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UPFRONT
COVERING IN THE WORKPLACE
In 2017, half of the visible minority population in Canada was
comprised of two ethnic groups – South Asian and Chinese
– with each group numbering approximately 2 million. Yet Asian-named
job candidates, according to a study conducted by Ryerson
University and the University of Toronto in 2017, have a 32.6
per cent lower rate of selection for an interview compared to
Anglo-named applicants, even when both groups had equivalent
all-Canadian qualifications.
What if Asian-named applicants Anglicized their names, a phe-nomenon
known as “covering?”
Covering is about downplaying differences in order to fit in
to real or perceived workplace norms from gender identity, place
of birth, accent, age or religion to more subtle traits like family
responsibilities, mental health issues, a disability or even a lack of
interest in sports.
Even some of the most prominent and well-established lead-ers
in business, government and the arts have engaged in covering,
according to law professor, Kenji Yoshino, who has written a book
on the subject.
“Authenticity is at the heart of inclusivity, and diverse workplace
cultures have proven benefits to businesses,” said Miyo Yamashita,
co-chair, Chief Inclusion Officer Forum, Ascend Canada.
In the Ascend Canada whitepaper on covering, Yamashita cited
research from the Harvard Business Review noting that individuals
who feel they can bring their whole self to work are 42 per cent less
likely to say they will leave within the next year. Employees with
inclusive managers are 1.3 times more likely to say their innovative
potential is unlocked.
Covering also has high costs, whether it is a lack of employee
engagement, loss of revenue and productivity as a result of a nar-rower
talent pool or wasted dollars on diversity programs where
companies have more to lose than gain when it comes to covering
in the workplace.
“We all want to fit in at work and to feel like we belong. Opening
up to diversity leads to discovering new talent and bringing out
the best in others,” said Kelvin Tran, president and chairman of
Ascend Canada. “To lead is more than just about you, it is about
being able to motivate others. Leaders need to inspire and connect
with their people and their customers.”
AUTHENTICITY IS
AT THE HEART OF
INCLUSIVITY, AND
DIVERSE WORKPLACE
CULTURES HAVE
PROVEN BENEFITS
TO BUSINESSES.
– MIYO YAMASHITA, ASCEND CANADA
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HRPROFESSIONALNOW.CA ❚ NOVEMBER 2018 ❚ 9
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