‘It’s hard to be an only’: How to foster a culture of allyship in anti-racism

When it comes to the fight against racism, it isn’t enough to remain “not racist” – it’s about being actively “anti-racist,” according to diversity expert Tamisha Parris, founder of Parris Consulting, who says that while people usually mean well in being “not racist”, it’s more about that decision to take action.

“For example,” she tells HRD, “let’s say you witness a Black co-worker repeatedly getting the worst assignments despite being a high-performing worker. If you say to yourself, “Well, that’s terrible; I would never discriminate that way if I were the manager,” you’re basically reassuring yourself that you’re not a racist. But you’re not doing anything to change the status quo.

“If, however, you say to your manager, “I noticed that you haven’t been giving Maya assignments that are the same level as the rest of us,” you’re talking action to address your manager’s discrimination. That’s being anti-racist.”

The role of allyship in anti-racism

With Black History Month well and truly upon us, it’s high time for Canadian employers to look a bit deeper when it comes to their own anti-racism policies. A recent report from KPMG Canada found that while 68% of Black Canadians believe that their company is making strides to stamp out workplace bias, these efforts are not translating into renewed job opportunities or career progression.  

As Parris tells HRD, it’s not enough to remain “not racist” in your views, employers and employees need to showcase their allyship more authentically on a day-to-day basis.

“Employees can be allies by paying attention to where discrimination occurs in their workplace and speaking up about it. It doesn’t have to be a dramatic confrontation, and it’s definitely not a case of speaking for your colleague,” she says.

“It can be subtle. For example: ‘I don’t think Maya’s had a chance to work on this kind of project yet. I’d like to see what she can do/hear her ideas.’”

Outside anxieties transferring to culture

With race-related violence in the news of late in Canada, employers need to be cognizant of its impact on their internal teams. In the wake of George Floyd’s murder, employers began to look more closely at their own DEI initiatives. A survey run by Accenture just after the incident found that while 68% of leaders think they have an “empowering environment” in their organizations, just 36% of employees agree.

“Most of us are emotionally affected when we hear news reports about race-related violence,” says Parris. “For people who feel vulnerable to racism, the psychological effects can be even more profound. Anxiety about racism can transfer to the workplace and affect an employee’s ability to focus on the job. They may experience a sense of hopelessness or feel that things are unpredictable. They may become impatient with co-workers who aren’t similarly affected. All of this can impact performance and individual wellbeing.”

Another way employers can be supportive is by offering educational materials and learning opportunities such as workshops to employees – not just for those who say they are affected by violence in the news, but everyone on staff, she says.

“This can help workplaces bring uncomfortable feelings out into the open and foster empathy. It’s not unusual for someone who hasn’t personally experienced racism to be deeply impacted by what they learn, and by the realization that racialized co-workers encounter racism so frequently.”

Microaggressive racism in the workplace

Since the pandemic and the shift to hybrid models, microaggressions have been on the rise. A report from SurveyMonkey found that 26% of Canadian workers have been on the receiving end of a microaggression, with 36% of employees having witnessed one in their workplace.

With racist-driven microaggressions, the impact and hurt caused can be even more pointed. And, despite the prefix “micro,” their aftereffects are anything but. Speaking to Parris, she advises employers to watch out for the following subtle microaggressions, which can often fly under the radar:

• Excluding someone by not inviting them to a team meeting.
• Giving someone a backhanded compliment such as, “I didn’t expect you to be so professional.”
• Making assumptions about someone’s background, level of education, or capabilities based on their racial identity.
• Invalidating someone else’s experience of racism – for instance, by commenting that racism has been “solved” or no longer exists, or that complaints are exaggerated.
• Monitoring someone excessively or beyond the level of monitoring that would be typical for others in the same role.

Essentially, as Parris tells HRD, to drive meaningful change, employers need to start looking at updating their benefits plans and EAPs (employee assistance programs).

“Employers should also be thinking about diversity – making space for neurodiverse employees, Black and Indigenous women, and other underrepresented groups,” she says. “This isn’t just about hiring – it’s about setting new employees up to succeed in the workplace by creating welcoming structures and policies and fostering an inclusive culture.

“For neurodiverse employees, take the time to learn about possible accommodation requests so you can address them quickly. For all underrepresented employees, pay attention to representation. It’s hard to be ‘an only.’ Employers can help by supporting staff to create employee resource groups and other ways for different identity group members to connect.”

Lastly, “money matters”, says Parris. To attract people from underrepresented groups, you need to make sure your compensation strategies are up to date and equal.

“Not only is pay equity the right policy; it results in better morale and helps employers attract the best talent.”