Everything you should know about microaggressions at workplace with examples. Bonus: learn the smart tips to deal with microaggressions at work.
We all have witnessed minor or sometimes even major destructive acts done against specific groups of people, around us, and even at our workplaces. For example, when your boss piles over last minute work while you're busy, and you still get it done on time. They would probably say, ”You’re surprisingly fast”! This is a form of verbal microaggression. And these can take the form of not just verbal, but behavioural, or even environmental aggressions.
Individuals of colour, women, people with disabilities, religious minorities, lesbian, gay, bisexual, and transgender people are among those who are often targeted, or seen different, which is something that is quite weird considering the fact that we live in the 21st century. Individuals who convey such behaviour towards others may not realise they are doing as these are sometimes unintended, and people are unaware that they are causing harm to others.
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Insults, rude comments, and overall irritable conduct are all examples of microaggressions.
They're a highly particular set of words, questions, or behaviours that are hurtful because they relate to a person's membership in a group that is discriminated against or stereotyped. And one of the things that makes them so unsettling is that they occur on a regular basis, often without any malice intent, in normal life.
In the workplace, microaggressions are prevalent. They're the unintended, everyday exchanges or acts that express bias toward historically oppressed populations. Microaggressions can have a negative impact on a person's ability to accomplish their job, their sense of security, and their general happiness.
Studies show that women of color generally receive less support from managers than white women—and Black women receive the least support. Black women are far less likely to get help navigating organizational politics and balancing work and personal lives, and managers are less likely to promote their accomplishments. The same dynamic holds true for access to managers: only about a third of Black women socialize with their manager outside of work, compared to about half of white women.
Microaggressions differ from overt prejudice in that persons who commit microaggressions may not even realise they're doing something wrong. Learning to notice microaggressions and adjust our language accordingly can have a huge impact on our coworkers' happiness, productivity, and retention
Here’s an example:
Person 1: “Wow, you are so articulate!”
Alternative for person 1: “Thank you! That presentation was informative.”
Here’s Why: Mentioning someone’s ability to articulate implies that you’re surprised by someone’s ability to do so. Empower others based on their talents and celebrate their wins
Microaggressions can take place in various forms. Here’s how it can happen:
A verbal microaggression is a harmful or stigmatising comment or inquiry directed against a marginalised group of people. For example remarks like, "You're surprisingly good at networking’. This is a type of verbal microaggression
A behavioural microaggression happens when someone acts in a cruel or discriminatory manner toward a certain group of individuals. A boss neglecting a transgender person and insteadgiving tasks to a cisgender person (someone whose biological sex matches their gender identity) first is an example of a behavioural microaggression.
When a subtle discrimination happens inside society, it is called an environmental microaggression. An organization campus solely buildings named after white individuals is an example of an environmental microaggression.
Microaggressions can be detrimental and distressing for those who are subjected to them. Researchers that looked into the effects of racial microaggressions on individuals discovered that those who were subjected to them on a frequent basis had poorer self-esteem.
These racial microaggressions were also found to be particularly damaging in professional and school contexts, according to the researchers. Researchers also discovered that those who had been subjected to ethnic microaggressions had higher levels of despair and trauma in another study. However, the study was unable to prove that the microaggressions were the actual cause of the individuals' depression.
Comments made by one employee can sometimes upset another even if they are made inadvertently and without intentional bias. Microaggressions are frequently caused by assumptions about a person's colour, ethnicity, sex, sexual orientation, or age.
Here’s how you can handle microaggression the right way:
Many businesses are beginning to recognise the size and necessity of dealing with workplace microaggression. It's critical to help employees realise how subconscious preconceptions might manifest in unforeseen ways so they can begin to be more cautious with their words and actions.
While dealing with microaggression or any kind of bias, corporate cultures that are proactive in addressing it teach employees two golden approaches:
Microaggressions in the workplace are classified into several types, the most common of which are microassaults, microinsults, and microinvalidations. Each type has the potential to have a long-term impact on the target's capacity to feel a sense of belonging or social acceptance at work and at home, which is a critical component of realising one's full potential and feeling acknowledged as a valuable member of society.
Here are some of the most prevalent microaggressions with examples to look out for:
A microinsult is a remark that conveys that the demographic group is not respected, but the target is considered as an outlier. In the eyes of the person who says it, it is often taken as a compliment, but it is actually a blatant insult to the person who gets it. Because of their own unconscious bias or prejudice, the person delivering the microinsult typically does not recognise they have insulted the target.
A microinsult is when someone assures you that you are not like the bad stereotype of your oppressed group. For example, you’re so different from the people of your town, you don’t seem like a part of them at all!
A microinvalidation is a remark or action that minimises the experiences of members of historically marginalised groups. It is especially common for members of a group who want to see change or express themselves when it comes to the challenges they have faced as a marginalised member of society, but those who have not experienced the same thing or who do not want to draw attention to themselves and become a target dismiss, discredit, and even laugh at the target.
A microassault is a form of overt prejudice or criticism perpetrated against a minority group with the purpose of discrediting them. Indirect racial epithets carved into a wall, the posting of historically offensive symbols, such as confederate flags, slurs said to others related to religion or sexuality, for example. mocking a group's dress or cultural norms, or other language or actions that signal to the marginalised group that they are inferior and worthy of mistreatment or bias are examples of this type of microassault.
Microaggressions have a subtle but pervasive influence that can keep getting worse over time. When this happens, navigating them may be stressful for those on the receiving end. These can be destructive to an individual as the impact of microaggressions on an individual can be devastating.
Set your worries aside, because we’ve got you covered.
Here are a few smart tips to deal with microaggressions at your workplace:
Encourage your team to listen to and respect one another, and provide a support and accountability system so that no one feels left out while dealing with microaggressions. Above all, make it clear that you support your team and their individual decisions to speak up when they feel forced to do so, as well as that you will similarly support whenever they need a little push to speak up.
Changes in the organisation and/or policies should be advocated for. You may, for example, start a petition to require gender-neutral restrooms or request a Diversity, Equity, and Inclusion survey to assess and understand how diverse employees feel at your organisation. You can also lobby for more resources and support networks for people from underrepresented communities, or for the organisation to undertake scheduled focus sessions to encourage greater empathy and awareness.
Start by holding informal small-group discussions about themes like racism, sexism, and ableism if your team is uncomfortable discussing them. Inquire if anyone on your team has ever been the victim of a microaggression at a previous job or with a client. Discuss with your team how they could react if they see a customer, client, or coworker performing a microaggression. It is easier to address in other situations if you practise expressing the words out loud in a safe atmosphere.
Increase coworker and friend awareness of microaggressions. This can help to alleviate some of the work-related stress that marginalised people suffer. You can share resources and promote awareness of unconscious biases, the various sorts of microaggressions that exist, and the reality that we are all capable of committing them as you continue to educate and grow.
They can start by debating whether or not the microaggression occurred. A microaggression might be subtle at times, and a person must confirm that they are a victim. Support from family and friends, as well as social media groups, can assist in determining whether an action or conduct constituted a microaggression.
A more moderate response might be to speak with the individual privately afterwards to explain why the microaggression was offensive. The danger here is the temporal lag. A follow-up dialogue entails assisting the person who perpetrated the microaggression in recalling and then appreciating the impact of the microaggression.
Determine how much time and effort you want to devote to dealing with the microaggression. Do not feel obligated to reply to every occurrence; instead, feel free to do so when the time comes.
Take a stand for your coworkers from minority communities. There are various things you can do if you notice a microaggression happening. Try questioning the individual in a very subtle way by saying, “What made you say that”, "Could you just explain it to me?" If you aren't in a position where you feel comfortable speaking up right now, you can always approach the individual later.
We must overcome our fear of being wrong when it comes to educating ourselves and improving how we interact with others. The easiest approach to achieve this is to never make assumptions about someone and to always ask thoughtful questions. When employees endeavour to understand one another, the workplace becomes much better, resulting in improved outcomes and overall growth.
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The right compensation management practices and policies can make or break your employee experience. Of course, there is merit in linking compensation and performance to drive organizational success, it can lead to several questions and implementation problems as well.
Read on to get all your compensation management related questions answered.
Let’s start with the very basic question of why fair compensation is important and the merits it brings along. It is no surprise that if you are paid more and are compensated according to your efforts, you are likely to give in your 100% and stay with an organization longer. However, there are other factors that support fair compensation:
Thus, fair compensation as a part of compensation linked performance management has the potential to facilitate better employee outcomes such as engagement, experience and performance.
To make compensation fair and inclusive in all aspects, it needs to have a clear foundation. Most organizations have relied on performance reviews as a way of reflecting on performance as a means of compensation decisions. However, there are several competing views both for and against tying compensation to performance reviews.
Clearly, there are both sides to the story.
The most favorable outcome will be to keep performance as one of the parameters for compensation, but not the sole foundation.
Additionally, as one of the best practices, performance reviews can be conducted on a regular basis, where some are only developmental in nature and others can be tied to compensation management.
As discussed, focusing only on performance reviews for compensation management needs a relook. Working with growing organizations, we have curated a list of the top five performance and compensation management practices you can leverage:
Ensure that your compensation structure aligns with the market trends so your employees don’t feel underpaid and leave.
Provide complete transparency and clarity to your employees on what constitutes high levels of performance and what it will take to earn a raise or appraisal.
Have specific, well defined and measurable criteria for the compensation strategy to ensure that there is complete transparency.
Salary in hand or the pay check your employees receive is accompanied by a range of benefits that are a part of the compensation structure and cost to the company, but are often overlooked by employees. Make sure they are widely communicated.
Ensure that there is a base pay range for every role and profile with variable additions based on candidate competencies.
The idea of fair compensation and linking compensation and performance management, leads to a very interesting concept of distributive justice. On a broad level, distributive justice essentially focuses on ensuring that the compensation received by employees is fair and equitable and is based on objective and rational grounds which are uniform for all. Here are a few ways to ensure distributive justice:
Measure potential and market value of the employee in addition to experience and expertise to ensure distributive justice for high potential employees
Another interesting component of compensation and performance management that you must acquaint yourself with is pay transparency. Essentially pay transparency refers to how openly or freely employees within an organization can discuss their compensation with others.
This is not only limited to the check they take home but other perks and benefits they are entitled to. Invariably, many platforms today also enable individuals to anonymously share their salaries online and get insights from others doing the same. However, there are diverse views on when it comes to pay transparency for an organization.
Those who advocate for pay transparency believe that it can enable large scale impact for the organization across performance management.
However, there is a flip side to pay transparency too with some common pitfalls that need to be addressed proactively.
In the last section of this article, we will focus on how managers play an integral role in compensation and performance management and the best practices to guide managers to have effective compensation conversations with their team members.
Almost 58% organizations do not train managers on pay communications
This startling statistic clearly highlights how despite the apparent importance of compensation management, the focus on ensuring a seamless process is rather limited. However, organizations today can play a leading role in enabling their managers to have better pay communication and conversations by following these tips:
It is quite evident that compensation and performance management are intrinsically interlinked and if leveraged well, compensation has great potential to not only drive performance, but also facilitate engagement, retention and much more.
However, to ensure the same, you need to have a very structured, transparent and fair compensation strategy and policy. Furthermore, you must, don’t forget to invest in training your managers to bridge any gaps and constantly gauge and address employee pulse — to ensure fair compensation for all.
Talent development is critical for growing organizations which see the workforce as their biggest asset. Focus on developing their talent stack not only leads to a pleasant employee experience, it also augments the overall performance and productivity for an organization.
While you may come across many ways to facilitate talent development, leveraging the competency framework can help you move the needle very quickly.
Let's see how.
Before moving directly to how you can implement the competency framework, let’s quickly understand the 5 stages of talent development.
The first stage involves planning for your talent needs based on your organizational priorities and creating the position profile based on the skills, attitudes and other competencies.
Based on the position profile, you need to start attracting talent for the position. You can do so by spreading the word in the right networks, through job portal platforms, etc. The objective is to ensure that you are reaching out to the right network. You can also explore the right candidate for the position internally to considerably save hiring and training costs.
Once you have identified the right person, the next stage of talent development is extending the offer to the person after a thorough background check as well as a competency and expectation match. It also requires creating personalized onboarding plans for the first 30-60-90 days of the candidate’s journey within the organization. Read our guide to employee onboarding to learn more about onboarding do’s and don’ts.
The main focus of talent development starts with providing the right development and learning opportunities to your workforce. This can involve upskilling for both technical and soft skills, leadership building or any development intervention based on the need of the role and position.
Finally, talent development involves undertaking initiatives to retain your talent. While learning opportunities are important, facilitating engagement, wellness, motivation, etc. all contribute to employee retention.
If you are wondering how the competency framework aligns with talent development, you need to start by decoding what the framework actually stands for.
Put simply, a competency framework is a set of behaviors, skills, abilities and attributes that an organization considers imperative for creating a high performance culture.
The competency framework can be implemented at all stages of the talent development or the employee lifecycle within an organization. The idea is to ensure that certain core competencies are kept at the heart of the decision making that in any way impact the workforce.
Competency framework based talent development is very important for employee retention. Talent development practices when undertaken effectively have the potential to encourage team members to stay with the organization for long and at the same time become ambassadors to help attract high quality peers.
Here are the top reasons why competency framework based talent development matters:
Now that we have covered the basics of talent development and competency framework, let’s understand how leveraging the latter to advance the former can create a far reaching impact for organizations.
The first step is to create a competency framework which involves identifying the key competencies which will be instrumental in guiding all decisions around talent development. Depending on the nature of your organization, there can be categories within the competency framework that you seek to focus on. Your competency framework should focus on behaviors, skills and attributes which are critical for performance and overall success. The following steps can help you create a competency framework for talent development:
The responsibility of creating the competency framework is collective. It starts with involving the executive leadership to ensure alignment with the vision, people managers to ensure they are ideal for the culture you are trying to build and functional managers to ensure inclusion of right competencies for each role and position. Furthermore, involving those on the ground can be fruitful as they have the best idea of what competencies are critical and others which are good to have.
Once the competency framework for talent development is ready, the next step is to align it with your recruitment process to ensure precise and effective hiring. There are a few steps along the way:
The onus of implementing the competency framework during selection lies primarily with the HR team and recruiters who assess the candidates with different tests and assessments. Team managers and leaders also play a role in assessing functional competencies and fit.
Irrespective of whether an employee is onboarded before or after you have implemented the competency framework for recruitment, you need to ensure competency based performance management and development opportunities.
From a talent development perspective, the focus of the competency framework should equally be on developing employees for their next or subsequent role based on the specific competencies for the same.
The onus of aligning performance and development with the competency framework lies with team managers as they are best able to determine the performance gaps. Furthermore, employees with their managers can identify competency gaps for better performance and focus on the right learning and development interventions to bridge the same.
Finally, the competency framework must also impact the subsequent rungs of talent development where an employee moves up the ladder from one position to the next. Based on the organizational matrix and competencies for each level, you need to identify key attributes that differentiate one level from another and ensure the same is communicated to your employees.
In a nutshell, it is quite evident that the competency framework can inform and advance every stage of talent development for fast growing organizations. If you implement such a framework across the employee lifecycle, you will significantly reduce your chances of a wrong hire and will be able to nurture a workforce that aligns on the vision, goals and overall organizational culture.
A clear competency based talent development approach can help you achieve high levels of performance which is observable and measurable.
While most people managers are able to create a business case for setting OKRs as well as for the adoption of an OKR software by leveraging industry benchmarks and best practices, there is a need to explicitly decode the return on investment of using an OKR tool as well.
Unless they are able to clearly illustrate how the return achieved using a goal management software is greater than the investment, it becomes difficult to sustain the adoption and get long-term leadership buy-in.
Continue reading to strengthen your business case on the same.
Let’s quickly understand how the OKR framework is integral for an organization, especially high growth companies. Most fast growing organizations have competing priorities they need to focus on with limited resources at hand.
Therefore, simply setting goals by adopting a top-down approach without supporting parameters can lead to confusion and incompetence. OKRs help drive away this ambiguity by linking measurable key results for each objective and facilitating a collaborative approach to achieving goals.
Here are the top three benefits of implementing OKRs in an effective manner:
OKRs enable employees and leadership to have a very clear focus on what needs to be accomplished and what work is out of scope. The idea is to have complete clarity on —
The last part is extremely important as it helps create a sharp focus and set priorities straight.
93% of employees don’t really understand what their organization is trying to accomplish in order to align with their own work.
This illustrates that there is a big absence of clarity and focus amongst employees when it comes to what needs to be accomplished, which stands in the way of creating a high performance culture. Therefore, OKRs can help reduce such uncertainty and ambiguity, making it easy for the workforce to concentrate on what matters.
Taking cue from the first point, the second benefit or purpose of implementing OKRs foris a need for clarity of expectations and overall team and organizational alignment. In case of fast growing organizations, there is an overlapping of roles and responsibilities and a lack of clarity on expectations from each employee. This leads to lower than average outcomes, productivity and revenue growth and data backs the same.
97% of employees and executives believe lack of alignment within a team impacts the outcome of a task or project. Whereas, companies that regularly exceeded revenue goals were 2.3X more likely to report high levels of alignment.
By ensuring organization-wide goal visibility, OKRs help teams to decode what is expected out of each team member and their respective contribution towards achievement of the shared goals. Thus, increasing alignment and collaboration.
Finally, setting and implementing OKRs is often a collaborative process. Employees get involved in and participate during the entire OKR process and feel engaged in the same. This greater involvement and participation leads to deeper levels of engagement and ownership of key results which drive impact.
OKRs also enable employees to also gauge their performance and measure their progress in an effective manner. This motivates them to get more involved in achieving the common weekly, quarterly and annual goals. This higher level of engagement directly impacts key organizational parameters such as retention, productivity, profitability, etc.
The business case for OKRs is very clear. However, for companies that are scaling up, with limited bandwidth and competing priorities, often setting OKRs itself gets left behind due to other business priorities.
If an organization focuses on a manual approach to the OKR system, there are several steps which require a lot of time and effort including setting and writing, implementing, tracking, grading, evaluating and modifying OKRs.
Fortunately, today there are OKR tools in the market, which can help automate all of these aspects to help simplify the OKR journey. The right goal management software can help you maximize the realization of the return on investment for your OKRs. Following are the top five ways in which an OKR software makes a measurable difference on the bottomline —
First, an OKR tool can help organizations document or record the OKRs in a way that is visible and accessible to all. There is supporting evidence to show that what gets documented has a higher chance of being achieved, as what is out of sight is often out of mind.
Individuals are 42% more likely to achieve goals when they are physically recorded.
Therefore, the OKR tool can enable organizations to clearly define the business and team OKRs in a written manner which can be reflected on, seen again and again to create instant recall for employees.
OKR tools are great for creating alignment and accountability. On the alignment front, the OKR software can help achieve high levels of strategic alignment on what is the responsibility of each team member across organizations towards the key business goal achievement.
Highly aligned companies grow revenue 58% faster and are 72% more profitable than their misaligned counterparts.
The dashboard of a good OKR software can help you constantly gauge the level of goal achievement, ensure that team members are aligned on different phases as well as keep a track of when their responsibility is due. It creates high levels of transparency.
Moreover, greater alignment leads to high levels of accountability. Generally, since there is a lack of alignment on responsibilities, there is an accompanying lack of ownership and accountability, and most employees shirk away from taking accountability.
84% of the workforce describes itself as “trying but failing” or “avoiding” accountability, even when employees know what to fix.
A goal management software like SuperBeings allows you to integrate OKRs with regular meetings and check-ins to keep track of progress. Thus, driving a culture of accountability.
It is very common for companies to set OKRs and then evaluate them only at the end of the quarter/year. There is a lack of mid-term tracking which makes it difficult to gauge whether the progress is aligned with the key results or not.
40% of people that write down goals don’t check whether they’ve achieved them. Moreover, only 5.9% of companies communicate goals daily.
An OKR software can help you address this concern by facilitating day-to-day OKR progress tracking. A daily dashboard and history of 1:1 and team check-ins on OKRs, can help organizations track developments over time.
It can also help identify and resolve any performance issues that stand in the way of goal achievement preemptively. At the same time, even if organizations are tracking and monitoring OKR progress, doing so with a manual process is inefficient. An OKR tool can automate most of these processes to enable HR and people managers to spend more time on driving results.
Another major concern that organizations face when it comes to OKRs is being prepared and ready for the same. Many line managers and others struggle with writing effective OKRs. Many organizations believe setting OKRs once is enough. However, that is far from the truth.
Research says, companies that set performance goals quarterly can generate 31% more returns than those reassessing annually.
Using an OKR software can help eliminate all these challenges.
Finally, an OKR software can promote high levels of collaboration for goal achievement. For many organizations, the inability to collaborate leads to low levels of results, diminishing the ROI for OKRs.
86% of employees and executives cite lack of collaboration or ineffective communication for workplace failures.
Using a good OKR software makes collaboration seamless by aligning cross-functional projects and tracking cumulative progress. Invariably, an increase in degree of collaboration is a direct ROI of an OKR tool which can create far reaching impact.
In this final section of the article, we will talk about the key parameters that can help you gauge the ROI of an OKR software. While the above mentioned are primary impact areas, most of them have a qualitative aspect to them.
Gauging the ROI requires backing of data points from employee experience and business results, which the following parameters can help explain.
Organizations should start by gauging whether or not transparency and alignment on goals has increased. This can be measured using employee pulse surveys to understand their opinion on how well they have visibility of goals and clarity on what they need to work towards. Therefore, the first ROI parameter for an OKR software is to identify the increase in level of transparency to ensure everyone is working in the same direction and there are no gaps or overlap in efforts.
The main purpose of an OKR tool is to facilitate the effective and efficient achievement of the goals set by an organization. Thus, the next parameter to measure ROI should revolve around the degree and time period of goal achievement.
You can start by comparing the degree of goal achievement by leveraging OKR grading to see if there is a significant improvement in percentage terms as compared to pre-OKR tool period. Second, it is important to gauge whether or not the goals/key results have been achieved in a shorter period of time or not. Since the OKR platform facilitates better alignment, collaboration, tracking, etc., it can help organizations achieve or realize the goals faster.
Third, there are several administrative overheads that accompany the setting and implementation of goals/OKRs. These include tracking, grading, etc. for managers and providing inputs on the part of employees. The ROI of an OKR software can be gauged by mapping whether or not these overheads come down.
The next parameter for ROI calculation is to measure the change or increase in revenue after the adoption of an OKR software. Since an OKR tool seeks to enable organizations to achieve their goals faster, cost effectively and to a greater extent, there should be an increase in the revenue realized.
According to Larry Page, co-founder, Google claims that “OKRs have helped lead us to 10X growth, many times over.”
Finally, gauging the value of employee parameters like retention/turnover, productivity, engagement, etc, can cumulatively be leveraged to capture the ROI of an OKR tool. There are several ways to gauge these workforce parameters, along with factors like eNPS, etc. which have a direct business impact. Calculating them can help measure the ROI of the OKR tool for an organization.
It is evident that adoption of an intelligent OKR software is not only good to have, but integral for organizational success. Using the right tool has a direct business impact which can be measured in numbers using the ROI parameters mentioned in this article.
There are both qualitative and quantitative aspects to measuring the ROI and a balanced approach to both can empower organizations to align individual performance with business goals.
If you are considering implementing the right OKR software in your business, try out SuperBeings free 21 day trial. Book today. (No credit card or commitment required)