make it difficult to stay productive – the compulsion to clean would be distracting without the relief provided by a quick cleaning of the chair.
Without exploring options, it’s possible this could be considered discrimination.
Alternative strategies
Have a collaborative conversation with the employee and look at solutions. Consider having the employee change to a scent-free, non-toxic cleaning product and only clean on personal break times. Educate co-workers about the experience of obsessive-compulsive disorder. Ask the employee if they’d be willing to talk to the team, or if you could talk to the team, about this disability.
Differential treatment
An employee had a diagnosis of bipolar disorder, with frequent time off including multiple short-term disability leaves. The employee was trying for the fourth time to return to work after an absence of several months. This workplace's policy was to welcome back employees who were away from work for more than 6 weeks with a gift basket at their workstation. But the employee who had bipolar disorder never received a gift basket and believed they weren’t truly welcome to return. This affected the employee’s sense of inclusion and had a negative impact on the ability to resume work duties and relationships.
When an employee is treated differently this may be perceived as creating a discriminatory culture.
Alternative strategies
Be aware if employees with mental health disabilities are treated differently. Take steps to close these gaps in a respectful way by collaborating with employees about when differential treatment is an accommodation and when it’s exclusionary.
Accommodation policy language
An accommodation policy states: "The accommodation process begins when an employee makes a request for accommodation." An employee who doesn’t know they have a disability or doesn’t know they can request accommodation is effectively prevented from using the policy.
For some employees who have a disability of a mental illness, there may be a period when they’re not aware they have a mental illness or that it’s a disability.
A policy that doesn’t take this into consideration may be discriminatory based on disability.
Alternative strategies
Review accommodation policies and processes through the lens of an employee who has mental health challenges. Amend as necessary and reasonable. Add direction about what to do if an employee seems to be unwell but isn’t requesting accommodation. This can involve equipping managers to discuss the availability of accommodation when a health issue impacts performance.
Discrimination statistics
- A 2022 survey (Mental Health Research Canada, 2022), reported that 8% of 5,500 respondents reported that they were experiencing discrimination. When looking only at visible minorities, that number increased to 21% and for those with physical impairments it was 16%. For more information about how equity-deserving groups reported on their experiences in the workplace, read Psychological Health and Safety in Canadian Workplaces.
- Canadians are less likely to talk about their mental illness than other illnesses or health conditions:
- In a 2019 survey (Simpson, 2019) of working Canadians, respondents were almost 3 times less likely to want to disclose a mental illness, than a physical one like cancer.
- 75% of respondents said they would be reluctant – or would refuse – to disclose a mental illness to an employer or co-worker (Simpson, 2019).
- Stigma still exists related to mental health:
- 47% of employed Canadians say that if they admitted they had a mental illness to a boss or co-worker, they feel their ability to do their job would be questioned (Simpson, 2019).
- When asked why they would be reluctant to admit they had a mental illness, some of the top reasons included:
- Fear of being treated differently (45%)
- Not wanting to be judged (44%)
- Not wanting to be considered weak (33%)
- Having a desire for privacy (50%) (Simpson, 2019).
- In 2017, 87.2% reported some improvement in media coverage of workplace mental health issues since 2007, and 83.3% saw celebrities and media personalities as having an important role in contributing to increased awareness (Samra, 2017).
- In 2020, although 51% considered mental health to be a disability, working Canadians were less likely to consider depression, specifically, as a disability than in the year previous (47% depression) (Simpson, 2020).
Workshop materials
Implicit bias workshop
This self-reflection workshop explores the attitudes and stereotypes that affect our actions, decisions and unconscious understanding towards or against a particular person or group.
Psychologically safe interactions workshop
Prevent bullying and increase psychological health and safety by improving awareness of how workplace behaviours may be interpreted as harmful, even when that isn’t our intention.
Additional resources
- Team activity — Intersectionality focuses on the overlap of various social identities one person may hold. This activity can help reveal areas where we may hold unconscious bias towards particular groups.
- Team activity — Microaggressions is a team-building activity to understand and avoid microaggressions.
- Inclusive Hiring Best Practices | PDF gives an outline for HR Professionals to ensure inclusive hiring practices that empower all groups to succeed in the interview process.
- Standard Code of Conduct | PDF is a Human Resources Professionals Association’s template and guidance to develop your own code of conduct.
- Canadian Centre for Diversity and Inclusion (CCDI) offers resources and many other low-cost or no-cost training solutions, like:
- The CCDI Leader Talks podcast.
- Success stories from various industries shows how diversity, equity and inclusion at work reaps many rewards for businesses and people.
- The Canadian Centre for Diversity and Inclusion Report | PDF with recommendations for employers to improve 2SLGBTQIA+ inclusion and a Toolkit for developing a diversity and inclusion strategy | PDF to create a broader strategy for inclusion in Canadian workplaces.
- The 519 resource, Creating Authentic Spaces, lists useful questions to discuss with a staff member who’s transitioning.
- The six signature traits of inclusive leadership: Thriving in a diverse new world outlines 6 attributes of leaders who can embrace individual differences, and potentially leverage them for competitive advantage. Diversity of markets, customers, ideas and talent are driving the need for inclusion as a new leadership capability.